What Does it Take to Break the Silence in Teams: Authentic Leadership and/or Proactive Followership?

Leadership may help break the silence in teams, but this may not be equally true for all employees. Using behavioral plasticity theory, we propose that authentic leadership—a set of leadership behaviors through which leaders enact their true selves—reduces silence and motivates speaking up in employees low on proactive personality, but hardly affects employees who are proactive by nature, because proactive employees are less susceptible to social influences. Using data from 223 employees (nested in 45 work teams), we indeed find authentic leadership to reduce silence in employees with less proactive personalities, but not in more proactive employees. We discuss theoretical and practical implications for silence and authentic leadership.     

‘Too Lowly to Reach God Without a Mediator’: John Calvin's Supralapsarian Eschatological Narrative

In this essay I offer a novel interpretation of Calvin's eschatological imagination and the ways the latter shapes Calvin's overall theological narrative. In addition to his explicit, infralapsarian eschatology, which circles around the reconciling work of the incarnate Christ, Calvin also has an implicit, supralapsarian eschatology, according to which human beings were created for an upward journey toward God, mediated by the non‐incarnate divine Word. Tracing the contours of this eschatology sheds new light on Calvin's account of mediation, incarnation, and expiation, his understanding of the end of Christ's mediatory work, and the contemporary discussion about Calvin and deification.     

Can job seekers achieve more through networking? The role of networking intensity,self-efficacy,and proximal benefits

The authors develop and evaluate an online networking intervention, Building Relationships and Improving Opportunities (BRIO), built in conjunction with the networking literature and social cognitive theory (Bandura, 1986, 1999). A field experiment using 491 unemployed job seekers shows that the intervention increases networking intensity, networking self-efficacy, and proximal networking benefits. Further, the intervention generates higher quality reemployment through its positive effects on networking self-efficacy. Individuals who completed the intervention and were also lower in extraversion showed the most positive improvements in networking self-efficacy and reemployment quality. The study advances the literature by uncovering the mechanisms through which a networking intervention may result in improved reemployment success, and demonstrating the moderating role of individual differences in affecting intervention outcomes. The study helps practice by providing a publicly available, research-based training to improve job search networking.