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Doris Fay Harald Lührmann Carsten Kohl 《European Journal of Work and Organizational Psychology》2013,22(2):241-267
This study explored the effects of proactive climate on performance in a post-reorganization setting. We hypothesized that proactive climate should have both a direct effect on unit performance and should—in the sense of the “substitutes for leadership” approach—enhance the effect of managers' entrepreneurial attributes (e.g., personal initiative) on unit performance. Hypotheses were tested using data from organizational units, called “centres” (n?=?35), of four recently reorganized public transport organizations. Managers provided ratings of centre performance, and centre members assessed their centre's climate. Proactive climate was positively related with performance. Moderated regression analyses revealed significant interaction effects between proactive climate and some centre manager variables; however, the interaction pattern indicated that proactive climate compensated for a low degree of entrepreneurial attributes. 相似文献
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This study examined whether a semistructured interview is valid in predicting training performance in theoretical and simulation examinations and overall training success; which aspects of the interview show incremental validity over cognitive ability tests; and whether additional variables enhance the prediction from the interview. The sample involved data from 337 trainees of the German Air Navigation Service Provider selected by the German Aerospace Center and 657 (interview) and 6,885 (cognitive ability) candidates being the corresponding reference samples. Findings indicate incremental validity of the interview over the cognitive ability tests. Additional variables contributed only to the prediction of theoretical examination performance. Attention, general motivation, and social competence predicted the criteria best, particularly the theoretical examination performance and overall training success. 相似文献
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Previous research informs us about facilitators of employees’ promotive voice. Yet little is known about what determines whether a specific idea for constructive change brought up by an employee will be approved or rejected by a supervisor. Drawing on interactionist theories of motivation and personality, we propose that a supervisor will be least likely to support an idea when it threatens the supervisor’s power motive, and when it is perceived to serve the employee’s own striving for power. The prosocial versus egoistic intentions attributed to the idea presenter are proposed to mediate the latter effect. We conducted three scenario-based studies in which supervisors evaluated fictitious ideas voiced by employees that – if implemented – would have power-related consequences for them as a supervisor. Results show that the higher a supervisors’ explicit power motive was, the less likely they were to support a power-threatening idea (Study 1, N = 60). Moreover, idea support was less likely when this idea was proposed by an employee that was described as high (rather than low) on power motivation (Study 2, N = 79); attributed prosocial intentions mediated this effect. Study 3 (N = 260) replicates these results. 相似文献