The Influence of Holland's Vocational Interests on Work-Family Conflict: An Exploratory Analysis

Drawing on a sample of 438 working professionals from various organizations across the central United States, the authors investigated the relationship between Holland's (1959, 1997) RIASEC (Realistic, Investigative, Artistic, Social, Enterprising, Conventional) model and employee perceptions of work-family conflict. Results revealed that the RIASEC model contributed unique variance in predicting work-family conflict beyond demographic characteristics and the Big Five personality constructs. The RIASEC interests were found to be associated with different dimensions of work-family conflict. These results signal that vocational interests may influence not only work-related attitudes and behaviors (e.g., job satisfaction, performance), but also one's ability to balance work and family demands.     

Group-Level and Individual-Level Mediators of the Relationship Between Soldier Satisfaction With Social Support and Performance Motivation

This research examined a model predicting soldier motivation. Line soldiers (N = 1,550) who had been members of personnel-stabilized battalions for at least 6 months responded to a questionnaire assessing perceptions of support received from peers and from leaders, identification with the work unit (company or battery), job-related self-esteem, personal adjustment, and performance motivation. Perceived leader support was a stronger predictor of performance motivation than was peer support, although both predictors demonstrated significant effects. In both cases, group-level mediation of the relationship between support and motivation was stronger than individual- level mediation. Findings indicate a need for increased emphasis on identi- fying leaders and training them in behaviors that will be seen as supportive of subordinates.     

Work-family climate, organizational commitment, and turnover: Multilevel contagion effects of leaders

This paper presents empirical research analyzing the relationship between work-family climate (operationalized in terms of three work-family climate sub-scales), organizational leadership (i.e., senior manager) characteristics, organizational commitment and turnover intent among 526 employees from 37 different hotels across the US. Using multilevel modeling, we found significant associations between work-family climate, and both organizational commitment and turnover intent, both within and between hotels. Findings underscored the importance of managerial support for employee work-family balance, the relevance of senior managers’ own work-family circumstances in relation to employees’ work outcomes, and the existence of possible contagion effects of leaders in relation to work-family climate.     

Male leaders with paternity leaves: effects of work norms on effectiveness evaluations

ABSTRACT

With the growing relevance of work–family balance and gender equality at work, researchers have extensively recognized the importance of men’s greater home involvement. Yet, little is known about how people evaluate men and particularly male leaders with involved fathering behaviours, such as taking a long paternity leave. Using a social normative perspective, we explore whether cultural standards providing social approval for work–life balance influence competence evaluations of male leaders who request a paternity leave. Results from three experimental and field studies suggest that perceptions of a supportive work-family culture favour more positive evaluations of male leaders with a paternity leave. Associations were stronger for people with leadership aspirations and roles. Several main effects emerged too: male leaders taking a leave beyond the standard (from 2 weeks to 3 months) received more negative evaluations than male leaders with a shorter, statutory leave (from 2 days to 2 weeks), and employees’ sexism predicted negative evaluations. Also, slightly lower status was attributed to male compared to female leaders who requested a leave. Findings are discussed in terms of how male managers’ domestic behaviour should be further reinforced with organizational discourses and practices.     

THE PRECURSORS AND PRODUCTS OF JUSTICE CLIMATES: GROUP LEADER ANTECEDENTS AND EMPLOYEE ATTITUDINAL CONSEQUENCES

Drawing on the organizational justice, organizational climate, leadership and personality, and social comparison theory literatures, we develop hypotheses about the effects of leader personality on the development of 3 types of justice climates (e.g., procedural, interpersonal, and informational) and the moderating effects of these climates on individual-level justice–attitude relationships. Largely consistent with the theoretically derived hypotheses, the results showed that leader (a) Agreeableness was positively related to procedural, interpersonal, and informational justice climates; (b) Conscientiousness was positively related to a procedural justice climate; and (c) Neuroticism was negatively related to all 3 types of justice climates. Further, consistent with social comparison theory, multilevel data analyses revealed that the relationship between individual justice perceptions and job attitudes (e.g., job satisfaction, commitment) was moderated by justice climate such that the relationships were stronger when justice climate was high.     

工作场所中他人感知的员工工作-家庭冲突：刻板印象视角

以往研究发现工作场所中他人感知的员工工作-家庭冲突对员工工作结果具有重要影响, 但相关研究处于起步阶段。在文献回顾的基础上, 从刻板印象理论出发, 提出可能影响他人感知员工工作-家庭冲突的工作、家庭相关因素; 采用能力-热情维度框架探讨他人感知员工工作-家庭冲突的作用机制及其结果。今后研究可在整合工作-家庭冲突研究和刻板印象理论的基础上, 对他人感知员工工作-家庭冲突的形成及人际效用机制等方面进行拓展。     

The personal costs of citizenship behavior: the relationship between individual initiative and role overload, job stress, and work-family conflict

By and large, prior research has focused on the positive aspects of organizational citizenship behavior (OCB). D. W. Organ and K. Ryan (1995), though, suggest that individuals who engage in high levels of OCB may become overloaded. This research explores the relationship between a specific type of OCB--namely, individual initiative--and role overload, job stress, and work-family conflict. Results from a sample of 98 couples indicate that higher levels of individual initiative (as assessed by the spouse or significant other) are associated with higher levels of employee role overload, job stress, and work-family conflict. The findings also suggest that the relationship between individual initiative and work-family conflict is moderated by gender, such that the relationship is stronger among women than among men. Some implications of this work and directions for future research are discussed as well.     

LMX,Breach Perceptions,Work-Family Conflict,and Well-Being: A Mediational Model

Despite research advances, work-family scholars still lack an understanding of how leadership constructs relate to an employee's ability to effectively manage the work–family interface. In addition, there remains a need to examine the process through which leadership and work-family conflict influence well-being outcomes. Using a sample of 312 workers, a mediated process model grounded in social exchange theory is tested wherein the authors seek to explain how leaders shape employee perceptions, which, in turn, impact organizational fulfillment of expectations (i.e., psychological contract breach), work-family conflict, and well-being. A fully latent structural equation model was used to test study hypotheses, all of which were supported. Building on existing theory, findings suggest that the supervisor plays a critical role as a frontline representative for the organization and that work-family conflict is reduced and well-being enhanced through a process of social exchange between the supervisor and worker.     

Gender makes the difference: The moderating role of leader gender on the relationship between leadership styles and subordinate performance

Using a predominantly male research and development (R&D) sample and a predominantly female customer service personnel sample, we investigated how authoritarian and benevolent leadership styles interact with leader gender to influence subordinate performance (i.e., task performance, citizenship behavior, and creativity). Our research extends role congruity theory (Eagly & Karau, 2002) by adopting  and  attribution principles to offer a more comprehensive framework for explaining how leader gender affects the impact of leadership styles on subordinate performance. Our results suggest that the negative relationship between authoritarian leadership and subordinate performance is stronger for female than for male leaders and that the positive relationship between benevolent leadership and subordinate performance is stronger for male than for female leaders. Accordingly, in addition to leaders’ engaging in gender-role congruent behaviors, a useful strategy is to adopt behaviors that are perceived as a positive deviation from their gender role.     

工作家庭间跨界增益:逻辑主线与模型

已有工作家庭界面研究主要立足于冲突视角,近年来部分研究开始从积极视角揭示工作家庭关系的本质。工作家庭增益强调角色资源的跨界渗溢有助提升个体另一角色表现和生活品质的程度。工作家庭资源会增强个体心理资源,进而影响体验工作家庭间的跨界增益,资源的累积循环与工作家庭增益互为持续保障,跨界增益的程度受到工作家庭边界特征的调节影响。论证和提出了"角色资源累积-个体心理因素改变-跨界增益-角色评价与投入"的逻辑主线,以此构建工作家庭间角色资源跨界增益模型。     

Leader trustworthy behavior and organizational trust: the role of the immediate manager for cultivating trust

Drawing from both trust‐building theory and interpersonal trust literature, we investigate how trust between a leader and follower may be leveraged to influence organizational trust. We also explore the mediating mechanisms of this link and test a potential moderator. A cross‐sectional, multifoci design was adopted and participants were 201 employees within a public sector organization. Leader trustworthy behavior was found to predict organizational trust, mediated by trustworthiness perceptions and trust in the leader. Support for the boundary condition was found; namely, when leaders were more senior, the relationship between trustworthy behavior and organizational trust was stronger. The findings suggest that leaders can meaningfully influence organizational trust perceptions through the enactment of trustworthy behavior, although the strength of this effect varied as a function of their position.     

WORKPLACE SOCIAL SUPPORT AND WORK-FAMILY CONFLICT: A META-ANALYSIS CLARIFYING THE INFLUENCE OF GENERAL AND WORK-FAMILY-SPECIFIC SUPERVISOR AND ORGANIZATIONAL SUPPORT

This article uses meta-analysis to develop a model integrating research on relationships between employee perceptions of general and work-family-specific supervisor and organizational support and work-family conflict. Drawing on 115 samples from 85 studies comprising 72,507 employees, we compared the relative influence of 4 types of workplace social support to work-family conflict: perceived organizational support (POS); supervisor support; perceived organizational work-family support, also known as family-supportive organizational perceptions (FSOP); and supervisor work-family support. Results show work-family-specific constructs of supervisor support and organization support are more strongly related to work-family conflict than general supervisor support and organization support, respectively. We then test a mediation model assessing the effects of all measures at once and show positive perceptions of general and work-family-specific supervisor indirectly relate to work-family conflict via organizational work-family support. These results demonstrate that work-family-specific support plays a central role in individuals' work-family conflict experiences.     

Group Leaders as Gatekeepers: Testing Safety Climate Variations across Levels of Analysis

This paper tests the moderating effect of transformational supervisory leadership on the relationship between organisational and group climates, using safety climate in risky operations as an exemplar. Results indicated that under low or poor organisational climate, indicative of limited organisational commitment to employee safety, transformational leaders promoted a higher group climate as compared to the organisational climate. Similarly, under a weak organisational climate, indicative of limited consensus among company employees regarding the priority of safety, transformational leaders promoted a stronger group climate, reflecting greater consensus among group members. This pattern suggests that supervisory leaders can act as gatekeepers, with transformational leaders offering better protection against potentially harmful organisation‐level priorities. Furthermore, transformational supervisors better informed their members of the organisational priorities as they perceived them, resulting in a stronger relationship between individual supervisors' perceptions and members' organisational climate perceptions. Implications for climate and leadership research are discussed. On s'intéresse dans cet article à l'impact régulateur du leadership hiérarchique de transformation sur la relation entre les climats organisationnels et de groupe en utilisant comme exemple la sécurité dans les opérations à risque. Les résultats montrent qu'en cas de climat organisationnel médiocre signifiant une implication organisationnelle minimale à propos de la sécurité du personnel, les leaders de transformation favorisent l'émergence d'un climat de groupe plus satisfaisant que le climat organisationnel. De même, si le climat organisationnel est fragile, traduisant un accord approximatif des salariés sur la prioritéà accorder à la sécurité, les leaders de transformation sont à l'origine d'un climat de groupe renforcé, expression d'un meilleur consensus parmi les membres du groupe. Ce schéma laisse penser que les leaders hiérarchiques peuvent intervenir comme gardiens, les leaders de transformation offrant une meilleure protection contre les priorités organisationnelles potentiellement nocives. De plus, les managers de transformation informent mieux leur équipe des priorités organisationnelles telles qu'ils les perçoivent, ce qui provoque une relation plus étroite entre les perceptions personnelles du manager et celles que son groupe a du climat organisationnel. On réfléchit aux retombées de ce travail sur les recherches portant sur le climat et le leadership.     

Investigating Leader Role Congruity and Counterproductive Work Behavior

The present study sought to examine the role of fulfilled vs. unfulfilled expectations in work-related and non-work domains. Specifically, we examined how congruence and incongruence between implicit leadership theories across multiple categories of leaders (typical, ideal, and effective leaders) and characteristics recognized on one’s supervisor affect leader-member exchange (LMX), work-family conflict, and subsequent counter-productive work behavior. We tested our hypotheses using polynomial regression and response surface modeling. The results of this study showed that congruence between implicit leadership theories (ILT’s) of typical, ideal, and effective leaders and supervisor recognition, as well as incongruity between ILT’s of ideal leaders and characteristics recognized in one’s supervisor, significantly impacts perceived LMX quality with supervisors. Incongruity between ILT’s of typical and ideal leaders and supervisor recognition was also associated with higher ratings of work-family conflict (WFC). Finally, the results showed support for a significant indirect effect of congruence between ILTs of typical and ideal leaders and characteristics recognized in one’s supervisor on CWB through WFC. These results add meaningful depth to literature on congruent implicit theories in two ways: (a) we add to existing knowledge of outcomes associated with congruence on ILT’s, and, (b) we examine these associations using ILT’s across multiple categories of leaders. Implications are also discussed.     

家庭支持型主管行为对员工工作态度的影响:有调节的中介效应分析

采用问卷法调查了358名企业员工,探讨家庭支持型主管行为(FSSB)对工作满意感和离职意愿等工作态度的作用机制。结果表明:(1)FSSB对工作满意感有显著正向影响,对离职意愿有显著负向影响。(2)工作-家庭增益在FSSB与工作满意感之间起着中介作用,而工作-家庭冲突的中介作用不显著;工作-家庭增益与冲突在FSSB与离职意愿之间的中介作用均不显著。(3)边界控制感调节了FSSB—工作-家庭增益—工作满意感这一中介过程。本研究提示可通过干预FSSB来提升员工的工作态度。     

Is Charismatic Leadership Effective When Workers Are Pressured To Be Good Citizens?

Prior research has explored how employees’ perceptions of their leaders impact their work attitudes and behaviors. Studies have shown that charismatic leaders motivate individuals to be more engaged and to exhibit more organizational citizenship behaviors. This study considers how a moderator, citizenship pressure, affects how charismatic leaders might inspire their followers to go above and beyond and be more engaged in their work. Using a sample of 243 workers, this study's findings show that charismatic leadership has a stronger positive effect on job engagement when employees perceive less citizenship pressure. Citizenship pressure did not moderate the relationship between charismatic leadership and organizational citizenship behavior. Implications of this study include an examination of the moderating influence of citizenship pressure, a relatively new construct. Practically, the implications may shed some light on leadership factors that encourage increased effort from employees and greater employee engagement. More specifically, findings suggest that persons are motivated to exhibit more OCBs to meet high expectations of charismatic leaders. However, when seeking engagement, feeling pressure to perform these OCBs has a reverse effect as more job engagement results with less citizenship pressure. Future research suggestions and limitations are discussed.     

Understanding “His and Her” Work-Family Conflict and Facilitation

Work-family conflict (negative spillover between work and family) and work-family facilitation (positive spillover between work and family) are two aspects of the work-family interface. Prior work has established that these constructs are statistically and conceptually distinct, but less is known about what work and family characteristics are associated with conflict versus facilitation. Understanding who is most at risk for conflict and most benefiting from facilitation is necessary for establishing effective workplace policies. We used structural equation modeling to determine whether (1) work-family conflict and facilitation have different (statistical) predictors, and (2) whether these predictive relations are moderated by gender. Perceiving more work demands predicted greater work-family conflict, but was unrelated to facilitation. Perceiving more skill discretion at work and being married predicted greater work-family facilitation, but was unrelated to work-family conflict. Perceiving more decision authority and social support at work, and having more children, predicted less conflict and more facilitation. Most predictors were stronger for men than for women. We discuss implications of these results for designing effective policies to increase work-family facilitation and decrease work-family conflict for men and women.     

Time frames and the distinction between affective and cognitive well-being

We examined whether the empirical differences between affective well-being (AWB) and cognitive well-being (CWB) might be due to (a) the use of different time frames in measures of AWB and CWB or (b) structural differences. In Study 1, a multitrait-multimethod (MTMM) analysis indicated that levels of different components are more similar but do not converge completely when the same time frame is used. In Study 2, we found that people are more likely to consider global life circumstances (as opposed to specific events and activities) when they evaluate their CWB, regardless of the specific time frame. In both studies, the time frame did not moderate the associations between AWB and CWB and important correlates (personality, life circumstances).     

Congruence of efficacy beliefs on the coach-athlete relationship and athlete anxiety: Athlete self-efficacy and coach estimation of athlete self-efficacy

This study’s purpose was to assess the extent to which congruence of athlete self-efficacy and Coach Estimation of Athlete Self-Efficacy (CEASE) is associated with coach-athlete relationship quality and athlete anxiety. Data were obtained from 71 British coach-athlete dyads from individual sports regarding athlete self-efficacy, CEASE, coach-athlete relationship quality, and athlete anxiety. Polynomial regression analyses were conducted to assess congruence, with significant interactions depicted in surface response graphs. Athlete self-efficacy was significant in predicting athlete perceptions of relationship quality and CEASE was significant in predicting coach perceptions of relationship quality, but neither directly predicted the other person’s relationship perceptions. Congruence (of athlete self-efficacy and CEASE) was significant in predicting athlete, but not coach, perceptions of relationship quality. Athlete anxiety was not significantly predicted. Overall, results from the study suggest that the coach-athlete relationship is enhanced when coaches and athletes have congruent perceptions of efficacy, with more cooperative and effective interactions resulting from congruence at high and low efficacy.     

创新氛围、创新效能感与团队创新：团队领导的调节作用

在团队层次探讨创新氛围、创新效能感以及团队领导对团队创新绩效的影响。对51个工作团队的研究结果表明, 团队创新氛围与团队创新绩效有显著的正向关系, 而团队创新效能感在这一关系中起到中介作用。同时, 引领创新的团队领导调节了创新效能感与团队创新绩效之间的关系, 团队领导越倾向于引领创新, 创新效能感与创新绩效之间的关系就越强, 经由创新效能感传导的创新氛围对创新绩效的效应也就越大。研究结果深刻揭示了创新氛围、创新效能感、创新领导和团队创新之间的关系。