Giving and Making Sense About Change: The Back and Forth Between Leaders and Employees

Purpose

Leader sensegiving—the attempt to affect employees’ sensemaking—is a crucial leadership activity during organizational change. Yet, it is unclear how employee sensemaking and leader sensegiving vary across different change phases: Although addressing employee needs is key for successful sensegiving, current literature remains vague about how leaders account for different employee needs over the course of a change process.

Design/Methodology/Approach

Data were obtained from an interview study with organizational members who underwent episodic change. To integrate both perspectives, interviews were conducted with leaders (n = 26) and employees (n = 29). Data were analyzed using template analysis.

Findings

Our analysis revealed and confirmed different sensemaking needs and respective sensegiving foci in each change phase. During exploration, leaders respond to employees’ need for reassurance with receptive sensegiving. During preparation, leaders show participative sensegiving to answer employees’ need for orientation. During implementation, leaders’ compensating sensegiving responds to employees’ need for balance. During evaluation, leaders’ evaluative sensegiving accounts for employees’ need for acknowledgment. Each sensegiving mode is associated with a specific set of discursive and symbolic strategies in each phase.

Implications

This study provides a systematic framework on how leaders can respond successfully to employee sensemaking needs in each change phase using different discursive and symbolic sensegiving strategies.

Originality/Value

The study enhances our understanding of development in sensemaking and sensegiving by outlining the specific interlocking between both processes within the different change phases. Furthermore, it outlines how the relevant sensegiving modes can be obtained through particular symbolic and discursive strategies.

     

Too Close for Comfort? Investigating the Nature and Functioning of Work and Non-work Role Segmentation Preferences

Purpose

We examine the bi-directional nature of role segmentation preferences—preferences to protect the home domain from work intrusions, and to protect the work domain from home intrusions—and hypothesize that the dimensions independently prompt individuals to manage their boundaries in ways that complement their preferences.

Design and Methodological Approach

In a series of three studies, we investigate whether segmentation preferences vary on two dimensions, how they reflect enactive and proactive boundary management, and their association with domain-specific satisfaction and performance.

Findings

In Study 1 (field design, n = 314), we confirmed that segmentation preferences comprise two distinct dimensions, and individuals experience fewer intrusions into the domain they desired to protect. In Study 2 (experimental design, n = 1253), we found that participants who prefer to protect their home domain are less inclined to accept jobs in scenarios where their significant other is employed in the same organization, and participants who prefer to protect their work domain are less inclined to initiate a romantic relationship in scenarios that involve a coworker. In Study 3 (field design, n = 65), we found that individuals who prefer to protect their work or home domain report greater satisfaction with the preferred domain, and whereas the preference to protect the work domain is not associated with higher supervisor ratings of job performance, preference to protect the home domain is associated with higher significant-other ratings of non-work performance.

Implications

Understanding employees’ proclivities to blur boundaries can inform recruitment and selection of employees to anticipate organizational fit, diagnose sources of misfit, structure individualized policies to ameliorate employee strain, and decrease turnover costs.

Originality/Value

This synthesis provides a unique investigation of segmentation preference dimensions’ differential functioning and reinforces the validity of the role segmentation preferences concept.

     

Fostering Change-Oriented Behaviors: A Broaden-and-Build Model

Purpose

The purpose of this study was to develop and test a broaden-and-build model relating LMX to employees’ change-oriented behaviors (creative performance and taking charge) through the mediators of positive affect and psychological capital.

Design/Methodology/Approach

Time-lagged, two-source data were collected from 248 participants and 40 direct leaders, which composed a heterogeneous sample of professional jobs from a three-wave data collection strategy. Mplus was employed to test the proposed hypotheses.

Findings

We found that LMX predicts employees’ change-oriented behaviors through two sequential paths: (a) the positive affect mediates the relationship between LMX and employee psychological capital, and (b) psychological capital mediates the relationship between positive affect and employees’ creative performance and taking charge. Our results provide a logical explanation of the ‘broadening’ and ‘building’ mechanisms through which LMX enhances employees’ change-oriented behaviors.

Implications

This study specifically suggests affective and psychological mechanisms by promoting the broadening and building phases that facilitate the transformation of individual perceptions of LMX, positive affect, and psychological capital in explaining employees’ creative performance and taking charge.

Originality/Value

This study develops a broaden-and-build model of change-oriented behaviors and contributes to research on proactive behaviors in the context of leader-member relationships.

     

The Relationship Between Employees’ Objective Internal and External Pay Standing and Their Job Performance: A Within-Person Analysis

Purpose

Researchers have paid little attention to the relationship between employees’ objective internal and external pay standing and their job performance. Moreover, few studies have considered that employees’ objective pay standing is dynamic; that is, it changes over time. In this study, we analyze the relationship between changes in employees’ objective internal and external pay standing and their job performance.

Design/Methodology/Approach

We test the hypotheses using data for players in the National Basketball Association over a period of 12 seasons (n = 4830).

Findings

Decreases in employees’ objective internal and external pay standing are negatively related to their task performance. Furthermore, decreases in employees’ objective internal pay standing, but not in their external pay standing, are negatively related to their contextual performance.

Implications

Analyzing the relationship between changes in employees’ objective internal and external pay standing and their job performance adds to our understanding of the individual-level consequences of pay dispersion.

Originality/Value

This is one of the first studies to analyze the relationship between employees’ objective internal and external pay standing and their job performance. Moreover, this is one of the first studies that considers that employees’ objective internal and external pay standing changes, for example, because the external and internal labor markets change. The study contributes to research on employee compensation and salary, and to research on pay disparities.

     

It’s About Time: The Role of Locomotion in Withdrawal Behavior

Introduction

Locomotion is defined as a self-regulatory orientation that involves committing personal resources to initiate and maintain goal-directed activities Kruglanski et al. (J Personal Social Psychol 79: 793, 2000). This article examines the relation between locomotion and withdrawal behaviors in organizational setting.

Materials and Methods

In the first study, police officers’ (N = 203) locomotion was negatively related to self-report measures of absenteeism and lateness. In the second study, bank employees’ (N = 297) locomotion was negatively related to withdrawal behaviors as evinced by organizational records including hours of absenteeism, lateness, and early departures. In the third study, a two-wave research design replicated the results of Study 2 by demonstrating that telecommunication employees’ (N = 69) locomotion measured at Time 1 was negatively related to their respective withdrawal behaviors 3 months later at Time 2.

Conclusion

Overall, these three studies support the notion that locomotion impacts a plurality of withdrawal behaviors in different organizational settings. Consequently, locomotion can be a pertinent and valuable psychometric tool for managers and human resources interested in improving organizational effectiveness.

     

Antecedents and Outcomes of Informal Learning Behaviors: a Meta-Analysis

Purpose

Over the past two decades, research has shown a growing consensus that 70% to 90% of organizational learning occurs not through formal training but informally, on-the-job, and in an ongoing manner. Despite this emerging consensus, primary data on the nature and correlates of informal learning remains sparse. The purpose of this study was to provide an integrative definition of informal learning behaviors (ILBs) and to synthesize existing primary data through meta-analysis to explore ILB correlates.

Design/Methodology/Approach

Given that there has been little systematic treatment of ILBs, we defined their construct domain and tested relationships suggested by our research questions with antecedents (personal factors, situational factors) and outcomes (attitudes, knowledge/skill acquisition, performance) using random effects meta-analyses (k = 49, N = 55,514).

Findings

Our results showed both personal and situational antecedent factors to be predictive of ILBs, as well as ILB–outcome relationships.

Implications

Findings indicate that engagement in ILBs for working adults is linked to valued criteria such as attitudes (ρ = .29), knowledge/skill acquisition (ρ = .41), and performance (ρ = .42). We provide suggestions for future research and actionable advice for organizations to support the development of ILBs.

Originality/Value

Although hundreds of studies and over a dozen meta-analyses have explored the nature and effectiveness of formal learning in the workplace, our work is the first attempt to conceptualize a unified definition of ILBs and to aggregate primary data on ILB correlates using meta-analysis.

     

Distinguishing CEOs from Top Level Management: A Profile Analysis of Individual Differences,Career Paths and Demographics

Purpose

Identifying the characteristics of chief executive officers (CEOs) has been a longstanding goal in leadership and individual differences research. The purpose of this exploratory study was to consider which individual difference and career path variables differentiate CEOs from other senior managers.

Design/Methodology/Approach

Participants (N = 1152) were UK-based senior managers (n = 1040) and CEOs (n = 112) who completed a self-report measure of the Five Factor Model of personality (NEO-PI-R), a measure of cognitive ability (graduate and management aptitude test), and answered a number of additional questions on their career paths as part of development centres. Analyses comprised inter-individual mean difference tests, intra-individual external profile analysis and logistic regression.

Findings

Results indicated that personality facets of impulsiveness, vulnerability, activity and dutifulness showed the largest mean differences. No significant effects were found for the criterion profile pattern, but significant effects were found for profile level. Of the additional predictors, career path variables were the strongest predictors of CEO status.

Implications

The combination of significant effects across domains of individual differences and career path variables emphasizes the importance of a multivariate approach in the study of leadership, top management teams and career progression.

Originality/Value

The current study combines personality, cognitive ability, demographic and career path variables, and applies intra-individual methodologies to explore the characteristics of the very top level of organisational hierarchy.

     

The Heritability of Job Satisfaction Reconsidered: Only Unique Environmental Influences Beyond Personality

Purpose

The purpose of this study was to investigate the degree to which genetic and environmental influences explain differences in job satisfaction and its relationship to personality in order to explain the heritability of job satisfaction.

Design

Behavior genetic analyses are based on a dataset containing 622 individuals, including 185 MZ (M = 39.5 years) and 126 DZ twin pairs (M = 40.1 years).

Findings

The results showed that all genetic influences (28 %) on job satisfaction could be explained by its relation to personality, especially Neuroticism, Extraversion, and Conscientiousness, representing a high genetic overlap between job satisfaction and personality. Non-shared environmental influences explained the remaining three fourths of the variance.

Implications

By showing that genetic influences of job satisfaction overlap completely with personality, including common non-additive genetic influences, the results support an interactionist view of job satisfaction in that both situational and dispositional determinants of job satisfaction are relevant.

Originality

In contrast to previous studies, we used a more appropriate behavior genetic approach meaning that our approach allows to directly estimate parameters of specific and common (additive and non-additive) genetic and environmental influences. Building on this, interpretations of behavior genetic findings were explained in detail to avoid common misunderstandings.

     

Faking Fast and Slow: Within-Person Response Time Latencies for Measuring Faking in Personnel Testing

Purpose

Item response time (RT) latencies offer a potentially promising approach for measuring faking in personnel testing, but have been studied almost exclusively as either long or short RTs relative to group norms. As such, the ability to reliably assess faking RTs at the individual level remains a challenge. To address this issue, the present study set out to examine the usefulness of a within-person difference score index (DSI) method for measuring faking, in which “control question” (baseline) RTs were compared to “target question” RTs, within single test administrations.

Design/Methodology/Approach

Two hundred six participants were randomly selected to simulated faking or honest testing conditions, and were administered two types of integrity test items (overt and personality), whereby group classification (faking/honest) served as the main dependent variable.

Findings

Faking condition RTs were longer than honest condition RTs for both item types (overt: d = .43; personality: d = .47), and overt item RTs were slightly shorter than personality item RTs in both testing conditions (honest: d = .34; faking: d = .41). Finally, using a sample cut score, the DSI correctly classified an average of 26 % more cases of faking, and 53 % less false positives, compared to the traditional normative method.

Implications

The results suggest that the DSI can be an advantageous method for identifying faking in personnel testing scenarios.

Originality/Value

This is the one of the first studies to propose a practical method for identifying individual-level faking RTs within single test administrations.

     

The Technology Effect: How Perceptions of Technology Drive Excessive Optimism

Purpose

We propose that constant exposure to advances in technology has resulted in an implicit association between technology and success that has conditioned decision makers to be overly optimistic about the potential for technology to drive successful outcomes. Three studies examine this phenomenon and explore the boundaries of this “technology effect.”

Design/Methodology/Approach

In Study 1, participants (N = 147) made simulated investment decisions where the information about technology was systematically varied. In Study 2 (N = 143), participants made decisions in a resource dilemma where technology was implicated in determining the amount of a resource available for harvest. Study 3 (N = 53 and N = 60) used two implicit association tests to examine the assumption that people associate technology with success.

Findings

Results supported our assumption about an implicit association between technology and success, as well as a “technology effect” bias in decision making. Signals of high performance trigger the effect, and the effect is more likely when the technology invoked is unfamiliar.

Implications

Excessive optimism that technology will result in success can have negative consequences. Individual investment decisions, organizational decisions to invest in R&D, and societal decisions to explore energy and climate change solutions might all be impacted by biased beliefs about the promise of technology.

Originality/Value

We are the first to systematically examine the optimistic bias in the technology effect, its scope, and boundaries. This research raises decision makers’ awareness and initiates research examining how the abstract notion of technology can influence perceptions of technological advances.

     

Trait Resilience Fosters Adaptive Coping When Control Opportunities are High: Implications for the Motivating Potential of Active Work

Purpose

We examine the interaction between trait resilience and control in predicting coping and performance. Drawing on a person–environment fit perspective, we hypothesized resilient individuals would cope and perform better in demanding work situations when control was high. In contrast, those low in resilience would cope and perform better when control was low. Recognizing the relationship between trait resilience and performance also could be indirect, adaptive coping was examined as a mediating mechanism through which high control enables resilient individuals to demonstrate better performance.

Methodology

In Study 1 (N = 78) and Study 2 (N = 94), participants completed a demanding inbox task in which trait resilience was measured and high and low control was manipulated. Study 3 involved surveying 368 employees on their trait resilience, control, and demand at work (at Time 1), and coping and performance 1 month later at Time 2.

Findings

For more resilient individuals, high control facilitated problem-focused coping (Study 1, 2, and 3), which was indirectly associated with higher subjective performance (Study 1), mastery (Study 2), adaptive, and proficient performance (Study 3). For more resilient individuals, high control also facilitated positive reappraisal (Study 2 and 3), which was indirectly associated with higher adaptive and proficient performance (Study 3).

Implications

Individuals higher in resilience benefit from high control because it enables adaptive coping.

Originality/value

This research makes two contributions: (1) an experimental investigation into the interaction of trait resilience and control, and (2) investigation of coping as the mechanism explaining better performance.

     

Differential Effects of Task Performance,Organizational Citizenship Behavior,and Job Complexity on Voluntary Turnover

Purpose

The purpose of this study was to investigate the performance–turnover relationship by considering the effects of task performance and OCBs simultaneously while also examining the moderating effect job complexity has on the relationship between voluntary turnover and each type of performance.

Design/Methodology/Approach

Data were obtained as part of a larger study to validate an employment test, in which actual turnover data and supervisory ratings of job performance were collected for employees in two hospitals (n = 782).

Findings

Task performance exhibited a curvilinear relationship with turnover, while OCB exhibited a negative linear relationship with turnover. Job complexity moderated both of these relationships. For task performance, turnover in high-complexity jobs was greater for low performers but lower for high performers relative to that of employees in low-complexity jobs. For OCB, the negative relationship with turnover was more pronounced in high-complexity jobs.

Implications

Both low- and high-task performers are more likely to turnover, while employees exhibiting high OCBs are less likely to turnover. These results imply that retention strategies are critical for top performers, but especially in high-complexity jobs. Organizations may be able to discourage voluntary turnover by creating conditions that stimulate OCB, particularly in highly complex jobs.

Originality/Value

Most prior performance–turnover relationship research used unidimensional measures of performance, whereas this study included two dimensions of performance and examined this relationship while controlling for one-performance dimension when predicting the other. Furthermore, this study is one of the first studies to suggest that job complexity moderates the performance–turnover relationship.

     

Idiosyncratic Deals and High Performers’ Organizational Commitment

Purpose

We argue that idiosyncratic deals (or i-deals), as objective conditions in employment arrangements that employees negotiate with their employer to meet particular individual needs, attenuate the indirect negative effect of a psychological contract breach on affective commitment via trust.

Design/methodology/approach

The study was conducted via a questionnaire sent to high performers working at the director level of a large Canadian company. These employees were in a privileged position to bargain i-deals for themselves (n = 136).

Findings

We used models of mediated moderation to test the research hypotheses. Findings indicate that trust fully mediates the relationship between psychological contract breach and affective commitment of high performers. This relationship is moderated by i-deals, such that the relationship is weaker when i-deals are high.

Implications

This study provides a deeper understanding of the theoretical mechanisms explaining how i-deals compensate for breaches in the employment relationship. We show that i-deals do not prevent the loss of trust following a breach, but compensate for it in maintaining the bond between high performers and their organization.

Originality/value

This study explores the role of i-deals for a population traditionally well treated by organizations because of their status of stars: high-performing directors. In contrast with previous research that conceptualizes i-deals as building trust, this study shows that i-deals may act as substitutes for trust, in maintaining a bond with the organization in a context of trust loss.

     

From Motivation to Activation: Why Engaged Workers are Better Performers

Purpose

The purpose of this study was to investigate the relationship between work engagement and multiple dimensions of employee performance, as mediated by open-mindedness.

Design/Methodology/Approach

Survey data were obtained from 186 employees of a food processing plant and the findings were cross-validated in an independent convenience sample (N = 308).

Findings

SEM analyses revealed that the more engaged the employees were, the more they displayed extra-role and in-role performance. As expected, these associations were partially mediated by open-mindedness. Results were ambiguous for counterproductive performance showing a direct negative relation between engagement and counter productivity, and an indirect, positive relation through open-mindedness.

Implications

With its systematic look at the relation between engagement and multiple indicators of performance, the current study shows why it is important for both employers and employees to invest in engaged employees: there is a relationship with better performance which can partly be explained by the fact that engagement is associated with open-mindedness. This may help to inform organizations under what circumstances engagement leads to positive or negative forms of performance. Vice versa, a decrease in the multiple indicators of performance may signal organizations to look after their employees' mental health, i.e., engagement.

Originality/Value

This is one of the first studies to include multiple dimensions of employee performance in relation to work engagement. Moreover, it is one of the first studies that focus on the underlying psychological process that might explain for this relationship.

     

Complementary Variable- and Person-Centered Approaches to the Dimensionality of Psychometric Constructs: Application to Psychological Wellbeing at Work

Purpose

This study illustrates complementary variable- and person-centered approaches allowing for a more complete investigation of the dimensionality of psychometric constructs. Psychometric measures often assess conceptually related facets of global overarching constructs based on the implicit or explicit assumption that these overarching constructs exist as global entities including conceptually related specificities mapped by the facets. Proper variable- and person-centered methodologies are required to adequately reflect the dimensionality of these constructs.

Design/Methodology/Approach

We illustrate these approaches using employees’ (N = 1077) ratings of their psychological wellbeing at work.

Findings

The results supported the added value of the variable-centered approach proposed here, showing that employees’ ratings of their own wellbeing simultaneously reflect a global overarching wellbeing construct, together with a variety of specific wellbeing dimensions. Similarly, the results show that anchoring person-centered analyses into these variable-centered results helps to achieve a more precise depiction of employees’ wellbeing profiles.

Implications

The variable-centered bifactor exploratory structural equation modeling (ESEM) framework provides a way to fully explore these sources of psychometric multidimensionality. Similarly, whenever constructs are characterized by the co-existence of overarching constructs with specific dimensions, it becomes important to properly disaggregate these two components in person-centered analyses. In this context, person-centered analyses need to be clearly anchored in the results of preliminary variable-centered analyses.

Originality/Value

Substantively, this study proposes an improved representation of employees’ wellbeing at work. Methodologically, this study aims to pedagogically illustrate the application of recent methodological innovations to organizational researchers.

     

Organizational Conspiracy Beliefs: Implications for Leadership Styles and Employee Outcomes

Purpose

Belief in conspiracy theories about societal events is widespread among citizens. The extent to which conspiracy beliefs about managers and supervisors matter in the micro-level setting of organizations has not yet been examined, however. We investigated if leadership styles predict conspiracy beliefs among employees in the context of organizations. Furthermore, we examined if such organizational conspiracy beliefs have implications for organizational commitment and turnover intentions.

Design/Methodology/Approach

We conducted a survey among a random sample of the US working population (N = 193).

Findings

Despotic, laissez-faire, and participative leadership styles predicted organizational conspiracy beliefs, and the relations of despotic and laissez-faire leadership with conspiracy beliefs were mediated by feelings of job insecurity. Furthermore, organizational conspiracy beliefs predicted, via decreased organizational commitment, increased turnover intentions.

Implications

Organizational conspiracy beliefs matter for how employees perceive their leaders, how they feel about their organization, and whether or not they plan to quit their jobs. A practical implication, therefore, is that it would be a mistake for managers to dismiss organizational conspiracy beliefs as innocent rumors that are harmless to the organization.

Originality/Value

Three novel conclusions emerge from this study. First, organizational conspiracy beliefs occur frequently among employees. Second, participative leadership predicts decreased organizational conspiracy beliefs; despotic and laissez-faire leadership predict increased organizational conspiracy beliefs due to the contribution of these destructive leadership styles to an insecure work environment. Third, organizational conspiracy beliefs harm organizations by influencing employee commitment and, indirectly, turnover intentions.

     

Internet-Based,Unproctored Assessments on Mobile and Non-Mobile Devices: Usage,Measurement Equivalence,and Outcomes

Purpose

The purpose of this study was to determine the usage rates, measurement equivalence, and potential outcome differences between mobile and non-mobile device-based deliveries of an unproctored, non-cognitive assessment.

Design/Methodology/Approach

This study utilized a quasi-experimental design based on archival data obtained from applicants who completed a non-cognitive assessment on a mobile (n = 7,743; e.g., smartphones, tablet computers) or non-mobile (n = 929,341; e.g., desktop computers) device as part of an operational, high-stakes pre-employment selection process.

Findings

One percent of applicants used mobile devices to complete the assessment. Multiple-group confirmatory factor analysis indicated the assessment was equivalent across mobile and non-mobile devices at the configural, metric, scalar, and latent mean levels. A comparison of observed score means using one-way and factorial ANOVAs demonstrated that the use of mobile and non-mobile devices did not produce any practically significant score differences on the assessment across devices or applicant demographic subgroups.

Implications

Industry and technological trends suggest mobile device usage will only increase. Thus, demonstrating that mobile device functionality and hardware characteristics do not change the psychometric functioning or applicant outcomes for a non-cognitive, text-based selection assessment is critical to talent assessment.

Originality/Value

This study provides the first empirical examination of the usage of mobile devices to complete talent assessments and their impact on assessment properties and applicant outcomes, and serves as the foundation for future research and application of this growing technological trend in pre-employment assessment.

     

When Change Causes Stress: Effects of Self-construal and Change Consequences

Purpose

Organizational change can be a major stress factor for employees. We investigate if stress responses can be explained by the extent to which there is a match between employee self-construal (in personal or collective terms) and change consequences (i.e., does the change particularly have consequences for the individual or for the group). We further investigate if the interactive effect of self-construal and change consequences on stress will be mediated by feelings of uncertainty.

Design/Methodology/Approach

Data were obtained in three studies. Study 1, a laboratory study, focused on physiological stress. Study 2, a business scenario, focused on anticipated stress. Study 3, a cross-sectional survey, focused on perceived stress. Studies 2 and 3 also included measures of uncertainty in order to test its mediating qualities.

Findings

Change is more likely to lead to stress when the change has consequences for matters that are central to employees’ sense of self, and particularly so when the personal self is salient. This effect is mediated by feelings of uncertainty.

Implications

Understanding why some people experience stress during change, while others do so to a lesser extent, may be essential for improving change management practices. It may help to prevent change processes being unnecessarily stressful for employees.

Originality/Value

This is one of the first studies to show that different kinds of change may be leading to uncertainty or stress, depending on employees’ level of self-construal. The multi-method approach boosts the confidence in our findings.

     

Training Leader Emotion Regulation and Leadership Effectiveness

Purpose

The purpose of this study was to test whether we could train the regulation of affective displays of leaders in terms of the emotion regulation strategy of deep acting (displaying feelings one also experiences) and display of positive affect. We also tested whether this resulted in improved leadership effectiveness (i.e., a mediation model in which the training results in greater leadership effectiveness through improved emotion regulation).

Design/Methodology/Approach

Data were obtained from a field experiment. We randomly assigned N = 31 leaders (rated by N = 60 subordinates) to a control group without training or an experimental group with emotion regulation training. Before and 2 weeks after the intervention, deep acting (leader-rated) and positive affective displays and leadership effectiveness (subordinate-rated) were assessed.

Findings

The training had positive effects on deep acting, positive affective displays, and leadership effectiveness. Deep acting and positive affect mediated the relationship between the intervention and leadership effectiveness.

Implications

We discuss how this helps build the case both for an emotional labor approach to leadership and for the leadership development potential of such an emotional labor approach.

Originality/Value

The findings of this study represent the first causal evidence that leader emotion regulation can be trained, improved emotion regulation results in greater leadership effectiveness and is one of the first empirical studies that integrates emotional labor theory to leadership effectiveness. It is therefore important from a theory development perspective.

     

The Knowledge,Skills, Abilities,and Other Characteristics Required for Face-to-Face Versus Computer-Mediated Communication: Similar or Distinct Constructs?

Purpose

This study investigated the convergence of knowledge, skills, abilities, and other characteristics (KSAOs) required for either face-to-face (FtF) or text-based computer-mediated (CM) communication, the latter being frequently mentioned as core twenty-first century competencies.

Design/Methodology/Approach

In a pilot study (n = 150, paired self- and peer reports), data were analyzed to develop a measurement model for the constructs of interest. In the main study, FtF and CM communication KSAOs were assessed via an online panel (n = 450, paired self- and peer reports). Correlated-trait-correlated-method minus one models were used to examine the convergence of FtF and CM communication KSAOs at the latent variable level. Finally, we applied structural equation modeling to examine the influence of communication KSAOs on communication outcomes within (e.g., CM KSAOs on CM outcomes) and across contexts (e.g., CM KSAOs on FtF outcomes).

Findings

Self-reported communication KSAOs showed only low to moderate convergence between FtF and CM contexts. Convergence was somewhat higher in peer reports, but still suggested that the contextualized KSAOs are separable. Communication KSAOs contributed significantly to communication outcomes; context-incongruent KSAOs explained less variance in outcomes than context-congruent KSAOs.

Implications

The results imply that FtF and CM communication KSAOs are distinct, thus speaking to the consideration of CM KSAOs as twenty-first century competencies and not just a derivative of FtF communication competencies.

Originality/Value

This study is the first to examine the convergence of context-specific communication KSAOs within a correlated-trait-correlated-method minus one framework using self- and peer reports.