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"Barling, Julian"
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Greening organizations through leaders' influence on employees' pro-environmental behaviors
Climate change is a serious global issue that poses many risks to environmental and human systems. Although human activity is cited as the main cause of climate change and organizations significantly contribute to climate change, research that investigates workplace pro-environmental behaviors remains scarce. We develop and test a model that links environmentally-specific transformational leadership and leaders' workplace pro-environmental behaviors to employees' pro-environmental passion and behaviors. Structural equation modeling on data from 139 subordinate—leader dyads (M ages = 37.42 and 40.17 years, respectively) showed that leaders' environmental descriptive norms predicted their environmentally-specific transformational leadership and their workplace pro-environmental behaviors, both of which predicted employees' harmonious environmental passion. In turn, employees' own harmonious environmental passion and their leaders' workplace pro-environmental behaviors predicted their workplace pro-environmental behaviors. These findings show that leaders' environmental descriptive norms and the leadership and pro-environmental behaviors they enact play an important role in the greening of organizations. Conceptual and practical implications are discussed.
Journal Article
Towards a multi-foci approach to workplace aggression: A meta-analytic review of outcomes from different perpetrators
Using meta-analysis, we compare three attitudinal outcomes (i.e., job satisfaction, affective commitment, and turnover intent), three behavioral outcomes (i.e., interpersonal deviance, organizational deviance, and work performance), and four health-related outcomes (i.e., general health, depression, emotional exhaustion, and physical well being) of workplace aggression from three different sources: Supervisors, co-workers, and outsiders. Results from 66 samples show that supervisor aggression has the strongest adverse effects across the attitudinal and behavioral outcomes. Co-worker aggression had stronger effects than outsider aggression on the attitudinal and behavioral outcomes, whereas there was no significant difference between supervisor, co-worker, and outsider aggression for the majority of the health-related outcomes. These results have implications for how workplace aggression is conceptualized and measured, and we propose new research questions that emphasize a multifoci approach.
Journal Article
The impact of positive and negative intraoperative surgeons' leadership behaviors on surgical team performance
The effects of surgeons' leadership on team performance are not well understood. The purpose of this study was to examine the simultaneous effects of transformational, passive, abusive supervision and over-controlling leadership behaviors by surgeons on surgical team performance.
Trained observers attended 150 randomly selected operations at a tertiary care teaching hospital. Observers recorded instances of the four leadership behaviors enacted by the surgeon. Postoperatively, team members completed validated questionnaires rating team cohesion and collective efficacy. Multiple regression analyses were computed. Data were analyzed using the complex modeling function in MPlus.
Surgeons' abusive supervision was negatively associated with psychological safety (unstandardized B = −0.352, p < 0.01). Both surgeons' abusive supervision (unstandardized B = −0.237, p < 0.01), and over-controlling leadership (unstandardized B = −0.230, p < 0.05) were negatively associated with collective efficacy.
This study is the first to assess the simultaneous effects of surgeons' positive and negative leadership behaviors on intraoperative team performance. Significant effects only surfaced for negative leadership behaviors; transformational leadership did not positively influence team performance.
Journal Article
Pseudo-Transformational Leadership: Towards the Development and Test of a Model
We develop and test a model of pseudo-transformational leadership. Pseudo-transformational leadership (i.e., the unethical facet of transformational leadership) is manifested by a particular combination of transformational leadership behaviors (i.e., low idealized influence and high inspirational motivation), and is differentiated from both transformational leadership (i.e., high idealized influence and high inspirational motivation) and laissez-faire (non)-leadership (i.e., low idealized influence and low inspirational motivation). Survey data from senior managers (N = 611) show differential outcomes of transformational, pseudo-transformational, and laissez-faire leadership. Possible extensions of the theoretical model and directions for future research are offered.
Journal Article
When She Brings Home the Job Status: Wives’ Job Status, Status Leakage, and Marital Instability
Women are increasingly represented in high status organizational positions. While the advancement of women into high status roles offers them many organizational benefits, the spillover and crossover effects of these high status positions on their marital relationships remain under explored. In this study, we focus on potential costs to the marital relationship when women in high status positions hold higher job status roles than their husbands. First, we examine the spillover effects of wives’ job status relative to their husbands’ on marital instability. We suggest that this relationship is indirect and mediated by negative thoughts and feelings toward their partners’ lower job status (which we refer to as “wives’ status leakage”) and decreased relationship satisfaction. Second, we investigate plausible crossover effects on husbands’ marital instability when wives have higher job status and suggest that husbands’ spousal support can moderate the indirect relationship between wives’ job status and wives’ marital instability. We explored these questions on 209 women in positions of high job status, a sample of 53 matched husband–wife dyads, and 92 of the wives who also completed questionnaires three years later. Full cross-sectional and longitudinal support emerged for the indirect spillover effects of wives’ job status on marital instability of wives, and direct crossover effects on husbands’ marital instability. In addition, the indirect relationship between wives’ job status on marital instability of wives was moderated by instrumental support. Theoretical contributions, practical implications, and future research suggestions are discussed.
The online appendix is available at
https://doi.org/10.1287/orsc.2017.1120
.
Journal Article
Organizational Injustice and Psychological Strain
Characterizing perceived injustice as a form of stress, we examined the main and
interactive relationships among interactional, procedural, and distributive
injustice and psychological strain while controlling for job insecurity. Using
moderated multiple regression analysis with a sample of 1,083 government
employees, we show that interactional, procedural, and distributive injustice
are all unique predictors of psychological strain that account for significant
unique variance beyond that explained by job insecurity. Those individuals who
perceive more interactional, procedural, or distributive injustice at work
reported a higher degree of strain. However, there were no significant
interactive effects, suggesting that these three categories of perceived
injustice do not interact to predict symptoms of psychological strain.
Tout en considérant l'injustice perçue comme une forme de
stress et en tenant compte de la variable de l'insécurité
d'emploi, nous avons examiné les relations principales et interactives
propres aux injustices en matière d'interaction, de procédure
et de catégorie, et la fatigue psychologique. Une analyse de
régression multiple soumise à un échantillon de 1 083
employés du gouvernement nous a permis de démontrer que les
injustices en matière d'interaction, de procédure et de
catégorie sont toutes des variables indépendantes de la
fatigue psychologique qui peuvent expliquer une variance unique significative
différente de celle de l'insécurité d'emploi. Les
personnes qui perçoivent, dans leur milieu de travail, un plus grand
nombre d'injustices en matière d'interaction, de procédure et
de catégorie rapportent une fatigue plus intense. Cependant, aucun
effet interactif significatif n'a été observé, ce qui
donne à penser que ces trois catégories d'injustice
perçue n'interviennent pas dans la prédiction des
symptômes de fatigue psychologique.
Journal Article
Handbook of work stress
Questions about the causes or sources of work stress have been the subject of considerable research, as well as public fascination, for several decades. Earlier interest in this issue focused on the question of whether some jobs are simply more inherently stressful than others. Other questions that soon emerged asked whether some individuals were more prone to stress than others. The Handbook of Work Stress focuses primarily on identifying the different sources of work stress across different contexts and individuals.
eBook
Witnessing interparental violence and leader role occupancy: the roles of insecure attachment and gender
PurposeGiven the role leaders play in organizational effectiveness, there is growing interest in understanding the antecedents of leader emergence. The authors consider parental influence by examining how witnessing interparental violence during adolescence indirectly affects adult leader role occupancy. Drawing on the work–home resources (W-HR) model, the authors hypothesize that witnessing interparental violence serves as a distal, chronic contextual demand that hinders leader role occupancy through its effects on constructive personal resources, operationalized as insecure attachment. Based on role congruity theory, the authors also predict that the relationship between attachment style and leader role occupancy will differ for women and men.Design/methodology/approachTo test the hypotheses, the authors used data from the National Comorbidity Survey Replication (NCS-R) (n = 1,665 full-time employees).FindingsAfter controlling for age, education, childhood socioeconomic status and experienced violence, results showed that the negative indirect effects of witnessing interparental violence on leader role occupancy through avoidant attachment was significant for females only, while the negative effects of anxious attachment hindered leader role occupancy across sexes.Originality/valueResults identify novel distal (interparental violence) and proximal (attachment style) barriers to leader role occupancy, showing empirical support for the life-span approach to leadership and the persistent effects of home demands on work.
Journal Article