Supervisor–Subordinate Relationship,Differentiation, and Employee Creativity: A Self‐Categorization Perspective

This study seeks to explore the effect of the quality of supervisor–subordinate relationship (i.e., leader–member exchange; LMX) on employee creativity by examining a moderated‐mediation model. The model focuses on the mediating role of perceived insider status and the moderating role of perceived LMX differentiation in influencing the mediation. Using a time‐lagged research design, we collected data from 358 supervisor–subordinate dyads in a large Chinese diversified company. As predicated, we found that (a) perceived insider status mediated the positive relationship between LMX and employee creativity; and (b) perceived LMX differentiation moderated the strength of the mediated relationship between LMX and employee creativity via perceived insider status, such that the mediated relationship is stronger under high‐perceived LMX differentiation than under low‐perceived LMX differentiation.     

授权赋能领导行为对员工内部人身份感知的影响:基于组织的自尊的调节作用

从组织投资的视角,研究授权赋能领导行为、内部人身份感知与组织公民行为之间的关系.通过问卷调查,搜集了一家企业146名主管和下属的配对数据.研究结果表明,领导授权赋能行为对员工内部人身份感知有积极的影响作用,同时,内部人身份感知在授权赋能领导行为和员工组织公民行为之间起到完全中介作用,同时,员工基于组织的自尊对内部人身份感知的中介效应起到调节作用.最后还讨论了未来的研究方向和实际应用的意义等内容.     

Problem Clarity as a Moderator between Trait Affect and Self‐Perceived Creativity

Empirical studies on the relationship between affect and creativity often produce conflicting results. This inconsistency has led us to believe that the relationship between affect and creativity may be better understood by looking at potential moderators. Our study looked specifically at trait affect and self‐perceived creativity. Using the Affect Infusion Model (AIM) theory with problem clarity as the potential moderator, we hypothesized that when individuals are faced with problems that lack clarity, trait affect has greater sway over their self‐perceived creativity. Our results provided evidence that problem clarity moderated the relationship between positive trait affect and self‐perceived creativity; the positive relationship between positive trait affect and self‐perceived creativity is stronger when problem clarity is low and weaker when problem clarity is high. No moderating effect was found in the relationship between negative trait affect and self‐perceived creativity.     

资质过剩感与亲组织不道德行为：心理特权与谦卑型领导的作用

运用自我评价理论视角,并采用两阶段追踪调查问卷方法收集数据,探讨了资质过剩感与亲组织不道德行为的关系以及心理特权和谦卑型领导在两者关系中的作用机制。实证分析结果表明：资质过剩感显著正向影响心理特权,心理特权在资质过剩感与亲组织不道德行为之间起到中介作用,谦卑型领导显著负向调节资质过剩感与心理特权的关系。研究对管理实践有一定的启示,丰富了资质过剩感和亲组织不道德行为理论。     

Perceived competence and impression management: Testing the mediating and moderating mechanisms

Using a diverse and unique sample of triads (N = 191 self, peer, and supervisor reports) from a field survey of two service sector organisations, this study examined the effects of perceived competence (self‐reported) and supervisor‐rated performance ratings on peer‐rated impression management. The study also tested the mediating role of performance in competence–impression management relationships and the moderating role of job satisfaction (self‐reported) in performance–impression management relationships using bootstrapping techniques. The study further examined the conditional indirect effects (i.e., moderated mediation) of perceived competence on impression management. The sample consisted of white collar employees from a government organisation and a leading cellular company in a developing country (i.e., Pakistan). Employees with low perceived competence were more likely to use impression management tactics than were those with high perceived competence. Similarly, poor performance ratings produced high impression management. Moreover, performance mediated the relationship between competence and impression management. The findings also suggest that perceived competence has a negative indirect effect on impression management for those with high levels of job satisfaction. Finally, impression management was highest when performance and satisfaction were low.     

工作场所的组织政治会危害员工绩效吗？基于个人-组织契合理论的视角

本研究基于个人-组织契合理论的视角, 通过对286份员工与直接主管的配对数据, 揭示了组织政治知觉对员工绩效(任务绩效和组织公民行为)的影响, 马基雅维利主义人格对这两者之间关系的调节作用, 组织认同在这两者之间的中介作用。层次回归分析结果发现：组织政治知觉对任务绩效、组织公民行为具有显著的消极影响, 马基雅维利主义人格可以显著调节组织政治知觉与任务绩效、组织公民行为两者之间的关系, 而组织认同是组织政治知觉与任务绩效、组织公民行为之间的完全中介变量。调节路径分析结果表明：马基雅维利主义对组织政治知觉与员工绩效之间关系的调节作用也是以组织认同为中介, 具体表现为被中介的调节作用。     

上司地位知觉对下属默契的影响——反馈寻求行为和观点采择的作用

下属默契指的是下属与上司间不经言传而暗相投合的状态,它能潜移默化地提升下属绩效。因此,探讨下属默契的产生原因,对组织有着重要意义。鉴于此,本文以目标动机模型为理论基础,探讨了上司地位知觉对下属默契的影响及其内部机制。通过对186名企业员工的调查分析发现,上司地位知觉对下属默契有显著的正向影响;反馈寻求行为在此过程中起部分中介作用;此外,下属的观点采择能力调节了反馈寻求行为与下属默契间的正向关系。     

Curvilinear relationships between role stress and innovative performance: Moderating effects of perceived support for innovation

Curvilinear relationships between role stress and innovative performance were explored in a study conducted in Taiwan and mainland China. Results showed that when perceived support for innovation was low, role conflict showed a U‐shaped relationship with both self‐rated and supervisor‐rated innovative performance, which contrasts sharply with the well known inverted U‐shaped relationship between challenge stress and performance. Role ambiguity showed a similar but weaker pattern with regard to supervisor‐rated innovative performance. When perceived support for innovation was high, role conflict showed a generally positive relationship with both self‐rated and supervisor‐rated innovative performance, but role ambiguity showed no significant relationship with supervisor‐rated innovative performance. Theoretical and applied implications of these findings are discussed.     

Linking job control to employee creativity: The roles of creative self‐efficacy and regulatory focus

Providing job control to employees has been used to improve employee creativity in many organizations. However, the underlying psychological mechanism between job control and employee creativity has not been sufficiently examined. Whether the mechanism is consistent among different individuals rarely has been studied. Drawing on social cognitive theory and regulatory focus theory, we propose a moderated mediation model to investigate the relationship between job control and employee creativity as well as the mechanism and boundary condition of this relationship. We test our model using survey data from 182 supervisor–subordinate dyads collected from China. The results reveal that job control is positively related to employee creativity via creative self‐efficacy. A promotion focus moderates the indirect effect of job control on employee creativity via creative self‐efficacy such that the positive relationship between job control and creative self‐efficacy is stronger among high promotion focus employees, but a prevention focus does not moderate the relationship. Theoretical and practical implications are discussed in this study.     

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.     

“激将法”会激发还是打击员工?感知能力不被领导信任的“双刃剑”效应

感知能力不被领导信任是信任研究的重要内容。已有研究普遍认为感知不被领导信任会对员工的自我产生不利影响。相反, 传统领导方式“激将法”则认为领导的不信任可以刺激员工展现更好的自我。为了解释上述矛盾, 本研究基于自我评价理论和心理逆反理论, 采用实验研究和多源多时间点问卷调查研究方法, 探讨了感知能力不被领导信任对员工自我的“双刃剑”效应及边界条件。研究结果表明, 当员工感知领导能力较强时, 感知能力不被领导信任会通过降低员工的工作效能感削弱员工的工作努力和绩效表现; 当员工感知领导能力较弱时, 感知能力不被领导信任会通过增强员工证明自我能力动机提升员工的工作努力和绩效表现。     

The Mediation Effect of Ethical Leadership and Creative Performance: A Social Information Processing Perspective

Drawing upon social information processing theory, the study examined how ethical leadership shapes creative performance. Specifically, we tested a theoretical model integrating the sequential roles of psychological safety and creative self‐efficacy. A two‐waved sample of 512 supervisor‐subordinate dyads from frontline employees of three service industries located in Ghana was administered. The results of the hierarchical linear modeling analysis revealed that there is a positive relationship between ethical leadership and creative performance and that psychological safety positively and significantly mediates the relationship between ethical leadership and creative performance. Similarly, creative self‐efficacy significantly and positively mediates the relationship between ethical leadership and creative performance. Moreover, both psychological safety and creative self‐efficacy sequentially mediate the relationship between ethical leadership and creative performance. We discuss the implications of these results for research and practice.     

Engagement envers le supérieur et recherche de feedback négatif : le rôle des variables de statut du supérieur

The relationship between employees’ affective commitment to the supervisor and negative feedback seeking is barely explored in the literature. Moreover, the role of the characteristics related to the context where this relationship develops is unknown. In the present article, we examine the relationship between affective commitment to the supervisor and negative feedback seeking using data collected from 250 employees affiliated with organizations operating in the service industry. Three moderating variables were measured: supervisor-organization value incongruence, supervisors’ networking ability, and supervisors’ perceived organizational status. Data analysis through moderated multiple regression indicates that commitment to the supervisor is positively related to negative feedback seeking, and that this relationship is enhanced when the supervisor is perceived to have a low value incongruence with the organization or a weak networking ability. In contrast, supervisors’ perceived organizational status did not exert a moderating role. We discuss the implications of these findings for research on feedback seeking behavior in the workplace.     

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.     

Self‐Supervisor Agreement: The Influence of Feedback Seeking on the Relationship Between Self and Supervisor Ratings of Performance1

Self‐assessment research has continued to search for those factors that increase self‐other rating agreement. The current field study investigated the feedback‐seeking strategies (i. e., monitoring and inquiry) used by 125 employees to obtain performance information, as well as the relationship between feedback‐seeking strategy use and self‐supervisor performance‐rating agreement. Results indicate that the frequency of monitoring reported by employees significantly moderated the relationship between self and supervisor ratings of performance. Individuals who reported higher levels of feedback seeking through monitoring were more likely to have self‐assessments that were congruent with their supervisors' ratings of performance.     

Open Workplace Climate and LGB Employees' Psychological Experiences: The Roles of Self‐Concealment and Self‐Acceptance

This study explores how an environmental factor (i.e., a perceived open climate) shapes lesbian, gay, and bisexual (LGB) employees' job satisfaction and job anxiety through the mediating role of self‐concealment. It also investigates the moderating role of self‐acceptance. Results from 315 LGB employees supported the conclusion that a perceived open climate for minority sexuality increased job satisfaction and decreased job anxiety. The open climate–job anxiety relationship was mediated by self‐concealment, and both stages of this mediation process were moderated by self‐acceptance. These findings offer useful insights for counselors and managers to help LGB individuals improve their workplace psychological experiences.     

创新期望差距与团队突破性创新：自我调节理论视角

本研究以自我调节理论为基础, 探讨团队领导的创新期望差距推进团队突破性创新的过程。根据实验结果以及一项多时点、多来源的问卷调查发现: 创新期望差距对领导创新投入产生U型影响; 领导创新投入中介创新期望差距与团队突破性创新之间的U型关系; 知觉资质过剩和组织晋升标准共同调节创新期望差距通过领导创新投入对团队突破性创新的影响, 具体地, 当领导知觉资质过剩高且组织实行相对晋升标准时, 创新期望差距通过领导创新投入对团队突破性创新施加更强影响。     

Retaliating against Customer Interpersonal Injustice in a Singaporean Context: Moderating Roles of Self‐Efficacy and Social Support

Few studies have examined the relationship between customer injustice and employees' retaliatory counterproductive behaviors toward customers, and those that have done so have been conducted in a Western setting. We extend these studies by examining the relationship in a Singaporean context where retaliatory behaviors by employees might be culturally constrained. While the previously established positive relationship between customer injustice and counterproductive behaviors was not replicated using peer‐reported data from employees across two hotels in Singapore, we found that individuals' self‐efficacy and perceived social support moderated it. Specifically, the injustice‐to‐counterproductive behaviors relationship was positive for individuals with high self‐efficacy, and for those who perceived high levels of supervisor social support. The findings offer insights into when Singaporean employees and, potentially, employees from other Confucian Asian societies will retaliate against customer injustice, and provide practical implications of how managers can help employees cope with customer injustice.     

Is subordinate's loyalty a precondition of supervisor's benevolent leadership? The moderating effects of supervisor's altruistic personality and perceived organizational support

Based on Cheng's differential leadership theory, we investigated the relationship between a subordinate's loyalty to a supervisor (SLS) and the supervisor's benevolent leadership in Chinese organizations. We also explored two moderators of this relationship, the supervisor's altruistic personality and perceived organizational support (POS). Using survey research, we collected data from supervisor‐subordinate dyads in Taiwan and made 167 valid observations. The results showed that SLS positively relates to the supervisor's benevolent behaviours; however, this relationship is diminished by the supervisor's altruistic personality and POS. That is, when the supervisor has a high level of altruistic personality or POS, the association of SLS with the supervisor's benevolent leadership is weaker.     

The Relationship Between Counseling Trainee Perfectionism and the Working Alliance With Supervisor and Client

The relationships between perfectionism, counseling self‐efficacy, and the supervisory and client working alliance were investigated among 143 counseling trainees and 46 supervisor–trainee dyads. Maladaptive perfectionism was negatively correlated with the supervisory alliance and working alliance. Counseling self‐efficacy moderated the relationship between adaptive perfectionism and the supervisory alliance (perspective of the counseling trainee) and maladaptive perfectionism and the supervisory alliance (perspective of the supervisor). The authors conclude that supervisors should consider perfectionism and counseling self‐efficacy as important factors in supervision.