Introduction: An Emerging Consensus?

This paper is an introduction to a special issue on Nationalism, Multiculturalism and Liberal Democracy. It attempts to describe the state of the debate on issues of multiculturalism and nationalism within liberal-democratic theory. I suggest that there may be an emerging consensus on liberal culturalism – the view that certain group-specific rights or policies aimed at recognizing or accommodating ethnic and national groups are legitimate so long as they operate within certain constraints of liberal justice. I explore the possible reasons for this emerging consensus (including the lack of clear alternatives), and conclude with some suggestions about the likely avenues for future research in this area.     

Interpersonal needs and functional area of management

This study examines a sample of first-semester MBA students to determine the relationship between their interpersonal needs and their preferences for a functional area of management. The students were categorized according to their preference for one of the following eight functional areas: accounting, systems analysis, finance, small business management, engineering, marketing, manufacturing management, and personnel management. Interpersonal needs were measured by the Fundamental Interpersonal Relations Orientation (FIRO-B) instrument developed by W. C. Schutz. Significant differences in interpersonal needs were found among students preferring different functional specialities. Implications of the results are discussed in terms of occupational choice processes.     

Informational cues and attributions based on role behavior

A recent experiment by Messick and Reeder (Journal of Experimental Social Psychology, 1972, 18, 482–491) attempted to extend Jones, Davis, and Gergen's (Journal of Abnormal and Social Psychology, 1961, 63, 302–310) classic finding that out-of-role behavior.is more informative for person perception than in-role behavior. It is argued, however, that this study confounded two variables, role performance and occupation. Evidence is presented that the occupation variable alone could have produced Messick and Reeder's results. Both variables seem to affect attributions. The importance of these findings for relating attribution theory and role theory is discussed.     

Ingratiation as an adapting strategy: Its relationship with career adaptability,career sponsorship,and promotability

Guided by the Career Construction Theory (Savickas, 2013), our research model posits that individuals rely on their adaptability resources and implement adapting responses, in the form of ingratiation, to increase their promotability at work. In addition, the indirect relationship between career adaptability and promotability via ingratiation is further strengthened by high career sponsorship. The research model was tested and the translated Career Adapt-Abilities Scale (CAAS) Thailand form was validated using a cross-sectional survey of 265 subordinate–supervisor dyads. Results demonstrate adequate levels of internal consistency (ɑ = .96) and the factor structure corresponded with prior CAAS international validation. The moderated mediation model was supported and as expected: (a) ingratiation, as an adapting response, mediated the positive relationship between career adaptability and promotability, and (b) the mediated relationship between career adaptability and promotability via ingratiation was stronger for individuals with higher career sponsorship. Taken together, the findings support the cross-national measurement equivalence and utility of CAAS in non-Western and developing countries. More importantly, our study offers the groundwork for understanding adapting responses and the augmenting role of career-specific contextual support.     

Antecedent variables of innovation behaviors in organizations: Differences between men and women

IntroductionRelevance of innovation behaviors for organizational success led to study its main individual, job-related and organizational antecedents. Moreover, research on differences in innovation between men and women showed inconclusive results. Ambidexterity (Bledow, Frese, Anderson, Erez, & Farr, 2009) and Zhou and Hoever (2014) call for combining contextual and personal characteristics in innovation research suggest that pathways and variables leading to innovation between men and women could be different.Objective(s)This study aims to analyze if men and women differ in the main antecedents for innovative behaviors. Thus, a moderating effect of gender on the relationship between innovative behaviors and their main antecedent variables is hypothesized. Results are of interest for promoting innovation and empowering women at work context.MethodIn a sample of 458 employees from 16 Spanish companies, we carried out hierarchical regression analyses on innovation behaviors, including as main antecedents academic level, proactive personality, job demands, organizational commitment, HR practices addressed to participation, and transformational leadership. In addition, interaction terms between gender and such antecedents were entered in regression analysis.ResultsProactive personality, HR participation practices, inspirational motivation, job demands and academic level significantly predicted innovative behaviors at their different phases. Moreover, gender moderated the relationship between generation of new ideas with academic level and organizational commitment, and between promotion of ideas with job demands and idealized influence. Organizational commitment promoted generation of ideas among women but not among men, whereas idealized influence is detrimental for women. Reversely, higher job demands stimulate promotion of ideas among men but were detrimental for innovation among women.ConclusionOur results suggest that innovation among women seems to be more sensitive to the influence of leadership and require more social support, whereas higher job demands are detrimental. These results suggest that innovation is more related to intrinsic variables (as self-confidence, empowerment and social processes) among women, whereas for men, it seems to be more related to work demands. Results could help companies to stimulate innovation, between both men and women.     

Effects of rater conscientiousness on evaluations of task and contextual performance of older and younger co-workers

The possibility for age discrimination and stereotypes to affect performance evaluations is rising. Although careful evaluations might be expected from conscientious raters, little is known about whether they might show more or less bias towards certain age groups. Therefore, in our study using a time-lagged design, we investigated the effects of rater conscientiousness on the performance evaluations of younger and older actual co-worker (N = 242). We found that raters who were more conscientious provided higher ratings for older workers than for younger workers on task performance and organizational citizenship behaviours. Specifically, we tested the model of mediated moderation, in which the relation between rater conscientiousness and ratee age predicts ratee-perceived conscientiousness, which in turn predicts performance ratings. The model was significant for older ratees, but not for younger ratees. We discuss our results in terms of the “similar to me” effects and implications for organizational practices.     

Servant leadership and employee outcomes: the moderating role of subordinates’ motives

Drawing from implicit leadership theories we advance servant leadership theory by examining moderating mechanisms that explain under what conditions servant leader behaviours impact followers in organizations. Specifically, we focused on the moderating role of subordinates’ motivational orientations—prosocial values or impression management motives—in relationships between servant leadership behaviours and job satisfaction, as well as subordinate organizational citizenship behaviours (OCBs). Using time-lagged data collected from 192 supervisor-subordinate dyads, we found that servant leadership was positively associated with employees’ job satisfaction, but not significantly related to their performance of OCBs. We also found evidence that subordinates’ motives moderate the relationships between servant leadership and outcomes. Specifically, employees high on impression management experienced lower levels of job satisfaction than their lower scoring counterparts. Our findings suggest that servant leadership may not be equally beneficial for all followers. We discuss implications for theory and practice.     

The impact of surface acting on coworker-directed voluntary workplace behaviours

The effects of emotional labour, that is, managing one’s emotions for work, not only predict a range of intrapersonal and organizational outcomes but can also spillover to affect non-work relationships. Despite this, relatively little is known about whether the performance of surface acting affects behaviours towards more proximal organizational members, how this occurs, and the role of supportive relationships in influencing this relationship. In this article, we examine the relationships between surface acting, state positive and negative affect, and co-worker support on co-worker-directed interpersonal behaviours in the workplace. Survey data collected at multiple time points suggest a moderated mediation model, in which surface acting interacts with co-worker support to influence employees’ voluntary behaviours through state affect. Specifically, our findings suggest that surface acting increases subsequent engagement in deviance behaviours by increasing the experience of negative affective states, especially when co-worker support is low. Surface acting also decreases the subsequent engagement of organizational citizenship behaviour through decreasing the experience of positive affective states. We conclude with a discussion of how surface acting can consequently lead to negative spirals in the organization and the implications of this for practice.     

Perceived ethical leadership: Its moderating influence on employees’ organisational commitment and organisational citizenship behaviours

This study investigated the extent to which employees’ perception of ethical leadership moderated their organisational commitment and organisational citizenship behaviour. A non-probability purposive sample (N = 839; females = 32%) of employees in a railway organisation in the Democratic Republic of Congo (DRC) participated in the study. They completed the following measures: the Organisational Commitment Scale (OCS), the Organisational Citizenship Behaviour Questionnaire (OCBQ) and the Ethical Leadership Scale (ELS). Stepwise hierarchical regression analysis was utilised to determine the influence of employees’ perceptions of the relationships between their self-reported organisational commitment and organisational citizenship behaviour. The results indicated employee perceptions of the integrity, fairness and honesty aspects of ethical leadership to explain their affective, continuance and normative aspects of organisational commitment and organisational citizenship behaviour. The results also showed that employee perceptions of high ethical leadership influenced their willingness to engage in positive organisational commitment such as psychological attachment, work continuance, normative commitment and also their organisational citizen behaviours such as altruism, conscientiousness, courtesy and civic virtue. By implication, leaders with high ethical conduct have the potential to positively stimulate the commitment of employees towards supporting the organisational values and mission.