Manager–salesperson congruence in customer orientation and job outcomes: The bright and dark sides of leadership in aligning values

To create customer-oriented organizations, managers are often asked to promote a values-based vision. Yet, many managers struggle with transferring their values to employees making strategic value changes difficult. Despite this challenge, research has yet to demonstrate how managers effectively align values within the sales force, or the impact alignment has on job outcomes. Therefore, we develop and empirically test a conceptual framework to examine the role of transformational leadership in aligning salesperson customer orientation (CO) values. We find that transformational leadership is a strong mechanism in creating perceived value congruence, yet may have a surprising dark side. Results suggest that transformational managers achieve congruence by raising or, contrary to conventional wisdom, lowering salesperson CO values to meet the perceived values of the manager. Response surface modelling results support the importance of perceived manager values. Customer-oriented salespeople have higher job satisfaction and sales performance when they perceive their manager to also have high CO. When values are misaligned, job satisfaction increases more for low CO salespeople as perceptions of manager CO increase. Exploratory findings show that performance was higher under situations of perfect alignment but also under severe misalignment suggesting that values generate performance under complementary or supplementary conditions.     

How Does Religion Promote Forgiveness? Linking Beliefs,Orientations, and Practices

Scholars have long observed that religion and forgiveness are generally positively linked, but it is unclear why this is the case. This article proposes and tests potential mechanisms by which religion promotes forgiveness. Using data from the 1998 General Social Survey, I find that holding a collaborative orientation toward God, subscribing to a pervasive role of religion, and believing God forgives are primary factors promoting one's propensity to forgive both oneself and others. These factors have varying influence on interpersonal forgiveness compared to self‐forgiveness and further illuminate the differences between the two processes. My findings demonstrate the importance of analyzing a person's religious beliefs and orientations directly, in addition to examining other dimensions of religion, such as affiliation, frequency of religious activity, and official religious teachings.     

Dominant achievement goals and different profiles among secondary students / Dominancia de metas de logro y perfiles específicos en enseñanza secundaria

Abstract

Spanish adolescents’ dominant achievement goals and their specific profiles were explored in a physical education context. A sample of 385 students (207 males and 178 females, M = 14.2 years) completed a questionnaire that included 2x2 achievement goals (AGQ-PE), dominant achievement goals, affectivity (PANASN), perfectionism (IPI) and outcome variables such as satisfaction with life (SLS), and intrinsic motivation, extrinsic motivation and amotivation (PLOC). Eighty-seven percent of participants showed dominant achievement goals, the highest percentage was mastery-approach (66%). Patterns found were consistent with the theoretical framework. Students that showed dominant mastery-approach achievement goals had a positively valenced profile. Those that showed performance-approach dominance had a positive and negative valenced profile. The ones that showed performance-avoidance had a negative valenced profile. Finally, subjects that showed mastery-avoidance dominance had a neutral valenced profile.     

Leaders’ receptivity to subordinates’ creative input: The role of achievement goals and composition of creative input

We identified leaders’ achievement goals and composition of creative input as important factors that can clarify when and why leaders are receptive to, and supportive of, subordinates’ creative input. As hypothesized, in two experimental studies, we found that relative to mastery goal leaders, performance goal leaders were less receptive to subordinates’ voiced creative input. In Study 1, we further showed that image threat appraisal and learning opportunity appraisal mediated this effect. In Study 2, we demonstrated that when merely creative ideas were expressed by the subordinate, performance goal leaders responded like mastery goal leaders. However, as in Study 1, performance goal leaders were less receptive to, and less supportive of, subordinates’ creative input than mastery goal leaders when the composition of subordinates’ creative input included both problem identifications and creative ideas.