One size doesn’t fit all: the influence of supervisors’ power tactics and subordinates’ need for cognitive closure on burnout and stress

The present research investigated the notion of fit between supervisors’ power tactics and subordinates’ need for cognitive closure (NFCC) on subordinates’ burnout and stress. Subordinates who tend to avoid ambiguity (high NFCC) were expected to experience relatively less burnout (Study 1) and stress (Study 2) if their supervisors utilize harsh (controlling and unequivocal) power tactics and more burnout and stress if their supervisors utilize soft (autonomy-supportive and equivocal) power tactics. In contrast, it was expected that subordinates who avoid firm and binding conclusions (low NFCC) would experience relatively less burnout and stress if their supervisors use soft power tactics and more burnout and stress if they use harsh power tactics. Two studies conducted in diverse organizational settings supported these hypotheses. Collectively, these results support the conclusion that soft (vs. harsh) power tactics are not always associated with better (vs. worse) organizational outcomes. Theoretical and practical implications for organizations are discussed.     

Social power tactics and subordinates’ compliance at work: The role of need for cognitive closure

IntroductionThe present research highlights the importance of subordinates’ motivation for compliance-related phenomena.ObjectivesThe aim of this research was to examine subordinates’ willingness to comply with their supervisors’ harsh and soft power tactics as a function of subordinates’ need for cognitive closure.MethodTwo cross-sectional studies were conducted in five different Italian organizations, namely, a bank, a federation of small businesses, a security company, an oil company, and a hospital.ResultsIt was found that subordinates high (vs. low) on need for closure reported greater willingness to comply with harsh social power tactics, but lower willingness to comply with soft power tactics.ConclusionOur findings nuance prior research by showing that soft (vs. harsh) power tactics are not always the most effective power tactics in organizational setting (e.g., Pierro et al., 2004; Raven et al., 1998).     

Transformational and transactional leaderships,empowerment climate,and innovation performance: A multilevel analysis in the Chinese context

Innovation through creativity is an important factor in the success and competitive advantage of organizations. Theory and research suggest that both leadership and organizational climate have important consequences for individual creativity. However, researchers have rarely considered the interactive effects of leadership and organizational climate. This study taking a “Substitute for Leadership” perspective, develops and tests the idea that empowerment climate affect the relationship between leadership and followers' creative performance. Data were collected from 93 teams, including 465 team members and 93 team supervisors, in a large multinational company based in China. Hierarchical linear modelling was used to examine the hypothesized cross-level model. As expected, transformational leadership and team empowerment climate were positively related to subordinates' creative performance and transactional leadership was negatively related to subordinates' creative performance. In addition, the relationship between leadership and subordinates' creative performance was moderated by team empowerment climate. The study resulted in the implication of several major variables for explaining individual creativity in the Chinese context.     

Joint effects of social networks and information giving on innovative performance after organizational entry

We combine the social network approach and organizational socialization literature in order to examine the influence of social networks and proactive behavior on newcomers' innovative performance. A sample of new employees completed questionnaires on social network and proactive measures, and their supervisors rated their innovative performance. The results suggest that both sparse (low density) social networks and newcomers' information giving were related to innovative performance. The results also indicate that information giving moderated the relation between sparse social networks and innovative performance: when newcomers' information giving was high, the characteristics of their social networks were not related to their innovative performance.     

Law,social science and the “brainwashing” exception to the first amendment

Litigation in the “cult wars” has shifted from “deprograming” cases to civil suits by ex-converts based on “brainwashing” claims, and to criminal defenses claiming incapacity due to cultic brainwashing. Early cases were decided on the basis of first amendment derivations barring judicial inquiries into conversion processes and religious authenticity. In 1988 the California Supreme Court carved out a narrow exception to this doctrine to be applied to circumstances where “coercive persuasion” is combined with concealment of a group's identity. The Court's opinion entailed characterizations of the process and consequences of brainwashing which are problematic from the standpoint of social science. Several key questions must be resolved before brainwashing theories can make a constructive contribution to litigation involving religious groups. These questions relate to broader issues involving the nature, causes and indicators of involuntariness, and the closely related problem of drawing the line or identifying the exact point on a continuum beyond which the means or intensity of indoctrination becomes incapacitating. Although the 1988 California decision did not resolve these issues, they were considered from 1988-91 by several courts making procedural rulings on the admissibility of “expert” testimony on brainwashing/psychologicd coercion. A concluding section relates this legal to the duality of ‘soft’ vs. ‘hard’ determinism in social science.     

Accuracy and differentiation in social prediction: A developmental perspective1

Two studies examined the accuracy and differentiation of 4–5-yearolds‘, 8–9-year-olds’, and undergraduates' predictions of the preferences of peers and nonpeers. In Study 1 each subject was presented with separate arrays of snacks, meals, and activities depicted on cards and were asked to select their own preferences and the preferences of peers and nonpeers (“grown-ups” for the children, and “4- to 5-year-olds” for the undergraduates). In Study 2 each subject selected his or her own preference, the preference of peers, and the preferences of both older nonpeers (“grown-ups”) and younger nonpeers (“2-year-olds”). For all age groups, including 4–5-year-olds: (1) the preference predictions differentiated peers from nonpeers, as well as older nonpeers from younger nonpeers; (2) it was very rare for a subject to select his or her own preferences for the preference predictions of both peers and nonpeers. There were no consistent developmental differences either in the tendency to select one's own preferences when predicting the preferences of others or in the tendency to differentiate predictions for peers and nonpeers. In contrast, there was a clear developmental increase in predictive accuracy, with 4–5-year-olds being relatively inaccurate in predicting the preferences of nonpeers. The inadequacy of constructs such as “assumed similarity” and “egocentrism” as explanations for the general accuracy in predicting peers' preferences and the 4–5-year-olds' inaccuracy in predicting nonpeers' preferences is discussed. Possible alternative variables underlying developmental increases in judgmental accuracy, such as “social reference,”“self reference,” and “social category knowledge,” are then proposed.     

Framing Social Dominance Orientation and Power in Organizational Context

The present research incorporates both intergroup and interpersonal approaches to power to examine influence tactics in organizations. Both approaches suggest that there should be coordination between supervisors and subordinates in the workplace for the smooth functioning of organizations. Study 1 tested how employees' social dominance orientation corresponds to what interpersonal influence tactics employees view as acceptable for supervisors. Study 2 tested how employees' SDO corresponds to interpersonal influence tactics they would use on subordinates. Complementarily, results showed that the higher participants were on SDO, the more they endorsed harsh tactics as legitimate. Implications for integrating power theories are discussed.     

Transformational Leadership and Job Involvement: The Moderation of Emotional Contagion

This study examined the moderating effects of emotional contagion, including leaders' emotional contagion and subordinates' emotional susceptibility, on the relationship between transformational leadership and subordinates' job involvement. By investigating 210 soldiers from eight companies of the Taiwan Army, a three-way interaction effect was found. For leaders with high emotional contagion, the positive relationship between transformational leadership and subordinates' job involvement was stronger for subordinates' with high (versus low) susceptibility. For leaders with low emotional contagion, no such interaction was found. We discuss the implications of these findings for future research in this area.     

Prosocial thinkers and the social transmission of justice

Feeling the sting of another's injustice is a common human experience. We adopt a motivated information processing approach and explore how individual differences in social motives (e.g., high vs. low collectivism) and epistemic motives (e.g., high vs. low need for closure) drive individuals' evaluative and behavioral reactions to the just and unjust treatment of others. In two studies, one in the laboratory (N = 78) and one in the field (N = 163), we find that the justice treatment of others has a more profound influence on the attitudes and behaviors of prosocial thinkers, people who are chronically higher (vs. lower) in collectivism and lower (vs. higher) in the need for closure. In all, our results suggest that chronically higher collectivism and a lower need for closure work in concert to make another's justice relevant to personal judgment and behavior.     

The role of the supervisor in career and organizational commitment

Supervisors are increasingly required to support employees in their learning and career development. This study investigated relationships between supervisor support activities and their subordinates' career and organizational commitment. Findings suggested that employees who saw their supervisors as giving them trust and the authority to do the job were more committed to their organization, as were those who perceived their supervisors to engage in feedback and goal-setting. This suggested the potential organizational benefits of performance feedback from managers and the importance of supervisors developing the confidence and skills to delegate effectively and have trust in their subordinates. No relationships were found between supervisor support and career identity, career resilience or career planning. The relationship between perceptions of overall supervisor support and organizational commitment was moderated by employee gender. The findings suggested a positive linear relationship between support and commitment for women, but the association between support and commitment was less straightforward in the male sample.     

A Test of Subordinates' Achievement and Affiliation Needs as Moderators of Leader Path-Goal Relationships

The path-goal theory of leadership proposes that situational and subordinates' characteristics moderate the effectiveness of various leader behaviors. A great deal of research has been devoted to the examination of situational moderators. This study tested the moderating influences of subordinates' needs for achievement and affiliation on the relationships between instrumental and supportive leadership and subordinates' satisfaction. Using a sample of 298 Army and Navy Reserve Officer Training Corps (ROTC) cadets, need for achievement, but not need for affiliation, was found to moderate the influences of both leader behaviors on subordinate satisfaction. Individuals with high need for achievement were demonstrated to prefer instrumental leadership, whereas individuals' with low need for achievement preferred supportive leader behaviors. Implications of these results, and the need for future research concerning the moderating properties of subordinates' characteristics on path-goal relationships, are discussed.     

The relationship between need for closure and compliance to harsh power tactics in high demanding jobs: A study conducted among firefighters and social workers

The present research aimed at expanding Pierro, Kruglanski, and Raven’s work examining the interweaving between the need for closure (NFC; the desire to form quick and unambiguous knowledge) and the Interpersonal Power Interaction model. In particular, this study explored the idea that the greater compliance to harsh power tactics of subordinates’ employees, that are high on NFC, can increase when their desire to achieve cognitive closure is made more salient by a high (compared to low) level of perceived job demands. A sample of 280 subordinates employees belonging to two different organizational contexts filled in a self-report questionnaire. Through a moderation and simple slope analyses, we tested and confirmed our hypothesis. When job demands were high, it potentially impaired the subordinates’ chance to form a quick knowledge. As a result, high NFC subordinates showed a higher compliance with harsh power tactics. Such tactics, limiting the subordinates’ freedom of choice, can be conceived as a means to gain quick knowledge when the organizational context is perceived as particularly demanding. As far as practical implications, these results suggest that for high NFC subordinates the use of more directive and unambiguous guidelines (e.g., harsh power tactics) could minimize the scarcely tolerated cognitive cost associated with high job demands.     

The Effects of Leader and Subordinate Characteristics in the Development of Leader–Member Exchange Quality1

This study investigated the contribution of both subordinate and leader characteristics in the development of leader-member exchange (LMX) quality. Data from 56 subordinate-superior dyads working at a large West-coast media company revealed that subordinates high in work self-efficacy were liked more by their supervisors, perceived to be more similar to their supervisors, experienced more positive LMX quality, and were rated as better performers than subordinates low in self-efficacy. Previous job experience, was related only to one outcome; supervisor's liking of the subordinate. Subordinates initially low in self-efficacy benefited from high LMX, as evidenced by increased end-of-program self-efficacy. Perceptions of similarity between supervisor and subordinate were found to be more important to LMX quality than actual demographic similarity. Leader self-efficacy and optimism predicted subordinates' ratings of LMX quality only for female supervisors. Unexpectedly, leader self-efficacy and optimism were related to the leaders' own ratings of LMX and subordinate performance.     

Workplace Deviance as a Possible “Maladaptive Coping” Behavior Displayed in Association with Workplace Stressors

ABSTRACT

The Threat Appraisal and Coping Theory suggests that in response to environmental stressors, individuals sometimes display “maladaptive coping” behaviors that may vent frustration immediately but worsen later psychosocial well-being. For example, employees exposed to workplace stressors may vent their frustration with workplace deviance including intentional poor performance, abuse of organizational resources, disrespect, and disruption of co-workers, but such workplace deviance may worsen their later psychological well-being. The present study examined workplace deviance as a possible “maladaptive coping” behavior displayed by 293 university employees (74.7% female; 90.4% White; mean age = 45.8 years; 43 administrators, 127 staff, 84 faculty). When three workplace stressors (high demand, low control, low support) were compared for their association with workplace deviance, only low support was significant. Furthermore, workplace deviance was significantly associated with negative psychosocial outcomes [poor self-esteem, health concerns, anger, post-traumatic stress disorder (PTSD) symptoms, poor job satisfaction, work-home conflict]. Finally, bootstrapping mediational analysis revealed that workplace deviance was a significant mediator between low support and each of the negative psychosocial outcomes. Results support the idea that workplace deviance is an example of “maladaptive coping” behavior that, when displayed in response to perceptions of low support from supervisors and co-workers, is associated with worse psychosocial outcomes for employees who display it. Stress reduction programs could educate employees that displaying workplace deviance in response to workplace stressors may harm their psychosocial well-being. Such programs could also guide employees to more “adaptive coping” behaviors in response to workplace stressors (such as seeking social support, exercise, and yoga).     

The powerful disregard social comparison information

Social comparisons are important because other people can serve as benchmarks to determine one's own capabilities and act as sources for inspiration. Despite this, people do not always fully utilize social comparison information. The present paper demonstrates that feelings of power may reduce use of social comparison information. In three experiments, participants were first induced to feel high or low in power, or were in a control condition. Then, they were exposed to either upward or downward comparison targets. In all three experiments, low power participants responded to targets with contrast or assimilation, whereas high power participants did not. This has important implications for our understanding of how people's positions in the social and organizational hierarchies affect their basic psychological functioning.     

Influence of sex differences in leaders' behavior

Sex differences in influence tactics were examined with a sample of 269 followers (67 men, 202 women) at a large midwestern national insurance company who rated the downward influence tactics used by their direct supervisors. Downward influence tactics are behaviors used by leaders to gain compliance from followers. One department within the organization was identified as a source for participants in the study. Participation was voluntary. The age range for the sample was 21 to 65 years, with the largest percentage falling in the 40-49 year range (M = 3.8, SD = .8). Hierarchical linear modeling procedures were utilized to analyze the multiple level data (leader and follower) and to examine variables within the organization at different levels of analysis. Leader participants were asked to solicit their followers to complete an influence tactic measure, which consisted of the most reliable subscales taken from the Influence Behavior Questionnaire, Schriesheim and Hinkin Influence Measure, and the Profiles of Organizational Influence Strategies. The integrated measure resulted in a 45-item scale. It was hypothesized that, overall, followers would report that male leaders would use hard influence tactics more frequently than female leaders. On the other hand, followers would report that female leaders would use soft influence tactics more frequently than male leaders. When differentiating followers by sex, however, we expected that male followers would report more than female followers that their leaders use hard tactics more frequently. Also, we expected that female followers would report (more than male followers) that their leaders use soft tactics more frequently. Overall, followers reported that male leaders used significantly more personal appeal and consultation, so called "soft tactics," with their followers than did female leaders. Female followers reported that their leaders (both male and female) used consultation and inspirational appeal more frequently. In contrast, male followers reported that their leaders used exchange, so called "hard tactics," more frequently.     

Field study investigation of applicant use of influence tactics in a selection interview

Employees often evaluate leadership potential when selecting applicants for jobs that require leadership ability (e.g., supervisors, firefighter captains). Research has shown that influencing others is an important part of being an effective leader, yet employers rarely explicitly consider applicants' use of influence tactics when evaluating applicants' leadership potential. The purpose of this study was to explore applicant use of influence tactics in an employment interview and to determine how such use relates to interview ratings. The authors observed firefighter applicants' behavior during a selection role-play interview and recorded their use of influence tactics. Results indicated that firefighter applicants used soft tactics (e.g., ingratiation, rational persuasion) significantly more frequently than they used hard tactics (e.g., pressure, coalition). Soft tactic use was positively correlated with interview ratings.     

Ocular Movements in Reversibility of Perspective

To explore the role of acoustic factors in visual detection, this study employed 40 deaf and hearing Ss. Ss were requested to cancel all the letters “e” in a passage from Treasure Island. Results were analyzed in terms of probabilities of missing a pronounced or silent e and the e in the word “the.” Hearing and hard of hearing Ss were more likely to miss silent e's than pronounced e's. There was no significant difference between silent and pronounced e's for the profoundly deaf. Deaf and hearing Ss missed significantly more e's in “the” than pronounced or silent e's. The deaf, when compared to the hearing Ss, were more efficient in detecting pronounced and silent e's. They did not differ significantly from the hearing Ss in detecting the e in “the.”     

The Motivating Potential of Leader Behaviors: A Comparison of Two Models1

The motivating potential of leader behaviors was investigated in a comparative test of two models relating leader behaviors, perceived role clarity, psychological influence, perceived self-competence, self-determination, and intrinsic motivation. Based on the data from 422 naval personnel and their immediate supervisors, it would appear that leaders' informational and controlling behaviors influence subordinates' perceptions of role clarity and psychological influence. Self-determination and self-competence also influence these perceptions. Psychological influence increases intrinsic motivation but role clarity influences intrinsic motivation only indirectly through its influence on psychological influence.     

The interplay between perceived busyness and power distance belief on subjective social status: Consequences for consumer preferences for material versus experiential purchases

The perception of a busy life as an indicator of self-worth varies among individuals. Postulating that this perceptual difference can be attributed to one's attitude toward social stratification, the current research examines the interplay between perceived busyness and power distance belief (PDB). We propose that perceived busyness dictates a consumer's subjective social status under low PDB but not under high PDB. Furthermore, the interaction between perceived busyness and PDB determines an individual's relative preference for purchase types: material versus experiential purchases. Study 1 verifies that consumers' perceived busyness has a positive effect on their evaluation of their social status when they have low PDB, whereas this effect disappears when they have high PDB. Study 2 tests the asymmetric effect of perceived busyness and PDB on preference for purchase types, and Study 3 further provides evidence for the mediating role of subjective social status.