Discouraging unethicality versus encouraging ethicality: Unraveling the differential effects of prevention‐ and promotion‐focused ethical leadership

Theory on the impact of ethical leadership has traditionally been based on a deontological approach to morality. Underlying this perspective is the assumption that all leader behaviors that encourage “normatively appropriate conduct” will influence followers in a similar fashion. Put differently, the current consensus seems to suggest that actions that focus on preventing unethical behavior—attending to “the wrong”—will have the same impact as actions that focus on promoting ethical behavior—attending to “the right.” Taking a within‐person approach, we draw upon social exchange theory to challenge this consensus and build theory that suggests a follower's felt trust from their leader will be differentially impacted by prevention‐ versus promotion‐focused ethical leadership. We also explore how these different types of ethical leadership may indirectly, through felt trust, impact citizenship behavior and counterproductive work behavior. Finally, we consider how the role of the “moral manager” may interact with the “moral person” by identifying leader moral hypocrisy as an important between‐person moderator of these effects. Given the importance of ethical decision‐making in organizations and the calls for increased ethical leadership, our findings have important implications for both theory and practice.     

The Effects of a Learning‐Goal Orientation Training on Self‐Regulation: A Field Experiment Among Unemployed Job Seekers

Finding reemployment after job loss is a complex and difficult task that requires extensive motivation and self‐regulation. This study aimed to examine whether improving unemployed job seekers’ cognitive self‐regulation can increase reemployment probabilities. Based on the goal orientation literature, we developed a learning‐goal orientation (LGO) training, which focused on goal setting aimed at improving rather than demonstrating competences and creating a climate of development and improvement. We predicted that the LGO training would influence peoples’ goal orientation towards job seeking, which in turn would relate to learning from failure, strategy awareness, and self‐efficacy, leading to job‐search intentions, resulting in increased reemployment status. Using a 2‐group quasi‐experimental design with 223 unemployed job seekers, we found support for these predictions, except for self‐efficacy. The results suggest that an LGO training is a promising tool to improve self‐regulation in and effectiveness of job search.     

A Meta‐Analysis of Voice and Its Promotive and Prohibitive Forms: Identification of Key Associations,Distinctions, and Future Research Directions

This article reports meta‐analyses intended to clarify and enhance our understanding of voice and its promotive and prohibitive forms. We find that undifferentiated constructive voice is associated with a wide range of antecedents that fit in Morrison's (2014) five categories: (a) dispositions, (b) job and organizational attitudes and perceptions, (c) emotions, beliefs, and schemas, (d) supervisor and leader behavior, and (e) contextual factors. However, relative weight analyses reveal a highly dominant variable within each category (personal initiative, felt responsibility, engagement, leader–member exchange, and positive workplace climate). We also find that undifferentiated constructive voice has a moderate zero‐order association with job performance that is nonsignificant when task performance and organizational citizenship behavior are also considered. Finally, we explore how associations vary as a function of whether voice is promotive or prohibitive. First, there are significant differences in associations with over a third of the antecedents (core self‐evaluations, felt responsibility, organizational commitment, detachment, psychological safety, ethical leadership, and leader openness). Second, although promotive voice has a positive association with job performance, the opposite is true for prohibitive voice. We conclude with suggestions to enhance our understanding of voice, especially with respect to efforts needed to clarify and distinguish promotive and prohibitive voice.     

Learning from Instructor‐managed and Self‐managed Split‐attention Materials

Instructor‐managed physical integration of mutually dependent, but spatially separated materials, is an effective way to overcome negative effects of split‐attention on learning. This study examined whether teaching students to self‐manage split‐attention materials would be effective for learning. Seventy‐eight primary‐school students learned about the water cycle, either by studying split‐attention examples, integrated examples or self‐managed split‐attention examples. It was hypothesised that students who study instructor‐integrated materials and students who study self‐integrated materials would outperform students who study split‐attention materials. The results showed that students learned more from instructor‐integrated materials than from split‐attention materials, thereby confirming the split‐attention effect. The implications for future research on self‐management are discussed.Copyright © 2015 John Wiley & Sons, Ltd.     

Disentangling empowerment: Considering the role of employee perceptions in adaptive selling

As more jobs require employees to continually learn and adapt, empowering employees to adopt learning goals becomes a competitive advantage. Although research has identified key leadership behaviors that empower employees, the relationship between managers and empowered employees is ongoing and dynamic. Therefore, it is important to understand how key leadership behaviors interact with employees in their current state of empowerment to influence learning and performance. In this paper, we draw from self-determination theory to argue that the way employees perceive a given leadership behavior will differ by dimension of empowerment, and these perceptions impact their intrinsic motivation to learn. Specifically, employees who are high in competence and impact will perceive the leadership behavior of goal clarity as controlling, and be less likely to set learning goals, while those who are high in autonomy and meaning will perceive the same behavior as supportive, and be more likely to set learning goals. In a time-lagged study of 349 salespeople, we find that goal clarity acts as a boundary condition by weakening the relationship between empowerment and learning goal orientation (LGO) for those high on the competence and impact dimensions. As hypothesized, we find that the same behavior of goal clarity actually strengthens the relationship for those high on the autonomy and meaning dimensions. Further, we provide theoretical and empirical evidence that LGO mediates the relationship between empowerment and adaptive selling.     

Relative Leader–Member Exchange Within Team Contexts: How and when Social Comparison Impacts Individual Effectiveness

A multilevel model was developed to examine how and when a focal individual's leader–member exchange (LMX) relative to the LMXs of coworkers within the team (relative LMX, or RLMX) influences individual in‐role performance, organizational citizenship behavior (OCB), and job satisfaction. Results, based on a sample of 275 leader–member dyads within 35 teams of a beverage company, largely supported the hypotheses. Specifically, using multilevel polynomial regression analyses, the results showed that self‐efficacy partially mediated the relationship between RLMX and in‐role performance and job satisfaction, and fully mediated the relationship between RLMX and OCB. Furthermore, the results demonstrated that team identification attenuated RLMX's direct effect on self‐efficacy, and indirect effects on in‐role performance and OCB and team supportive behavior attenuated RLMX's direct effect on self‐efficacy and indirect effect on in‐role performance.     

Members Matter in Team Training: Multilevel and Longitudinal Relationships Between Goal Orientation,Self‐Regulation,and Team Outcomes

Longitudinal data from 338 individuals across 64 teams in a simulation‐based team‐training context were used to examine the effects of dispositional goal orientation on self‐regulated learning (self‐efficacy and metacognition). Team goal orientation compositions, as reflected by average goal orientations of team members, were examined for moderating effects on these individual‐level relationships. Finally, individual‐level self‐regulation was investigated for its influence on multiple team‐level outcomes across time. Results showed generally positive effects of learning goal orientation and negative effects of avoid performance and prove performance goal orientations on rates of self‐regulation during team training. However, several of these individual‐level relationships were moderated by team goal orientation composition. The importance of self‐regulation in teams was displayed by results showing the average level of self‐regulation among a team's members over time was positively associated with team efficacy, team cooperation quality, and team decision making.     

Leadership predictors of innovation and task performance: Subordinates' self‐esteem and self‐presentation as moderators

This study examined self‐related subordinate variables as moderators of relationships between supervisors' leadership behaviours (transformational as well as active‐corrective transactional leadership) and subordinates' innovative behaviour and task performance. Based on behavioural plasticity and self‐monitoring theory, we hypothesized that these associations would be moderated by subordinates' organization‐based self‐esteem and by their propensity to modify self‐presentation, a major facet of the self‐monitoring construct. Field survey data (N=161) collected in research and development, marketing and human resources departments of several German companies revealed that transformational leadership positively predicted both criteria, whereas active‐corrective transactional leadership negatively predicted innovation. As hypothesized, transformational leadership related more strongly and positively to innovation for subordinates low in organization‐based self‐esteem. When subordinates were low in self‐presentation propensity, active‐corrective transactional leadership was negatively, and transformational leadership was positively associated with task performance.     

工作场所中的心理安全:概念构思、影响因素和结果

工作场所中的心理安全感是一个多层面(个体层、团体层、组织层)的认知型构念,它指的是个体在如实表现自我时,相信其自我形象、地位和职业生涯等不会受到负面评价的感知,也是个体在群体、组织和人际交互中能够感受到安全的共享信念。个体特征、人际关系质量、群体活动与结构、领导特征等对员工心理安全感具有预测作用。而心理安全感对员工的学习行为、进谏行为、创新、工作敬业度和工作绩效等有着积极影响。未来关于心理安全感的研究需加强对结构测量等方面的进一步探讨。     

Self‐managed learning groups in higher education: Students' perceptions of process and outcomes

Background. Self‐managed learning groups are increasingly used in higher education. There is a need for more systematic investigation of university students' perceptions of the processes and outcomes of this learning method. Aims. This study aimed to identify the domains of process issues that students perceive as relevant to their participation in self‐managed learning groups, and how these processes are perceived to influence group outcomes. Sample. Participants were undergraduate psychology students who were members of self‐managed learning groups. Method. The first study employed qualitative methods (namely, students' written accounts, interviews, and observation) to study learning groups (N =180 students) and identify the process domains. In the second study, first and second year students (N =207) used a questionnaire (based on the domains identified in Study 1) to evaluate the processes and outcomes of their learning groups. Results. Analysis of qualitative data (Study 1) identified seven process domains: task focus, staff support, process learning, environmental fit, managing differences, equity and responsibility, and collaboration and cooperation. Factor analysis of students' responses (Study 2) identified an underlying structure of two process factors: personal responsibility and collaborative climate, and staff support and environmental fit. Both process factors were associated with the self‐reported satisfaction and productivity of this group of students. Conclusions. University students' perceptions of the processes of self‐managed learning groups have a clear structure. These process factors are associated with perceived group outcomes in systematic and theoretically consistent ways.     

Individual Goal Orientations,Team Empowerment,and Employee Creative Performance: A Case of Cross‐level Interactions

Intrigued by relationship between team motivational context and individual characteristics in the organizational reality, we developed and tested a cross‐level model to investigate the interactive effects of team empowerment and individual goal orientations on individual creative performance through the mediating mechanism of an individual's creative self‐efficacy. Using multi‐wave multi‐source data from 63 R&D teams in three IT companies, we found that (1) team empowerment, individual learning goal orientation, and individual performance orientation are all positively related to individual creative performance through mediation of creative self‐efficacy; (2) learning orientation and performance approach orientation could both supplement the effects of team empowerment on individual creative self‐efficacy. Our findings point to the importance of individual goal orientation in shaping the effects of team motivation climates and provide insights for both scholars and practitioners. The specific practical implications include but are not limited to (1) individuals with learning and performance approach orientations should be identified during hiring procedures given that they could still thrive in less empowered teams and maintain a relatively high level of creative self‐efficacy and creative outcomes; (2) managers should consider assigning employees who are more learning oriented to more empowering and open‐ended tasks in order to obtain better creative results.     

Transformational Leadership and Organisational Citizenship Behaviour: A Moderated Mediation Model of Leader‐Member‐Exchange and Subordinates' Gender

Transformational leadership (TL) enhances follower Organizational Citizenship Behavior (OCB) as mediated by leader‐member exchange (LMX). However, the strength of the positive associations among TL, LMX and OCB is subject to significant variability. Accordingly, we draw on several theories (self‐identity, role congruency, self‐concept, and social exchange) to propose that followers' gender moderates the relationships between all three of these variables. We argue differences in societal expectations and/or underlying motivation combine to make leadership of lesser importance to OCB among females than males. Using 202 supervisor‐subordinate dyads from Taiwan, a moderated mediation model of TL‐LMX‐OCB, with subordinate gender as a moderator, was tested. As hypothesised, each of the positive associations among TL, LMX and OCB were weaker for females than for males, thus accounting for some of the variability in the strength of the associations typically observed. Relatedly, although LMX fully mediated the TL‐OCB relationship in the entire sample, this effect was not observed among female subordinates. Further research is required to assess the degree to which these findings apply beyond the Confucian Asian societal cluster.     

服务型领导对员工建言行为的影响:领导-成员交换和学习目标取向的作用

通过对191名员工及其领导的配对问卷调查,探讨了服务型领导对员工建言行为的作用机制。结果发现:(1)服务型领导对员工建言行为有积极影响;(2)服务型领导通过领导-成员交换的中介效应影响员工建言行为;(3)员工的学习目标取向对领导-成员交换与建言行为之间的关系具有调节效应,即员工的学习目标取向越强,领导-成员交换对建言行为的影响越大;(4)学习目标取向调节了领导-成员交换对服务型领导-建言行为的中介作用。     

Monitoring and Control of Learning Own‐Race and Other‐Race Faces

The own‐race bias refers to the finding that individuals are better able to recognize faces of the same race or ethnicity compared with faces of another race or ethnicity. The current study examined whether the own‐race bias was also evident in participants' predictions of memory performance and their self‐regulation of learning. In three experiments, participants studied own‐race and other‐race faces and predicted the likelihood of recognizing each face on a future test. Experiment 1 showed that participants provided similar predictions for own‐race and other‐race faces, despite superior recognition of own‐race faces. Experiments 2 and 3 permitted participants to control their study of faces and revealed better self‐regulation of learning for own‐race relative to other‐race faces. Collectively, these experiments suggest that the own‐race bias may partially reflect a metacognitive deficiency, as participants are less able to effectively self‐regulate learning for other‐race faces. The implications of these findings are discussed. Copyright © 2013 John Wiley & Sons, Ltd.     

Dysfunctional anticipatory thoughts and the self‐handicapping strategy

Self‐handicapping is an anticipatory self‐protective strategy in which individuals create or claim obstacles to success prior to an important performance to excuse potential failure. The present research sought in four studies to document the anticipatory nature of self‐handicapping, examining the role of prefactual (“what if …?”) thoughts in this strategy. Individuals prone to self‐handicap were more likely to generate prefactuals, identifying ways to undermine their performance. Moreover, inducing individuals to consider these thoughts increased self‐handicapping behavior, whereas focusing individuals on ways to improve their performance actually reduced self‐handicapping behavior. Implications of this work for understanding the cognitive processes underlying self‐handicapping behavior and for interventions that seek to minimize this self‐defeating behavior are discussed. Copyright © 2011 John Wiley & Sons, Ltd.     

A Computational Model of the Self‐Teaching Hypothesis Based on the Dual‐Route Cascaded Model of Reading

The self‐teaching hypothesis describes how children progress toward skilled sight‐word reading. It proposes that children do this via phonological recoding with assistance from contextual cues, to identify the target pronunciation for a novel letter string, and in so doing create an opportunity to self‐teach new orthographic knowledge. We present a new computational implementation of self‐teaching within the dual‐route cascaded (DRC) model of reading aloud, and we explore how decoding and contextual cues can work together to enable accurate self‐teaching under a variety of circumstances. The new model (ST‐DRC) uses DRC’s sublexical route and the interactivity between the lexical and sublexical routes to simulate phonological recoding. Known spoken words are activated in response to novel printed words, triggering an opportunity for orthographic learning, which is the basis for skilled sight‐word reading. ST‐DRC also includes new computational mechanisms for simulating how contextual information aids word identification, and it demonstrates how partial decoding and ambiguous context interact to achieve irregular‐word learning. Beyond modeling orthographic learning and self‐teaching, ST‐DRC’s performance suggests new avenues for empirical research on how difficult word classes such as homographs and potentiophones are learned.     

The Performance of Pre‐Founding Entrepreneurial Teams: The Importance of Learning and Leadership

Entrepreneurial teams often struggle with simultaneous task and team challenges at an early stage of new venture creation. The way in which teams shape their teamwork is key in leveraging performance in the pre‐founding phase. Learning should help the team in establishing good teamwork and in expanding its members’ entrepreneurial capabilities. Leadership is needed to facilitate and guide this learning. Accordingly, we investigated learning and leadership as facilitators of performance in the pre‐founding phase. Specifically, we examined team reflexivity as a collective internal learning process and boundary spanning behaviour as an externally directed individual activity, operating at different levels in fostering team and individual performance. Charismatic team leadership was examined as a catalyst of learning, shaping team and individual performance ultimately. The multilevel mediation model was tested based on data from 196 members of 58 teams of a venture creation programme. Team reflexivity predicted team and individual performance. Boundary spanning behaviour was not related to performance. As hypothesised, charismatic team leadership predicted team and individual performance, both mediated by team reflexivity. This research highlights the relevance of team learning in pre‐founding teams and emphasises leadership in shaping learning and moving new ventures forward.     

Relationships and the self‐concept

Progress in the study of relationships has depended in part on the recognition that relationships have properties not relevant to interactions or to the behavior of individuals, and may require additional principles of explanation. This has led to an emphasis on relationships as linking individuals. In this article we argue that relationship processes occur in the heads of individuals, with the participants having their own idiosyncratic views of the relationship as well as a shared one. The relationship is both affected by and affects the self‐concepts of the participants, so that the influences of the self‐concept may be critical for understanding the properties and dynamics of relationships Furthermore, consideration of the self‐concept can assist in the integration of different but not necessarily incompatible explanations for the same relationship phenomena.     

The Role of Self‐identity in the Theory of Planned Behavior: A Meta‐Analysis

The present study used meta‐analysis to evaluate the role of self‐identity in the theory of planned behavior (TPB). Altogether, 40 independent tests (N = 11607) could be included in the review. A large, sample‐weighted average correlation between self‐identity and behavioral intention was observed (r₊ = .47). Multiple regression analyses showed that self‐identity explained an increment of 6% of the variance in intention after controlling for the TPB components, and explained an increment of 9% of the variance when past behavior and the TPB components were controlled. The influence of self‐identity on behavior was largely mediated by the strength of behavioral intentions. Theoretical implications of the findings are discussed.