The influence of mastery‐avoidance goals on performance improvement

Two experiments focused on examining the influence of mastery‐avoidance goals on performance improvement, and more specifically, on mastery‐avoidance goals grounded in an intrapersonal standard. That is, herein, mastery‐avoidance goals entail striving to avoid doing worse than one has done before. Both experiments demonstrated that in a multiple‐trial context, mastery‐avoidance goals are deleterious for performance improvement relative to mastery‐approach, performance‐approach, and performance‐avoidance goals, and a no goal baseline. The findings were shown to be independent of participants' perceptions of goal difficulty, and were consistent not only across methodology but also across type of participant (undergraduates versus individuals in the workforce), and type and length of achievement task (a verbal skills task versus an ecologically valid managerial competencies exercise). Copyright © 2009 John Wiley & Sons, Ltd.     

Sexual Consent in Heterosexual Relationships: Development of a New Measure

The extensive research on date rape attitudes and experiences has left sexual consent itself largely unexamined. The objective of this study was to develop a measure to assess women’s and men’s attitudes and behaviors regarding sexual consent. Using both focus groups (N = 18) and a mail survey (N = 514) of undergraduate students at a Canadian university, two scales of sexual consent were developed: (1) a Sexual Consent Attitudes Scale, and (2) a Sexual Consent Behaviors Scale. Preliminary psychometric evidence suggested good reliability and validity. As hypothesized, women, more than men, preferred a more cautious approach to sexual consent by stressing the need to obtain consent more explicitly. Multiple regression analyses supported a reciprocal relationship between sexual consent attitudes and sexual consent behaviors.     

John Calvin on the Christian's Social Responsibility: Cultural Activist or “Modest Social Reformer”?

Recently there have been heated discussions between Reformed theologians who embrace the two‐kingdoms doctrine and proponents of the Neo‐Calvinist tradition on whether Calvin held social transformationist views. This article examines the debate and argues that Calvin did not interpret the kingdom as a progressive social‐transforming reality that gradually establishes God's future eschatological reign on earth. Instead, he regarded Christ's present reign as a “backward”‐reaching reality that restores God's original created order. At the same time Calvin did not make a sharp categorical distinction between the spiritual and civil realms but depicted the civil and spiritual order as two regiments of God's one reign that mutually aid and assist each other.     

Leaders' achievement goals and their integrative management of creative ideas voiced by subordinates or superiors

The purpose of this research was to examine the joint impact of leader achievement goals and hierarchical position of the voicer of creative ideas (subordinate vs. superior) on the extent to which leaders (intent to) integrate these voiced creative ideas with their own ideas (integrative idea management). In a scenario‐based survey (study 1; N = 189), in which we measured participants' achievement goals, we found that the relationship between leaders' performance goals and their intention to integrate voiced creative ideas is contingent on the hierarchical position of the idea voicer. Similarly, in an experimental study (study 2; N = 94), in which we experimentally induced achievement goals, we found that leaders display lower integrative intentions when ideas are voiced by a subordinate rather than a superior, but this was only true for leaders pursuing performance goals. Furthermore, the results of an additional, exploratory analysis suggest that the hierarchical position of the voicer of creative ideas had an indirect effect on integrative behavior through integrative intentions for performance goal leaders and no effect for mastery goal leaders. Together, these findings advance our understanding of how middle management leaders are influenced by their own achievement goals when managing the creative ideas voiced by subordinates and superiors.     

On the perceived effectiveness of transformational–transactional leadership: The role of encouraged strategies and followers' regulatory focus

The present research sought to examine when and why transformational and transactional leadership are perceived by followers to be effective. A series of five studies revealed that perceived effectiveness of transformational and transactional leadership is influenced by the fit between leadership style‐driven encouraged strategies and followers' preferred strategies. Specifically, we found that transformational leadership primarily encourages promotion‐focused strategies and, accordingly, creates a regulatory fit for promotion‐focused followers. In contrast, transactional leadership primarily encourages prevention‐focused strategies, creating a regulatory fit for prevention‐focused followers. As a consequence of this regulatory fit, leadership is perceived as more effective and predictive of enhanced effort. By integrating literature on self‐regulation with insights from leadership research, this research contributes to a deeper understanding of the leadership process and of interpersonal influences on self‐regulatory experiences. Copyright © 2014 John Wiley & Sons, Ltd.     

Anger and attitudinal reactions to negative feedback: The effects of emotional instability and power

Feedback is a basic tool that is used to stimulate learning and performance at all organizational levels. However, negative feedback can sometimes evoke defensive responses such as feelings of anger or the repudiation of the feedback. In two experiments we explored whether people’s negating responses to feedback are grounded in their emotional instability, and if this effect is stronger for those who hold more power. The findings from Study 1 (N = 84) showed that in response to negative feedback more emotionally unstable individuals experienced more anger. In Study 2 (N = 47) we indicated that anger mediated the negative effects of emotional instability and power on liking of the feedback provider, perceived ability of the feedback provider, and feedback acceptance. Our findings indicate that power strengthens the influence of emotional instability on responses to negative feedback and point to the importance of anger as the underlying factor influencing crucial attitudinal feedback reactions.     

Transformational and Transactional Leadership and Followers’ Achievement Goals

Purpose

Achievement goals, or the standards of competence employees pursue in their work, have far-reaching consequences for employee and organizational functioning. In the current research, we investigated whether employees’ achievement goals can be predicted from their supervisor’s leadership style.

Design/Methodology/Approach

A multilevel study was conducted in which followers of 120 organizational leaders completed measures of their leader’s transformational leadership (focusing on individual needs and abilities, on intellectual development, and on a common team mission), transactional leadership (focusing on monitoring and achievement-related rewards), and their own mastery goals (aimed at learning, developing, and mastering job-relevant skills), and performance goals (aimed at doing better than others).

Findings

Group-level transformational leadership predicted followers’ mastery goals, whereas group-level transactional leadership predicted followers’ performance goals. Within-group differences in transformational leadership also predicted mastery goals.

Implications

These findings suggest that leadership style plays an important role in the achievement goals followers adopt. Organizations may promote transactional leadership in contexts requiring that employees outperform others. In contrast, in contexts requiring learning and development, organizations may promote transformational leadership.

Originality/Value

This research is the first to examine the relationships between leadership styles and specific follower goals, and the first to highlight the role of leadership as a social variable involved in employees’ adoption of achievement goals.     

Validation of the trust relationship audit (TRA): An item parcelling approach

This study sought to apply an item parcelling approach to confirm the factor structure of trust in the direct supervisor as measured by the trust relationship audit (TRA). The researchers analysed an existing data set on the TRA from 9 060 South African employees. For the analysis, the researchers utilised structural equation modelling, using item parcelling to confirm the factor structure. The results confirm that, in essence, the large sample structural model replicates the original small sample model, consisting of separate personality and managerial practices factors as antecedents of trust in supervisors. Two items measuring personality traits loaded differently in the small and the combined sample. The results suggest item parcelling to be a value-add in measure validation when data mining.     

Is Religiousness Associated with Better Lifestyle and Health Among Danes? Findings from SHARE

Journal of Religion and Health - Evidence of a possible association between religion and health in secular societies is sparse. We therefore conducted a nationwide study using data from 1596 Danes...