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Summary Previous studies have investigated the role of intrinsic motivation and extrinsic rewards in enhancing employee creativity. However, the possibility that these motivational factors affect the creativity of different types remains largely unexplored, particularly in the organizational settings. Moreover, the potential that personality traits may moderate the function of these motivational factors toward creativity is another underresearched area. By drawing on the person–situation interaction perspective, we propose that both intrinsic motivation and extrinsic rewards predict creativity but of different types. Thus, we diverge from the view that creativity is a uniform criterion domain by adopting the distinction between radical and incremental creativity. Our empirical analysis of 220 independent employee–supervisor dyads confirmed that intrinsic motivation and extrinsic rewards predict radical and incremental creativity, respectively. Moreover, the effects of intrinsic motivation on radical and incremental creativity are more positive for employees with higher learning goal orientation. By contrast, the effect of extrinsic rewards on incremental creativity is more positive for employees with higher performance goal orientation. This study offers elaborate and nuanced perspectives and insights into the role of different motivational processes in the development of different types of creativity.

The scholarship on political skill documents that it is a social savvy, personal style construct, associated with positive personal and organizational outcomes. However, this study takes a counterintuitive view and demonstrates that despite being a positive resource, political skill also has the potential to be used as a self-serving device to achieve one's personal agendas in the form of self-serving counterproductive work behaviors. Borrowing insights from the trait activation theory, this study demonstrates that a context, high in political perceptions, acts as an incentivized condition for politically skilled people to execute its dark side. The results supported the hypothesis and revealed that under high perceptions of organizational politics, political skill will have a significant, positive relation with self-serving counterproductive work behaviors. The study discusses important theoretical and practical implications of these results and extends the domains of political skill and counterproductive work behaviors.

Although subordinate’s perception of authoritarian leadership is viewed derogatively in the leadership literature, limited studies still claim that it can positively influence subordinate’s performance. Drawing from the attribution theory, we hypothesize and demonstrate that subordinate’s perception of authoritarian leadership can have a positive, indirect effect on subordinate task performance through the subordinate-attributed performance promotion motive, but only when the subordinate’s perception of leader’s expert power is high. We found support for our hypothesized model using multisource data collected from 246 subordinates and 76 supervisors from 11 different private sector organizations in Pakistan.

This study expands the negotiation literature by examining how negotiator behavior is predicted by various emotions felt by the negotiators and their counterparts and by counterpart negotiation behavior. Using hierarchical linear modeling, we also compare individual- and dyad-level processes that lead to negotiator behavior and outcomes. The results from a dyadic negotiation simulation showed that both the valence and agency of negotiator and counterpart emotions need to be considered to understand the roles of emotion in negotiator behavior. Negotiators tend to reciprocate counterparts' integrating, compromising, and dominating behaviors, but they also offer complementary (or matching) responses to the counterparts' dominating and yielding behaviors. Integrating behavior was more dependent on dyad-level interpersonal dynamics than were the other behaviors. The comparison of negotiator-level and dyad-level results suggests that negotiation needs to be understood in the context of collective exchanges as well as individual-level cognitive processes.

Although extant literature has covered the differences between unethical behaviors in relation to perpetrators and targets, most of this research has not considered the effects of observed unethical behaviors on employees. In this study, we focus on observed unethical behaviors of peers targeted at their organization and examine how witnessing a peer engage in an organizationally targeted unethical behavior would impact the observer. Drawing on cognitive appraisal theory, we propose that organizational identification will inform emotions, which in turn will shape employee silence, depending on how employees appraise the observed unethical behavior. We theorize that peer unethical behaviors would induce anger, anxiety, and vicarious shame, which will guide employees’ quiescent and prosocial silence behaviors. In addition, we suggest that the proposed relationships would vary with the level of organizational identification. With a sample of 329, results from a between-subject scenario study generally supported our hypotheses. There was a combined effect of peer unethical behaviors and organizational identification on anger, anxiety, and shame, which in turn led to employee silence in the cases of anxiety and shame.

Purpose - This paper aims to enrich the literature on negotiation by theorizing and empirically validating that power is an important moderator of the relationship between negotiator emotion and behavior. Design/methodology/approach - Data were collected from 322 students of an MBA program and executive education programs. The students participated in a two-stage, mixed-motive negotiation simulation during which they reported pre-negotiation emotion, as well as their negotiation behavior. Findings - The empirical analyzes showed that the relationship between negotiator emotion and behavior was stronger for high-power negotiators than for their low-power counterparts. Interestingly, high- and low-power negotiators' emotions were more predictive of their dominating and yielding behavior, respectively. Perhaps, because of their dependence, low-power negotiators were more sensitive and responsive to the emotions of their high-power counterparts than vice versa. The results also showed that low-power negotiators' gratitude substantially reduces their distributive outcome. Originality/value - The analysis revealed that the strength and the nature of the relationship between emotions and negotiator behavior depend on the power of the negotiator. The paper highlights the need for further theoretical specification with regard to boundary conditions for understanding the role of emotional states in the negotiation context.

Previous studies have investigated the role of intrinsic motivation and extrinsic rewards in enhancing employee creativity. However, the possibility that these motivational factors affect the creativity of different types remains largely unexplored, particularly in the organizational settings. Moreover, the potential that personality traits may moderate the function of these motivational factors toward creativity is another underresearched area. By drawing on the person–situation interaction perspective, we propose that both intrinsic motivation and extrinsic rewards predict creativity but of different types. Thus, we diverge from the view that creativity is a uniform criterion domain by adopting the distinction between radical and incremental creativity. Our empirical analysis of 220 independent employee–supervisor dyads confirmed that intrinsic motivation and extrinsic rewards predict radical and incremental creativity, respectively. Moreover, the effects of intrinsic motivation on radical and incremental creativity are more positive for employees with higher learning goal orientation. By contrast, the effect of extrinsic rewards on incremental creativity is more positive for employees with higher performance goal orientation. This study offers elaborate and nuanced perspectives and insights into the role of different motivational processes in the development of different types of creativity.

Researchers have identified emotional intelligence (EI) as an important individual characteristic that predicts interpersonal effectiveness. In this study, we identified three potential areas of emotion management (emotion expression, emotion recognition, and shaping counterpart emotion) that may be promoted by intrapersonal and interpersonal EI, and may mediate the effects of EI on interpersonal process and outcomes. Our analysis of data from a dyadic negotiation simulation indicates that EI predicts one aspect of emotion management (shaping counterpart emotion). Intrapersonal EI (but not interpersonal EI) increased counterpart positive emotion and decreased counterpart negative emotion during the negotiation simulation. Nevertheless, the overall relationship between EI and emotion management was weak. The present study highlighted the need for clearly conceptualizing and investigating emotional management through which individuals accrue interpersonal and performance benefits.

Reflected self-efficacy, defined as one's perception of how others assess one's ability to perform a task, may be a meaningful predictor of creative performance over and above self-assessed self-efficacy. We examined if reflected self-efficacy, compared to self-assessed self-efficacy, is a more meaningful predictor of creative performance. A sample of 141 Master of Business Administration students completed measures of self-efficacy, reflected self-efficacy, proactive social management, team trust, and creative performance. Results showed that reflected self-efficacy had superior incremental validity compared to self-assessed self-efficacy, and that reflected self-efficacy affected individual creativity via the mediator of proactive social engagement. This relationship was more pronounced when a focal team member's trust toward the team was low (vs. high). Our findings support the importance of the functions of social aspects of self-efficacy in enhancing individual creativity.

Despite the relevance and importance of distribution of rewards for group performance, especially groups with active faultlines, existing literature exploring these relationships is scarce. This study investigates the combined effects of gender faultlines and three particular conditions used for distribution of rewards on intragroup power struggles and group performance. The study hypothesizes that the relationship between gender faultlines and group performance is mediated by intragroup power struggles. It further posits that the distribution of rewards moderates the relationships between gender faultlines and intragroup power struggles, as well as gender faultlines and performance. The hypothesized relationships received empirical support in this experimental study using data from 396 participants nested in 99 groups. Specifically, we found that the positive effect of gender faultlines on intragroup power struggles was significant under inequity and equity conditions, but non-significant under equality condition. Further, the negative relationship between gender faultlines and performance was strengthened in the presence of inequity and equity conditions. Inequity condition resulted in the highest level of power struggles and lowest level of perceived and objective performances. Equity condition led to medium levels of power struggles and perceived performance but the highest level of objective performance. With equality condition, what ensued was the lowest level of power struggles, highest level of perceived performance, and medium level of objective performance. Managerial implications along with areas for future research are discussed.