Commitment through Employee Volunteering: Accounting for the Motives of Inter‐Organisational Volunteers

This study investigated whether participating in inter‐organisational (i.e. self‐directed, non‐strategic) employee volunteering, which is common but rarely studied, is associated with increased organisational commitment. We find evidence for this relation in a sample (N = 385) of employee volunteers and their non‐volunteering co‐workers. We statistically account for self‐selection into the volunteering program by incorporating individual motives for volunteering. Volunteers compared to non‐volunteers exhibited relatively stronger motives of expressing altruistic values and avoiding negative affect, but a weaker motive of attaining career advancement. Our findings point to an efficient way of increasing organisational commitment that is relatively inexpensive to implement. They also complement existing research from other employee volunteering contexts, pointing to a possible trade‐off between the desired outcomes of effectively managing volunteering programs.     

Integrating Social Comparisons into Perceived Organisational Support (POS): The Construct of Relative Perceived Organisational Support (RPOS) and its Relationship with POS,Identification and Employee Outcomes

Incorporating the perspective of social comparison processes into the study of organisational support, we propose a new construct, namely, Relative Perceived Organisational Support (RPOS). This construct captures an employee’s global perceptions that the organisation supports him/her more than others. Further, we examine whether RPOS is an antecedent of POS, as well as the role of organisational identification in the RPOS-POS relationship. Moreover, we examine the effects of RPOS on employee outcomes (intent to quit and willingness to support the organisation), investigating whether POS explains such effects. Our study incorporates three field studies; the first validated the measurement instrument (RPOS) and the other two tested our hypotheses. Our results indicated that RPOS is an antecedent of POS. Organisational identification plays an important role in such a relationship, mediating the effects of RPOS on POS and interacting with RPOS regarding the prediction of POS. Last, RPOS was found to be negatively related to intent to quit and positively related to willingness to support the organisation. According to our findings, POS fully mediated such effects.     

Perceived ethical leadership: Its moderating influence on employees’ organisational commitment and organisational citizenship behaviours

This study investigated the extent to which employees’ perception of ethical leadership moderated their organisational commitment and organisational citizenship behaviour. A non-probability purposive sample (N = 839; females = 32%) of employees in a railway organisation in the Democratic Republic of Congo (DRC) participated in the study. They completed the following measures: the Organisational Commitment Scale (OCS), the Organisational Citizenship Behaviour Questionnaire (OCBQ) and the Ethical Leadership Scale (ELS). Stepwise hierarchical regression analysis was utilised to determine the influence of employees’ perceptions of the relationships between their self-reported organisational commitment and organisational citizenship behaviour. The results indicated employee perceptions of the integrity, fairness and honesty aspects of ethical leadership to explain their affective, continuance and normative aspects of organisational commitment and organisational citizenship behaviour. The results also showed that employee perceptions of high ethical leadership influenced their willingness to engage in positive organisational commitment such as psychological attachment, work continuance, normative commitment and also their organisational citizen behaviours such as altruism, conscientiousness, courtesy and civic virtue. By implication, leaders with high ethical conduct have the potential to positively stimulate the commitment of employees towards supporting the organisational values and mission.     

Pro‐self,prosocial, and pro‐organizational foci of proactive behaviour: Differential antecedents and consequences

The paper aims to further knowledge of proactive employee behaviour by exploring whether pro‐organizational, prosocial, and pro‐self focused proactive behaviour can be measured in an empirically distinct manner, and whether these types of proactive behaviour show differential relationships with other variables. Results of two multi‐source studies using self‐rated and peer‐rated measures empirically support the distinctiveness of the different foci of proactive behaviour. Study 1 (N = 117 dyads) shows that the different foci of proactive behaviour are differentially related to different foci of affective commitment. Study 2 (N = 126 dyads) builds on these findings and shows that different foci of proactive behaviour have differential relationships with transformational leadership, goal orientations, and individual task performance.     

Follower moral reasoning influences perceptions of transformational leadership behavior

Transformational leadership reflects charismatic, but ethical, influence on followers. However, leadership ultimately occurs through the perceptual and attribution processes within followers. Accordingly, the perception and evaluation of transformational leadership is likely to be influenced by followers' moral reasoning, which is the ability that allows individuals to identify and interpret ethically‐salient issues in social environments. As predicted by social‐cognitive principles of self‐schemas, observers' moral reasoning positively related to the perception and positive evaluation of transformational leadership behavior, but not to positive affective reactions towards that behavior. These same relationships did not occur for the perception and evaluation of transactional leadership behavior. Implications for whistle‐blowing behavior, organizational ethics, and the measurement of transformational leadership are discussed.     

Can a Supportive Workplace Impact Employee Resilience in a High Pressure Performance Environment? An Investigation of the Chinese Banking Industry

Resilience is one of the positive emotions that will enhance employees’ ability to cope in adverse conditions, such as work intensification, organisational change, and work stress. Despite growing research interest in the employee resilience area, there is limited knowledge of the process through which critical social support at workplaces, such as supportive leadership and co-worker support, affects employees’ ability to cope in challenging situations. This study, underpinned by the theory of conservation of resources and social cognitive theory, examines the role of supportive leadership and co-worker support in employee resilience, and how this may be moderated by work pressures in the context of the Chinese banking industry. Using a sample of 2,025 Chinese banking workers, we tested four hypotheses. Our findings demonstrate that supportive leadership and co-worker support are positively associated with employee resilience. High work pressure moderates the relationship between both supportive leadership and co-worker support and employee resilience, such that the relationship between these conditions is stronger when perceived performance pressure is high. Our study raises important implications for both the theoretical development of employee resilience and for management practices with respect to fostering employee resilience in organisations.     

Ambidextrous Leadership and Employees' Self‐Reported Innovative Performance: The Role of Exploration and Exploitation Behaviors

The ambidexterity theory of leadership for innovation proposes that leaders' opening and closing behaviors positively predict employees' exploration and exploitation behaviors, respectively. The interaction of exploration and exploitation behaviors, in turn, is assumed to influence employee innovative performance, such that innovative performance is highest when both exploration and exploitation behaviors are high. The goal of this study was to provide the first empirical test of these hypotheses at the individual employee level. Results based on self‐report data provided by 388 employees were consistent with ambidexterity theory, even after controlling for employee reports of their leaders' transformational and transactional leadership behaviors as well as employees' openness to experience, conscientiousness, and positive affect. The findings extend previous research on ambidexterity at the team and organizational levels and suggest a possible way for leaders to enhance employee self‐reported innovative performance.     

Identity coactivation: Person and situation influences and the mediating role of experienced conflict

This study tests a model of identity coactivation by empirically exploring coactivation experiences. Integrating identity research with the cognitive‐affective personality system, our model proposes the importance of self‐concept clarity (an individual difference), along with identification and level of self‐representation (two situational aspects), in understanding cognitive and emotional responses to identity coactivation. A moderated mediation model was tested on a final sample of 132 undergraduate students. Results show that self‐concept clarity and levels of self‐representation are associated with emotional discomfort, mediated by the described conflict between the coactivated identities. Further, the mediational path from levels of self‐representation to discomfort through conflict is moderated by identification with the coactivated identities. Findings suggest discomfort is reduced by both individual and situational variables.     

Understanding transformational leadership–employee performance links: The role of relational identification and self‐efficacy

We examined how employee perceptions of relational identification with the supervisor and self‐efficacy mediate the relationship between transformational leadership and supervisor‐rated performance. Performance is used here to refer to the individual's ability to be creative, innovative, inspiring, and take on challenging tasks to achieve organizational goals for the greater good. Using a sample of 426 employees and their 75 immediate supervisors from a large automobile dealership, hierarchical linear modelling results revealed that relational identification with the supervisor mediated the relationship between transformational leadership and self‐efficacy, which was then positively related to employee performance. Implications for future research, theory, and practice are discussed.     

The Construction of a Transformational Leader: Follower Attachment and Leadership Perceptions

Attachment theory suggests that unmet needs may filter perceptions of reality. Moreover, since the attachment system is always primed in anxious individuals, it tends to bias cognitive processing in a self‐sustaining manner. Here, it is proposed that individuals high in attachment anxiety are predisposed to perceive leaders as capable of meeting their needs. An exploratory laboratory study was conducted to examine the relationship between attachment anxiety and perceptions of transformational leadership. Individuals who scored high in attachment anxiety reported transformational leadership, even though such elements were objectively absent. The implications for follower receptiveness to transformational and charismatic leadership are discussed.     

Cognitive and Affective Regulation: Scale Validation and Nomological Network Analysis

This research examined the nomological network of cognitive and affective regulation with two scales developed to operationalise these constructs within complex performance domains. Data demonstrated that cognitive and affective regulation were differentially related to self‐regulatory, affective, and achievement variables at the inter‐ and intra‐individual levels. Psychometric properties of each scale were supported via confirmatory factor analyses and multilevel modeling. Study 1 established support for internal consistency, unidimensionality, and construct validity; Study 2 cross‐validated the scales in a different performance context; and Study 3 demonstrated utility for capturing intra‐individual changes in self‐regulation and predicting performance. This research highlights the importance of examining cognitive and affective regulation at the intra‐individual level of analysis; and the new measures provide a valid tool for advancing progress in this area.     

Charismatic Leadership and Cooperation in Social Dilemmas: A Matter of Transforming Motives?1

The present experiment examined whether leaders high in charisma are able to motivate decision‐makers to cooperate more in a public goods dilemma. On the basis of charismatic leadership theories, it was expected that a charismatic leader would be able to transform people's motives beyond self‐interest, consequently increasing cooperation. This transformation effect was expected to occur among individuals aimed at maximizing their own self‐interest (i.e., pro‐selfs), but not among those aimed at maximizing joint or collective outcomes (i.e., pro‐socials). Furthermore, leader's charisma was experimentally manipulated by means of describing the leader as either self‐sacrificing or benefiting. The results revealed that self‐sacrificing leaders, contrary to benefiting leaders, were perceived as more charismatic and were able to motivate decision‐makers to cooperate more. The latter effect appeared to be more pronounced among pro‐selfs rather than pro‐socials, as such supporting the transformational idea of charismatic leaders. Further results showed that this behavioral effect was mediated by perceptions of legitimacy. The meaning and conception of charismatic leadership in decision‐making situations are discussed by using insights from the social dilemma and charismatic leadership literature.     

Moral Disengagement Through Displacement of Responsibility: The Role of Leadership Beliefs

The present study examined the relationship between a person's leadership beliefs and the propensity to justify his or her unethical behavior by shifting responsibility to those people in leadership positions who ordered or condoned the behavior. Theoretical support for this relationship comes from the moral disengagement branch of social cognitive theory, which proposes that one cognitive mechanism people employ to justify unethical behavior involves displacing responsibility for their action onto someone else ( Bandura, 1999b ). The study's results revealed that leadership self‐efficacy, affective and noncalculative motivation to lead, and shared orientation toward leadership were related to moral disengagement through the displacement of responsibility.     

Personality and Charismatic Leadership in Context: The Moderating Role of Situational Stress

We adopt an interactionist perspective and extend previous work on personality and charismatic leadership by considering the relationship between them across contexts. Based on Gray's reinforcement sensitivity theory, we expected the relationships between approach‐oriented dispositions and charisma to diminish under conditions of high workload‐induced stress. In a large‐scale lab study with 201 groups (Study 1, N = 721 participants), we manipulated conditions of stress and tested the interaction of stress with leaders’ extraversion and openness to experience in predicting their charismatic behaviors. We then tested, in a field study of 71 executives (Study 2, N = 256 participants), the interaction of employees’ reported stress with leaders’ stimulation values in predicting their charismatic behavior. In support of our hypotheses, the relationships between approach‐oriented dispositions and charisma were significantly weaker when stress was high. We discuss theoretical and practical implications of this finding, in particular given that it is in stressful conditions under which charismatic leadership is said to be most important.     

The Relation of Self‐Control Demands to Job Strain: The Moderating Role of Organisational Commitment

Drawing on recent theoretical developments in cognitive and social psychology, self‐control demands were introduced as a new source of stress at work. Affective organisational commitment was expected to operate as a buffer in the relation between self‐control demands and indicators of job strain. Data provided by 260 nurses in homes for elderly people revealed both significant relationships of self‐control demands and commitment to a broad spectrum of strain indicators that included not only self‐report measures (burnout, psychosomatic complaints, intentions of quitting), but also a measure of absenteeism. Self‐control demands were positively related to all indicators of job strain, whereas the associations were negative for affective commitment. In addition, the results provided clear evidence for the buffer hypothesis of commitment. The positive relations of high self‐control demands to all strain indicators were attenuated as a function of affective commitment. The results suggest that the buffer effect of commitment is mainly due to stress‐contingent appraisal processes rendering highly committed employees less vulnerable to the adverse effects of high stress.     

Charismatic leadership and organizational outcomes: The mediating role of employees' work-group identification

This research examines the degree of employees' identification with the work-group as a function of charismatic leadership (e.g., Conger & Kanungo, 1998 1998) and the mediating role of work-group identification (Van Knippenberg & Van Shie, 2000 2000) in the relationship between charismatic style and different work outcomes. Thus, the general aim was to analyse leadership and work outcomes as they are associated to social identification processes, referring both to recent developments of charismatic leadership models and to the recent developments of the social identity analysis applied to the workplace (see Abrams & Hogg, 2001 2001). Two field surveys were conducted using 200 Italian public and private sector employees (two different working organizations). Two questionnaires were designed in order to collect data. They included different measures of charismatic leadership derived by the literature (e.g., the Conger-Kanungo Charismatic Leadership Questionnaire; Conger & Kanungo, 1994 1994, 1998 1998, for Study 2), a scale to assess the degree of identification with the work-group (Van Knippenberg & Van Shie, 2000 2000), and some scales to measure the different outcomes considered (e.g., Brown and Leigh's effort measure, 1996 1996; Mobley's turnover intention measure, 1977 1977). As predicted, results of Study 1 revealed that charismatic leadership was positively related to work-group identification, and employees' work effort was positively related to work-group identification. Work-group identification also mediates relationship between charismatic leadership and work effort. Results of Study 2 replicated the positive association between charismatic leadership and employees' work-group identification; work-group identification is also associated with their job involvement, job satisfaction, performance, and turnover intention. The same mediating role of work-group identification between charismatic leadership and the criteria mentioned above was found. Underlying mechanisms as well as implications are discussed.     

The Relationship Between Attributional Charismatic Leadership and Organizational Citizenship Behavior

This study examined the relationship between attributional charismatic leadership and subordinate organizational citizenship behavior (OCB). Survey data were collected from 63 supervisor-subordinate dyads employed in the Engineering Division of a manufacturing firm. Hierarchical regression analysis supported the prediction that subordinate attributions of supervisor charismatic leadership would be positively associated with supervisor reports of subordinate OCB. The findings were interpreted in terms of how subordinate personal identification and internalization processes induced by charismatic leadership may activate OCB.     

Positive Leader Behaviors and Workplace Incivility: the Mediating Role of Perceived Norms for Respect

Scholars have called for research on the antecedents of mistreatment in organizations such as workplace incivility, as well as the theoretical mechanisms that explain their linkage. To address this call, the present study draws upon social information processing and social cognitive theories to investigate the relationship between positive leader behaviors—those associated with charismatic leadership and ethical leadership—and workers’ experiences of workplace incivility through their perceptions of norms for respect. Relationships were separately examined in two field studies using multi-source data (employees and coworkers in study 1, employees and supervisors in study 2). Results suggest that charismatic leadership (study 1) and ethical leadership (study 2) are negatively related to employee experiences of workplace incivility through employee perceptions of norms for respect. Norms for respect appear to operate as a mediating mechanism through which positive forms of leadership may negatively relate to workplace incivility. The paper concludes with a discussion of implications for organizations regarding leader behaviors that foster norms for respect and curb uncivil behaviors at work.     

Career-related dispositional factors in relation to retention within the retail sector: An exploratory study

The study aimed to explore the extent to which employees’ organisational commitment and career adaptability predicted employee retention factors in the South African retail sector; taking employee demographics into account. A sample of 224 early to mid-career permanent retail employees participated in the study (single?=?51.3%; female?=?53.1%; mixed-race?=?50.9%). The participants responded to surveys on their organisational commitment, career adaptability, and retention factors. A stepwise regression analysis was computed to predict employee retention factors from their organisational commitment and career adaptability. Results suggested the organisational commitment and career adaptability to explain 16% of the variance in employee retention factors. Of the organisation commitment factors, affective commitment was the most predictive of employee retention; followed by normative commitment. The career adaptability factor of curiosity predicted work-life balance. Talent retention in the retail sector appears to be explained by organisational commitment factors relatively more so than by career adaptability factors.     

Perceived organisational support influences on job satisfaction and organisational commitment among junior academic staff members

This study investigated the relationship between perceived organisational support, employee job satisfaction and organisational commitment among junior academic staff of a South African higher education institution (N =70; female = 41 .4%; masters qualification = 85 .7%). Participants completed a self-administered questionnaire on organisational perceptions, commitment and job satisfaction. Correlations investigated whether there were any relationships between variables. T-tests and Analysis of Variance (ANOVA) were also used to examine whether participants perceived organisational support differently based on their demographics. Results showed a significant and positive relationship among employee perceptions of support from their organisation, their level of job satisfaction and level of organisational commitment. Male academic staff showed higher levels of perceived organisational support, employee job satisfaction and organisational commitment than females. Gendered work participation appears to explain aspects of work participation in the context of the South African higher education sector.