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"Johnson, Russell E."
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Empirical analysis of shared leadership promotion and team creativity
Promoting shared leadership in teams and enhancing team creativity is aided by complementarity between leader and team member characteristics. We integrate insights from social learning theory and dominance complementarity perspective with the team leadership and creativity literature to explore the facilitating role of formal participative leadership for enhancing team creativity indirectly by promoting shared leadership. The relationships among formal participative leadership, shared leadership, and team creativity are bounded by team voice behavior and team creative efficacy. To test our theoretical model, we collected multisource and multiwave survey data from 382 members of 73 teams. Results revealed a significant positive relationship of participative leadership with shared leadership in teams, which in turn was positively associated with team creativity. Team voice behavior and team creative efficacy moderated these relationships, respectively, by strengthening the positive relationships. We discuss the theoretical contributions, practical implications, and future directions of our findings.
Journal Article
Shared leadership
The traditional “great man” approaches to leadership emphasize qualities of individual leaders for leadership success. In contrast, a rapidly growing body of research has started to examine shared leadership, which is broadly defined as an emergent team phenomenon whereby leadership roles and influence are distributed among team members. Despite the progress, however, the extant literature on shared leadership has been fragmented with a variety of conceptualizations and operationalizations. This has resulted in little consensus regarding a suitable overarching theoretical framework and has undermined developing knowledge in this research domain. To redress these problems, we provide a comprehensive review of the growing literature of shared leadership by (a) clarifying the definition of shared leadership; (b) conceptually disentangling shared leadership from other theoretically overlapping constructs; (c) addressing measurement issues; and (d) developing an integrative framework of the antecedents, proximal and distal consequences, and boundary conditions of shared leadership. We end our review by highlighting several new avenues for future research.
Journal Article
Changing the focus of locus (of control)
Locus of control—a fundamental individual difference variable that reflects individuals' beliefs about the degree of control they have over events in their lives—has been formally studied for more than 50 years. Early scholarship demonstrated that locus of control was a key predictor of various work-related outcomes, ranging from job attitudes and affect to motivation and behavior. Despite this evidence, the majority of contemporary organizational research has moved away from examining locus of control as an independent construct. Instead, locus of control is now commonly examined as a component of core self-evaluation. However, recent research suggests that locus of control is in fact an independent, distinct concept and that core self-evaluation research should continue without incorporating locus of control in future work. This presents an opportunity to theoretically review locus of control as a distinct construct and explicate its salient characteristics. Accordingly, this review aims to further clarify the construct of locus of control, provide a foundation upon which research may build, and elucidate fruitful avenues for future research.
Journal Article
Getting to the core of core self-evaluation: a review and recommendations
The theory of core self-evaluation (CSE) has provided organizational scholars with a framework for describing disposition-based effects on work attitudes and behaviors. Although the CSE construct has been useful for predicting various phenomena, there are potential weaknesses concerning how it is conceptualized and used. We review limitations regarding CSE theory, its measurement, and specific traits, and provide recommendations for addressing them. Key recommendations include strengthening the theory underlying CSE, specifying CSE as an aggregate construct with causal indicators, representing CSE as a multidimensional construct rather than a scale score, and incorporating a trait that reflects approach motivation. Theoretical and empirical evidence that relate to our recommendations are presented.
Journal Article
The Joint Fluctuations of LMX and Relative LMX Predict Follower Work Effort: A Dual-Dynamic Perspective
The extant leader-member exchange (LMX) literature holds that LMX and LMX differentiation have various consequences on the focal employees’ work-related outcomes. Since the levels of LMX might change as a result of exchanges in work interactions, scholars recently have raised the importance of adopting a more dynamic view in this literature. With the present research, we aim to examine the relationship between the change of LMX, the change of relative LMX (RLMX), and work-related effort. In particular, we focus on the concurrent effects of LMX-and-RLMX changes on the focal employees’ work-related efforts. Drawing on self-regulation theories, we propose that LMX trajectories and RLMX trajectories serve as two independent feedback loop forms regarding the attainability of achieving favorable LMX within teams, which jointly affect the focal employee work efforts. We collected multi-wave and multisource data from 328 employees in 42 workgroups and archival records from an insurance call center. The results indicated that negative LMX change was correlated with higher effort (i.e., the number of calls). Moreover, polynomial regression and response surface analyses revealed a positive relationship between follower LMX–RLMX change incompatibility and work effort. Our dual-dynamic model indicates the importance of considering concurrent changes in both LMX and RLMX to understand better the dynamic processes and outcomes of LMX in work teams.
Journal Article
The indirect relations of workplace incivility with emotional exhaustion and supportive behaviors via self-blame
Drawing from the social cognitive theory of self-regulation, we develop a model linking experienced incivility to emotional exhaustion and supportive behaviors via self-blame, with observed incivility experienced by coworkers as a first-stage moderator and trait emotional control as a second-stage moderator. We contend that employees will experience self-blame if they perceive themselves to be distinct targets of incivility (i.e., observed incivility experienced by others is low). Self-blame can potentially trigger prosocial responses for improving the situation, but self-blaming targets rarely respond in a prosocial manner because rational attempts to do so are thwarted by deleterious negative emotions accompanying self-blame. We argue that trait emotional control provides resources for managing these negative emotions to unleash a bright side of self-blame, such that the relation of self-blame with prosocial responses (i.e., being supportive to coworkers) will be more positive and the relation of self-blame with emotional exhaustion will be less positive for individuals with high (vs. low) trait emotional control. Multiwave data collected from a sample of 220 police officers largely support our hypotheses, indicating that the indirect relation of experienced incivility with supportive behaviors via self-blame is strongest at lower levels of observed incivility and higher levels of emotional control.
Journal Article
\I\ is to continuance as \We\ is to affective: the relevance of the self-concept for organizational commitment
The goal of the present study was to examine the intersection of employees' self-concept, a pivotal self-regulatory mechanism, with their organizational commitment. We supported our hypothesis that unique associations exist between affective commitment and collective self-concept, due to their shared group-oriented focus and internalization of collective goals and norms. Furthermore, we observed unique associations between continuance commitment and individual self-concept, likely owing to a shared emphasis on preserving personal investments and avoiding adverse outcomes. We also show that self-concept moderates relationships between commitment and organizational citizenship behaviors (OCBs), such that affective (continuance) commitment-OCB relationships were stronger for employees with high collective (individual) self-concept levels.
Journal Article
Perceptions of Organizational Politics and Employee Citizenship Behaviors: Conscientiousness and Self-monitoring as Moderators
Purpose The purpose of the study was to examine the joint moderating effects of employees' conscientiousness and self-monitoring on the relationship between perceptions of organizational politics and organizational citizenship behaviors. Design/Methodology/Approach Data were collected from 139 subordinate-supervisor dyads through networks of business contacts and university alums of a university in the Midwest US. Findings We found a significant three-way interaction between perceived politics, conscientiousness, and self-monitoring in predicting citizenship behaviors. High self-monitoring alleviated the negative effects of politics perceptions on the OCB of highly conscientious employees. Conversely, perceived politics was negatively related to the OCB of employees who reported having either low self-monitoring and high conscientiousness or high self-monitoring and low conscientiousness. Implications Our results advance the theoretical understanding of the relationship between perceptions of organizational politics and citizenship behaviors by integrating the occupational stress perspective with social exchange theory within the socio-analytic framework. Evidence suggests that employees with certain combinations of traits (e.g., low self-monitoring and high conscientiousness or high self-monitoring and low conscientiousness) were particularly susceptible to the negative effects of perceived politics. This knowledge may help practitioners identify training needs or motivational strategies to help alleviate the negative effects of perceived politics on employee citizenship behaviors. Originality/Value This study is one of the few that took a holistic person-oriented approach when examining the moderating effects of individual traits on the linkages between perceived politics and citizenship behaviors. In addition, we utilized supervisor ratings of citizenship behaviors to overcome concerns associated with common source bias.
Journal Article
The Multidimensional Nature of Continuance Commitment: Commitment Owing to Economic Exchanges Versus Lack of Employment Alternatives
Purpose The purpose of this investigation was to develop a multidimensional measure of continuance organizational commitment, specifying dimensions for continuance commitment based on the perception of beneficial economic exchanges versus the perception of low job alternatives. Design/Methodology/Approach Three studies, which surveyed employees from various organizations, were conducted in order to find support for our conceptualization. Study 1 involved the development of new survey measures. Study 2 examined the ability of two dimensions of continuance commitment to predict related job perceptions, while Study 3 examined the ability of our scales to predict supervisor-reported performance. Findings We generally found that continuance commitment based on economic exchanges was related favorably to work phenomena, such as task performance and citizenship behaviors, while continuance commitment based on low job alternatives was related unfavorably. Importantly, the two dimensions predicted outcomes incremental to affective and normative commitment. Implications Our findings suggest both a positive and negative side to continuance commitment. Therefore, continuance commitment based on economic exchanges should be fostered, while continuance commitment based on low job alternatives should be minimized. Organizations may be able to leverage these results by increasing employee awareness of the benefits available to them and by providing support to employees who feel trapped in the organization. Originality/Value Our study provides a new way of conceptualizing the dimensions of continuance commitment and highlights the practical benefit of doing so. When conceptualized as such, it is clear that continuance commitment aids in the prediction of organizational phenomena incremental to affective and normative commitment.
Journal Article