Posttraumatic stress disorder and psychosocial functioning within two samples of MVA survivors

To examine criterion F variables of PTSD, the psychosocial functioning of two samples of motor vehicle accident (MVA) survivors was investigated. Within each sample, comparisons between MVA survivors with and without PTSD were conducted on four psychosocial functioning indices at three time points. In addition, the relationships between specific PTSD symptom clusters and psychosocial functioning indices were examined. The study revealed that, in general, MVA survivors with PTSD evidenced poorer psychosocial functioning than did survivors without PTSD. The emotional numbing symptoms of PTSD emerged as the most consistent predictors of the psychosocial functioning indices. The implications of these findings to the comprehensive treatment of PTSD are discussed.     

When and how health-oriented leadership relates to employee well-being—The role of expectations,self-care,and LMX

Despite the increasing interest in leaders’ health-promoting behavior, the employees’ role in the effectiveness of such behavior and the mechanisms underlying how such leadership behavior affects their well-being have largely been ignored. Drawing on implicit leadership theories, we advance the health-oriented leadership literature by examining employees’ ideals, that is, their expectations regarding such leader behavior, as a moderating factor. We propose that higher expectations increase the association between actual health-oriented leader behavior and employee-rated leader-member relationships (LMX) and health-oriented behaviors by employees, which, in turn, positively relate to their well-being (here: exhaustion and work engagement). We tested our theoretical model in three studies, using a cross-sectional design (Study 1, N = 307), a two-wave time-lagged design (Study 2, N = 144) and an experimental design (Study 3, N = 173). We found that the effect of actual health-oriented leader behavior on LMX is contingent on employees’ ideal health-oriented leader behavior. Yet, for employees’ self-care behavior, the proposed moderation was only significant in Study 1. High expectations strengthened the relationship between actual health-oriented leader behavior with LMX and self-care behavior, which, in turn, were associated with less exhaustion and more work engagement (only LMX), supporting most of our mediation hypotheses. Our results highlight the pivotal role of employees’ expectations regarding leaders’ health support and help in building practical interventions with regard to leaders’ health promotion.     

From self‐defeating to other defeating: Examining the effects of leader procrastination on follower work outcomes

This research examines the influence of leader procrastination on employee attitudes and behaviours. While previous studies have typically viewed procrastination as a form of self‐defeating behaviour, this research explores its effects on others in the workplace. In Study 1, using data collected from 290 employees, we demonstrate the discriminant and relative predictive validity of leader procrastination on leadership effectiveness compared with laissez‐faire leadership and directive leadership. In Study 2, based on dyadic data collected in three phases from 250 employees and their 23 supervisors, we found that leader procrastination was associated with follower discretionary behaviour (organizational citizenship behaviour and deviant behaviour). Additionally, job frustration was found to mediate the relationship between leader procrastination and follower outcomes. The quality of the leader–follower relationship, as a boundary condition, was shown to mitigate the detrimental effects of leader procrastination. Together, the findings suggest that leader procrastination is a distinct form of negative leadership behaviour that represents an important source of follower job frustration.

Practitioner points

• Leader procrastination is different from laissez‐faire and directive leadership and can be detrimental to followers.
• Job frustration mediates the relationship between leader procrastination and follower discretionary behaviour.
• Organizations should facilitate high‐quality LMX relationships as a method for mitigating the negative effects of leader procrastination.

     

The mitigating role of leader‒member exchange when perceiving psychological contract violation: a diary survey study among volunteers

Several scholars in the field of volunteering emphasized the pivotal role of psychological contract (PC) violation in explaining maladaptive behavioural reactions—such as counterproductive work behaviour (CWB)—of volunteers. Reactions to violation feelings are, however, interrelated and may intensify over time. Extending this dynamic perspective, we introduce momentary leader–member exchange (LMX) as a buffering social resource in the relationship between violation feelings and (1) CWB and (2) the likelihood to perceive a PC breach. Using weekly diary survey data from 247 volunteers (827 observations), we conducted a moderated multilevel zero-inflated Poisson regression analysis. As hypothesized, experiencing feelings of violation during one week related positively to CWB towards the organization (CWB-O), but not to CWB towards individuals (CWB-I) during the next week. Moreover, experiencing violation feelings during one week increased the likelihood to perceive a PC breach during the subsequent week. Finally, experiencing a high-quality LMX relationship effectively mitigated the positive relationship between violation feelings during one week and (1) CWB-O, and (2) the likelihood to perceive a PC breach during the next week. Our study highlights momentary LMX as an effective redressing mechanism in the relationship between violation feelings and undesirable employee outcomes.     

A model of stress and coping and their influence on individual and organizational outcomes

A model of coping with stress is proposed in which coping mediates the relationship among organizational stressors and personal characteristics, and job-related strains and organizational outcomes. Study results, based on a sample of professional salespeople, provide overall support for most of the hypothesized relationships among work-related stressors, personal characteristics, and coping styles. Findings also support the influence of emotion-focused coping on the psychological outcomes of emotional exhaustion and job-induced anxiety; which in turn are found to influence job satisfaction and intention to withdraw. While problem-focused coping had no effect on job-induced anxiety, problem-focused coping did effect emotional exhaustion, which in turn influences job satisfaction and intention to withdraw. Minor differences were found when the proposed model was applied to saleswomen versus salesmen. Overall, however, the model was robust across both genders.     

Idiosyncratic deals: Testing propositions on timing, content, and the employment relationship

This study tests propositions regarding idiosyncratic deals (i-deals) in a sample of N = 265 hospital employees using structural equation modeling. Timing and content of idiosyncratic employment arrangements are postulated to have differential consequences for the nature of the employment relationship. Results confirm that i-deals made after hire have greater impact on the employment relationship than those made ex ante. Developmental i-deals are positively related to perceiving employment as a social exchange rather than an economic exchange, whereas work hour i-deals show the opposite pattern. Implications for research and practice are discussed.     

The development of leader–member exchanges: Exploring how personality and performance influence leader and member relationships over time

Scholars have long recognized the importance of leader–member relationships for a host of important outcomes, including satisfaction, performance, and citizenship behaviors. Yet, relatively little research has explored how these relationships develop over time. Using a longitudinal design and growth-curve modeling, we examine the development of leader–member relationships from the initial interaction through the early relationships stages (the first 8 weeks). Results based on 330 student dyads support predictions that leaders form differentiated exchanges with members. We find that team member extraversion and leader agreeableness influence the ratings of relationship quality at the initial interaction whereas leader and member performance influence the development of the relationship over time.     

The Influence of Supervisor and Supervisee Matching, Role Conflict, and Supervisory Relationship on Supervisee Satisfaction

In this study we explore how the “match” between supervisor and supervisee on contextual variables affects both conflict and the working alliance, which affects supervisee satisfaction. Participants included 132 supervisees in academic programs nationwide. The extent of match between supervisor and supervisee characteristics was not found to impact conflict, the working alliance, or supervisees’ satisfaction with supervision. Working alliance was highly predictive of supervisee satisfaction. Despite the findings that match was not related to working alliance or satisfaction, we believe that supervisors should still have open discussions with supervisees about their similarities and differences.     

Predicting OCB Role Definitions: Exchanges with the Organization and Psychological Attachment

Purpose  To investigate the relationship between trust in the organization and employees’ exchange beliefs (i.e., exchange ideology) and both psychological attachment and role definitions. Design/Methodology/Approach  A field study based on data from 204 line and supervisory employees examined the relationships between the predictors and work role boundaries. Two important mechanisms, psychological attachment (organizational commitment) and job satisfaction were examined as mediator and moderator, respectively, to the relationship between trust and exchange ideology and role definitions. Findings  Results indicate that both relation- and exchange-based variables predict enlarged roles (i.e., employees’ perceived organizational citizenship behaviors as in-role). Additionally, organizational commitment mediated the relationship between the predictor and the outcome. Job satisfaction moderated the relationship between trust and role definition. Implications  Work role boundaries are important in the contemporary workplace, where employees are oftentimes required to enlarge their behavioral set. We provide evidence for the importance of managing the relationship with the organization (through high levels of trust) and making sure employees construe their exchanges with the organization as more open. Such knowledge may help design interventions to increase employee trust, and select employees with favorable exchange ideologies. Originality/Value  This is one of the first studies examining both relationship- and exchange-based variables as predictors of role definitions, and clarifies possible mechanisms (mediation through psychological attachment) and the role of job satisfaction as moderator.     

主管支持感研究述评及展望

主管支持感是指员工对主管重视他们贡献、关心他们福祉的程度的总体看法。相关的实证研究表明主管支持感对员工的工作态度、工作绩效与行为以及心理压力与紧张等相关工作结果变量均存在一定的影响;而个体特征与工作特征方面的相关因素则对主管支持感具有一定的预测力。该文对组织行为学与人力资源管理领域有关主管支持感的相关研究进行了较为全面的总结,并在此基础上指出未来的研究有必要加强主管支持感的形成与干预机制等三方面问题的探讨