Avoidance job crafting refers to employees proactively changing work boundaries by reducing tasks and/or interactions with others. Although avoidance job crafting may help employees to address work demands, if noticed by others, specifically supervisors, it may trigger negative reactions from them. While previous research posits that job crafting is largely unnoticed by supervisors, using a dyadic supervisor-employee study (N = 141 dyads), we found that supervisors were in fact aware of their employees’ avoidance job crafting, which related to a reduction in supervisor support. This relationship was moderated by employee political skill (but not approach job crafting), such that high avoidance job crafting in combination with high political skill resulted in fewer negative outcomes, presumably because supervisors were less likely to notice their employees’ avoidance job crafting. In a second, vignette study (N = 92 supervisors), we experimentally replicated the relation between observed avoidance job crafting and negative supervisor reactions, and found that this relation can be explained by supervisors perceiving avoidance job crafting as destructive work behavior. Our findings introduce the supervisor perspective to the job crafting literature and highlight the importance of engaging in avoidance job crafting in a skillful way that aligns with the external context. 相似文献
Leadership effectiveness is a result of the interaction between leadership style and the social and organizational environment. We draw on social information-processing theory and analyze how the interaction between servant leadership and the social environment (i.e., religious atmosphere and housing price in one region) influences employee behavior. We likewise measure geographic-proximity-based religious atmosphere and housing price variables on the basis of 25 geographically disparate branches of a company, including a sample of 82 supervisors and 351 employees. Multilevel analyses reveal that the interaction between servant leadership and religious atmosphere has a positive effect on employee helping behavior but not for employee voice behavior. Conversely, the interaction between servant leadership and housing price has a positive effect on employee voice behavior, but does not have such effect on employee helping behavior. We also discuss the theoretical and practical implications on leadership research.
The efficacies of Western and Chinese medicine have been under debate for a long time, and the whole issue still raises questions for the contemporary world. The article emphasizes the humanistic approach as well as the scientific method of the early Protestant medical missionaries to China, so as to give a more comprehensive scope to understand their historical roles and practices in a cross‐cultural context. The authors also wish to call for a global readership to further discuss this historical legacy with regard to the reception of Christianity in contemporary China and other East Asian countries. 相似文献