CORRELATES OF PSYCHOLOGICAL INFLUENCE: AN ILLUSTRATION OF THE PSYCHOLOGICAL CLIMATE APPROACH TO WORK ENVIRONMENT PERCEPTIONS

Correlates of subordinates' perceptions of their psychological influence on supervisors' decisions were examined for 126 subordinates in high technology jobs and 205 subordinates in low technology, production line jobs. Based on the psychological climate perspective of work environment perceptions, it was predicted that perceptions of psychological influence would be related significantly to (a) situational attributes, including supervisor behaviors, (b) individual characteristics, and (c) person by situation interactions. Results supported these assumptions and suggested that a cognitive information processing model assists in explaining environmental perceptions.     

Supported Supervisors Are More Supportive,but Why? A Multilevel Study of Mechanisms and Outcomes

This study examines organizational support theory as it extends to supervisor support by (1) testing two explanations for the relationship between supervisors’ perceived organizational support and their supportive supervision and (2) examining perceived supervisor support in relation to subordinate performance and commitment. Multisource survey data from a correctional facility, with a matched sample of 51 supervisors and 283 subordinates, were collected. Multilevel structural equation modeling was used for analysis. Supervisors were more supportive when they felt supportive treatment was preferred by the organization and less supportive when they felt obligated to help the organization. Perceived supervisor support was associated with subordinate performance and commitment at the subordinate level (i.e., among employees reporting to the same supervisor) but not at the supervisor level (i.e., across supervisor-follower groups). Employees who feel supported by their supervisor perform better and are more committed to their employer. To encourage supervisor support, organizations should both model support to supervisors and communicate the expectation for supervisor support. Supervisors who feel obligated to reciprocate to a supportive organization may be less inclined to support their subordinates. This study examines the prevailing, yet untested, mechanism (felt obligation) used to explain the relationship between supervisor’s perceptions of organizational support and their supportive supervision, as well as an alternative explanation based on social information processing. The study provides a nuanced multilevel analysis of perceived supervisor support as related to subordinate outcomes and extends previous models by including subordinate withdrawal and commitment.     

Supervisor Appraisal as the Link Between Family–Work Balance and Contextual Performance

We examined the relationship between subordinates’ family to work balance (conflict and enrichment) and two dimensions of contextual performance (interpersonal facilitation and job dedication) reported by supervisors. Beyond the direct effects, we hypothesized that supervisor’s appraisals of employee conflict and enrichment would influence the supervisor’s contextual performance ratings. Data collected from a matched sample of 156 private sector employees and their supervisors indicated that the supervisor’s performance ratings were impacted by the supervisor’s appraisal of enrichment. However, the supervisor’s appraisal of conflict only mattered for interpersonal facilitation. There was a direct effect of subordinate’s conflict on both dimensions of contextual performance.     

Locus of Knowledge as a Determinant of the Effects of Participation on Performance,Affect, and Perceptions

Participation has been a concern of both theorists and practitioners for many decades, but sophisticated analyses of the literature have been inconclusive with respect to its performance and affective benefits (Wagner & Gooding, 1987). The present study used an experimental design to test the hypothesis that the effectiveness of participation in promoting high performance would depend upon the locus of knowledge. Thus, high performance would result if (a) there was no participation and the supervisor had correct information, and if (b) there was participation and at least one party had correct information and neither had incorrect (i.e., conflicting) information. Lower performance would result under other conditions. We also tested the hypothesis that supervisors and subordinates under participation would have more positive affect than those who did not. These hypotheses were supported in a 2 × 3 × 3 experiment varying participation (Participation and No Participation), supervisor information (Correct, Incorrect, and No Information), and subordinate information (Correct, Incorrect, and No Information). Both supervisors and subordinates reported more positive affect and perceptions under Participation (versus No Participation) regardless of their degree of correct knowledge.     

The Effects of Leader Fairness and Pay Outcomes on Superior/Subordinate Relations1

This study assessed the effects of procedurally fair leadership and payment outcomes on subordinate reactions to the supervisor in a pay-for-performance task. Procedurally fair leadership was operationalized by the extent to which supervisors enacted three specific behaviors: facilitation of voice, accuracy, and adherence to formal policies and procedures. The payment outcomes were high and low cash payments for performance evaluated as above or below average. Subordinate reactions to these treatments focused on perceptions of supervisory fairness (both procedural and distributive) and the subordinate's relationship with his or her supervisor (in terms of both satisfaction and commitment). Procedurally fair leadership showed a main effect on subordinate perceptions of leader fairness and on their relationship with the leader. No other effects were noted. Implications are discussed.     

The Dimensions and Consequences of Organizational Politics Perceptions: A Confirmatory Analysis1

The present study, using confirmatory factor analysis, investigated the factorial structure of organizational politics perceptions. A second-order factor model was supported for both supervisor and subordinate samples. In addition, the hypothesis that different dimensions of perceived organizational politics lead to different satisfaction outcomes was also supported. Furthermore, it was demonstrated that subordinates reacted more negatively than did supervisors to politics perceptions. The results of the present study are discussed in light of directions for future research.     

Linking Feedback Quality and Goal Orientation to Feedback Seeking and Job Performance

Contemporary feedback researchers have adopted theoretical perspectives in which personal characteristics interact with aspects of the feedback environment to influence feedback-related perceptions, feedback seeking, and job performance. To test these assertions, this study incorporates implicit person theory, uncertainty reduction theory, and Korman's theory of work motivation (2001) to develop a model that links a critical aspect of the feedback environment (feedback quality) and goal orientation to perceptions of feedback utility, feedback seeking, role clarity, and task performance and organizational citizenship behaviors. Results from supervisor–subordinate dyadic data (N?=?202) obtained from employed students largely support the hypothesized model. Implications are discussed.     

PERFORMANCE APPRAISAL BEHAVIORS: SUPERVISOR PERCEPTIONS AND SUBORDINATE REACTIONS

This study examined supervisor perceptions and subordinate reactions to formal performance-appraisal reviews. The performance-appraisal behaviors of supervisors and the reactions of their subordinates were studied in a sample of university employees. A factor analysis revealed that there were three dimensions of formal performance appraisals: two developmental dimensions (being supportive; emphasizing performance improvement) and one administrative dimension (discussing pay and advancement). Regression analyses suggested that supervisors supported highly rated individuals and stressed improvement efforts for poor performers. After controlling for the level of previous performance ratings, results indicated that support in the appraisal review was associated with higher levels of employee motivation, while discussing pay and advancement was associated with higher levels of employee satisfaction. Unfortunately, improvement efforts by the supervisors did not influence job performance one year later.     

EMPLOYEE SELECTION WITH THE PERFORMANCE PRIORITY SURVEY

Person-environment congruence, as defined in this series of studies, is the fit between the subordinate's perceptions of the requirements of the job, and the requirements of the supervisor or of the organization. Person-environment congruence is measured in this research by the Performance Priority Survey (PPS), a Q-sort procedure in which respondents rate the relative importance of work behaviors. The priorities of the organization (reported by supervisors) and the priorities of the subordinates (or applicants) are correlated to produce an agreement score. The agreement score for each supervisor-subordinate pair measures the degree of similarity between the perceptions of the relative importance of work behaviors for the job in question, as reported by both members of the pair. The agreement score is calculated in two ways: (a) between the report of the subordinate (or applicant) and the report of the immediate supervisor, and (b) between the report of the subordinate (or applicant) and the organizational culture (aggregated reports of supervisors). The agreement scores correlate significantly with performance ratings. The PPS has a lower adverse impact on African-Americans than a typical multiple-choice test. The PPS is proposed as a means for improving the validity of selection and for reducing adverse impact.     

THE ROLE OF LOCUS OF CONTROL IN LEADER INFLUENCE BEHAVIOR1

This study investigated whether the leader's locus of control moderated the relationship between perceived leader influence behaviors and certain subordinate outcome variables. The results showed that locus of control did significantly moderate the effect of supervisor influence on productivity and subordinate satisfaction with supervision. The difference in satisfaction with supervision was more extreme at high levels of subordinate perceived supervisor influence on productivity. Implications for supervisor training are discussed.     

Building up resources in the relationship between work–family conflict and burnout among firefighters: moderators of guanxi and emotion regulation strategies

This study investigated the moderating effects of supervisor–subordinate “guanxi” alongside relevant emotional regulation strategies, including cognitive reappraisal and expressive suppression, undertaken by 402 firefighters experiencing burnout caused by work–family conflict, as revealed through the application and analysis of the job demands–resources model. According to the regression model for the moderating effects, high levels of supervisor–subordinate guanxi may improve the relationship between work–family conflict and burnout, while frequent suppression of expressivity may enhance this relationship. Moreover, when supervisor–subordinate guanxi is high, cognitive reappraisal may effectively mitigate the relationship between work–family conflict and burnout. To this end, both guanxi and cognitive reappraisal are crucial for supporting emotional regulation in the workplaces of ethnic Chinese societies.     

An examination of the multidimensionality of supervisor and subordinate perceptions of leader‐member exchange

Research on leader‐member exchange (LMX) theory typically has measured LMX in a unidimensional manner and has neglected supervisor perceptions of the LMX relationship. The present study developed and validated a multidimensional scale of supervisor LMX based on Liden and Maslyn's (1998) multidimensional subordinate LMX scale. Confirmatory factor analyses supported a multidimensional factor structure for both supervisor and subordinate LMX scales with four distinct dimensions: affect, loyalty, contribution, and professional respect. Results further indicated that these dimensions differentially predicted various criteria indicating that different aspects of the LMX relationship are of greater or lesser importance depending upon the criterion of interest. Additionally, results indicated that multidimensional LMX scales measured from both supervisor and subordinate perspectives predict important individual job attitudes and behaviours above scales that are either unidimensional or measured from just one perspective.     

Different consequences of supplication and modesty: Self-effacing impression management behaviors and supervisory perceptions of subordinate personality

Although modesty and supplication are both self-effacing impression management behaviors for underplaying one’s strengths, they are likely to result in different supervisory perceptions. In an examination of the effects of modesty and supplication in the same working sample, the results from a Chinese sample of supervisor–subordinate dyads (n = 88) showed that while modesty is positively related to supervisor perceptions of a subordinate’s Agreeableness and Conscientiousness, supplication is negatively related to supervisory perceptions of Agreeableness. In addition, supervisors differentially weigh supplication and modesty when assessing Agreeableness versus Conscientiousness. Results from this study suggest that subordinates may use modesty to strive for a positive impression, but they should be cautious about adopting supplication as an impression management tactic.     

Mechanisms of Corporate Social Responsibility: The Moderating Role of Transformational Leadership

Literature reviews have repeatedly emphasized the need to further investigate relationships between corporate social responsibility (CSR) and micro-organizational variables. The present research attempts to address this call by examining the direct and indirect relationship between individual perceptions of CSR and employees’ organizational citizenship behaviors (OCBs). Multiphasic data from 207 workplace supervisor–subordinate dyads recruited from an online panel were analyzed to show that organizational identification mediated the relationship between CSR and OCBs. Furthermore, supervisor transformational leadership style moderated the mediation, such that the indirect effect of the organizational identification on the relationship between CSR and OCBs became nonsignificant under low transformational leadership. Based on these results, we make suggestions for using embeddedness programs to improve perceptions of CSR.     

Fluency and eye contact as factors influencing observers' perceptions of stutterers

The purpose of this study was to determine the effects of different levels of eye contact and fluency on observers' perceptions of a speaker. One of four videotapes depicting an actor (playing the part of a supervisor) interviewing another actor (who played a subordinate) were shown to 127 college students. The four videotapes represented four different conditions comprising combinations of fluent vs nonfluent speech and normal vs low eye contact. Results indicated that these combinations of fluency and eye contact differentially influence listeners' perceptions of a speaker. Highest ratings were obtained for the fluent-normal eye-contact speaker, with lower ratings for all other conditions. In addition, it was determined that the frequency of eye contact rather than fluency was more strongly related to listeners' perceptions. The clinical implications of these findings are discussed.     

PSYCHOMETRIC PROPERTIES OF SUBORDINATE RATINGS OF MANAGERIAL PERFORMANCE

The purpose of the present study was to compare the psychometric properties of subordinate ratings of managerial performance to those of supervisor and self ratings. Subordinate ratings (n = 365), self-ratings (n = 80) and supervisor ratings ( n = 80) were obtained on eight performance dimensions for middle level managers in a multinational corporation. Multitrait-multimethod analysis of variance indicated significant effects for convergent validity, halo error, and discriminant validity. Comparisons between rating sources indicated that subordinate ratings are more similar to supervisor ratings than to self ratings in terms of convergent validity and leniency effect. A comparison of the present results to other studies indicated less convergent validity, more discriminant validity, and less halo error than found by others.     

An Exploration of Cognitive Demands in Group Interaction as a Moderator of Information Processing Variables in Perceptions of Leadership

In the application of information processing (IP) models in organizational settings, potential boundary or moderator variables are sometimes overlooked. We investigated whether the impact of important IP variables in the leadership perception literature was affected by a potentially important boundary variable: cognitive demands extraneous to impression formation. In contrast to past research, both quantity and quality (prototypicality) of behavior affected leadership perceptions in both low and high information load conditions. This result implies that prototype-related processing may be automatic enough to influence perceptions of leadership in actual organizational settings where cognitive demand is often high. Further, quantity of verbal behavior had a significant impact on causal attributions for level of group task performance and on perceptions of control of the groups'activities, suggesting that this variable may have important implications for inferences about a person's influence on work group processes and outcomes. The significance of these findings for the issues of leader influence and for the measurement of leader behavior is discussed.     

Reward behavior by male and female leaders: A causal inference analysis

This research investigated causal inferences between leader reward behavior (positive and punitive) and subordinate goal attainment, absenteeism, and work satisfaction over a 3-month period in a merchandise distribution center (n = 252). Four groups were studied: (a) male supervisors-male subordinates, (b) male supervisors-female subordinates, (c) female supervisors-female subordinates, and (d) female supervisors-male subordinates. Using the techniques of tests of mean differences and corrected cross-lag correlations, the results revealed that: (a) No significant differences attributed to sex were found between the four groups with the perceptions of leader reward behavior or subordinate outcome measures, and (b) the causal inference analysis suggested that the relationships between leader reward behavior and subordinate attitudes and behavior were independent of the effects of sex of supervisor or subordinate. Implications for research on sex stereotypes and leadership were discussed.     

Perception and acceptance of evaluations by supervisors and peers

A survey of 200 employed graduate and undergraduate business students investigated differences in individuals’ acceptance and perceptions about peer evaluation vs. supervisor evaluation. Results showed that, compared to peer evaluations, acceptance of supervisor evaluations is higher, supervisor evaluations are perceived as more accurate and more trusted, supervisors are seen as having more qualifications to evaluate performance and more opportunities to observe performance, and suffer less from friendship bias.