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Leaders' emotional intelligence (EI) abilities are important in shaping subordinates' work outcomes yet the research base testing this conjecture is limited. Research on the topic mostly adopted a traits approach of EI and did not consider different effects leaders' EI abilities can have for follower work outcomes. The present study tested whether and how leaders' three key EI abilities (emotion perception accuracy, emotion understanding and management) were associated with subordinates' emotional and attitudinal outcomes at work. Results from multilevel random coefficient models analyses found that leaders' EI abilities had unique and differential relationships with subordinates' work outcomes. Supervisors' emotion perception accuracy and emotion management were positively related to followers' job satisfaction, positive affect and perceived group cohesion; supervisors' emotion perception accuracy was negatively related to subordinates' stress and emotional burnout and supervisors' emotion management was negatively related to subordinates' negative affect, stress, and burnout. However, supervisors' understanding of emotion was negatively related to followers' positive affect and perceived group cohesion and was positively related to subordinates' stress. The findings highlight the positive and negative effects leaders' EI abilities can have on followers' emotion and attitudes at work and support a social interactionist perspective of emotion abilities in leader-follower interaction.

Purpose: Significant academic focus has been placed on family-supportive supervisor behaviour (FSSB), yet findings remain inconsistent, challenging field advancement. This study aims to conduct a comprehensive meta-analysis of FSSB and its outcomes.Design/methodology/approach: Using Hunter-Schmidt random-effect meta-analysis, we examined 17 FSSB outcomes based on 158 correlations from 70 independent studies (N = 37 086).Findings/results: The FSSB positively correlated with family-work enrichment (ρ = 0.34), job satisfaction (ρ = 0.46), leader-member exchange (ρ = 0.69), organisational citizenship behaviour (ρ = 0.15), organisational commitment (ρ = 0.43), perceived health (ρ = 0.15), prosocial motivation (ρ = 0.21), satisfaction with work-family balance (ρ = 0.39), task performance (ρ = 0.23), work engagement (ρ = 0.44), and work-family enrichment (ρ = 0.45). Conversely, FSSB negatively correlated with burnout (ρ = 0.33), family-work conflict (ρ = 0.14), turnover intention (ρ = 0.35), and work-family conflict (ρ = 0.30). Gender and research design moderated several relationships.Practical implications: Promoting FSSB in organisations can enhance work-family balance and job outcomes, particularly relevant in the remote work era. Training leaders in FSSB may significantly improve employee well-being, performance, and organisational success.Originality/value: This study addresses the inconsistencies in the existing FSSB literature. It comprehensively delineates the true score correlations between FSSB and its 17 varied outcomes, highlighting several moderating variables that influence this relationship.

A growing body of research suggests that follower perceptions of ethical leadership are associated with beneficial follower outcomes. However, some empirical researchers have found contradictory results. In this study, we use social learning and social exchange theories to test the relationship between ethical leadership and follower work outcomes. Our results suggest that ethical leadership is related positively to numerous follower outcomes such as perceptions of leader interactional fairness and follower ethical behavior. Furthermore, we explore how ethical leadership relates to and is different from other leadership styles such as transformational and transactional leadership. Results suggest that ethical leadership is positively associated with transformational leadership and the contingent reward dimension of transactional leadership. With respect to the moderators, our results show mixed evidence for publication bias. Finally, geographical locations of study samples moderated some of the relationships between ethical leadership and follower outcomes, and employee samples from public sector organizations showed stronger mean corrected correlations for ethical leadershipfollower outcome relationships.

The concept of psychological capital (PsyCap) has attracted a great deal of interest from both academics and practitioners and has been linked to employee attitudes, behavior and performance at different levels of analysis. Yet, the nature of the concept, its measurement, the factors that influence its development, and when and how it influences individual-level, team-level and organizational-level outcomes are the subject of continued debate in the literature. This article offers a detailed and focused review of the existing literature on PsyCap, with the aim of developing an agenda for future research. In particular, we call for researchers to pay greater attention to possible multi-level applications of PsyCap research, examine the underlying mechanisms by which PsyCap influences individual-level, team-level and organizational-level outcomes, and identify possible factors that may moderate the relationship between PsyCap and its outcomes. In doing this, we provide a roadmap for scholars to progress the development of the field.

Deciding whether to disclose a disability to others at work is complex. Many chronic mental and physical health conditions are associated with episodic disability and include times of relative wellness punctuated by intermittent periods of activity limitations. This research draws on the disclosure processes model to examine approach and avoidance disclosure and non-disclosure goals and their association with perceived positive and negative workplace outcomes. Participants were 896 employed individuals (57.7% women) living with a chronic physical or mental health/cognitive condition. They were recruited from an existing national panel and completed an online, cross-sectional survey. Participants were asked about disclosure decisions, reasons for disclosure/non-disclosure, demographic, work context and perceived positive and negative disclosure decision outcomes (e.g., support, stress, lost opportunities). About half the sample (51.2%) had disclosed a disability to their supervisor. Decisions included both approach and avoidance goals. Approach goals (e.g., desire support, want to build trust, maintain the status quo at work) were significantly associated with perceived positive work outcomes regardless of whether a participant disclosed or did not disclose a disability at work, while avoidance goals (e.g., concerns about losing one’s job, feeling forced to disclose because others notice a problem) were associated with perceived negative work outcomes. The findings highlight benefits and challenges that workers perceive arise when they choose to disclose or not disclose personal health information. By better understanding disclosure decisions, we can inform organizational health privacy and support gaps to help sustain the employment of people living with disabilities.

Purpose This paper aims to explore the extent to which Covid-19 has challenged work habits and outcomes. The authors argue that after the lockdown period workers have been experiencing a new work mode called “Covid-working”. The aim is to provide a first interpretation of this phaenomenon and elaborate on future real estate strategies and workplace policies based on this experience. Design/methodology/approach Using survey data, this research analyses Covid-working in a large-sized company in Italy. The survey was answered by 90 employees and addresses three domains: locations of work; a comparison between work-from-home (WFH) and work from the office; and outcomes of Covid-working vs office-working. Findings With Covid-working, the workers of the case company drastically changed their traditional work from the office approach to pure WFH. While this abrupt switch might generate difficulties in adaptation, this working practice was generally appreciated by this company’s workers. Positive and negative outcomes of Covid-working confirm previous studies on remote working. Recommendations on multi-location of work, new value for the headquarters and diversity empowerment open up avenues for future real estate strategies. Originality/value Observations on Covid-working are still limited and mainly appear on grey literature, due to the newness of this phaenomenon. Empirical studies such as the proposed one can increase companies’ awareness of the positive and negative outcomes of this experience and support their future workplace strategies.

Purpose This cross-cultural study with employee–supervisor dyads in Russia and China examines links between harmonious and obsessive work passion and four job- and organization-focused outcomes (job satisfaction, intentions to quit, job performance, and organizational citizenship behaviors) and two career-focused outcomes (career satisfaction and occupational commitment). Design/Methodology/Approach Data were collected from employee–supervisor dyads in Russia (N = 223) and China (N = 193). We undertook a series of hierarchical regressions to examine the hypothesized relationships. Findings We found considerable support for the harmonious passion–work outcome relationships and less support for the obsessive passion–work outcome relationships. In both Russia and China, harmonious passion predicted all six hypothesized outcomes. However, obsessive work passion predicted job satisfaction and occupational commitment in Russia, but was unrelated to any of the hypothesized outcomes in China. We also identified several culture-specific work passion–outcome relationships. Implications Our research extends the duality of the work passion construct to non-Western cultures. The examination of a variety of work passion outcomes provides a finer-grained approach to how two types of passion uniquely link to different work consequences. Several culture-specific findings refute the traditionally held assumption that harmonious passion relates to solely positive outcomes, whereas obsessive passion relates to solely negative outcomes. Collectively, the results augment the nomological framework of the passion construct. The study informs managerial practices by suggesting when work passion needs to be encouraged or tamed. Originality/Value This is the first study that examines a variety of job-, organization-, and career-focused outcomes of work passion in non-Western organizations.

PurposeThe purpose of this paper is to investigate the effects of “feeling trusted asymmetry” on work group performance and individual outcomes. The author adopts the term “feeling trusted asymmetry” to differentiate the subject from studies of trust asymmetry that consider differences in (mutual) ratings of trust between members of a dyad.Design/methodology/approachThe author tested this effectiveness with data from a sample of 293 subordinate–supervisor dyads in 63 work groups from the People’s Republic of China.FindingsResults of multilevel analysis reveal that group feeling trusted asymmetry (the degree to which subordinates differ in perceptions of the level of trust from their immediate manager in their group) lowers group performance. Furthermore, individual feeling trusted asymmetry (a subordinate perceiving more or less trust from their immediate manager than other subordinates in the group) affects employees’ workplace satisfaction, but not individual performance and creativity.Originality/valueThese findings have important practical implications, as they provide companies with a feasible way to manage employee’s relations based on their perception of trust from the direct supervisor.

Little is known empirically about the role of supervisor listening and the emotional conditions that listening facilitates. Having the opportunity to speak is only one part of the communication process between employees and supervisors. Employees also react to whether they perceive the supervisor as actively listening. In two studies, this paper examines three important outcomes of employee perceptions of supervisor listening (emotional exhaustion, turnover intentions and organizational citizenship behavior directed toward the organization). Furthermore, positive and negative affect are investigated as distinct mediating mechanisms. Results from Study 1 revealed that employee perceptions of supervisor listening reflected supervisors' self-ratings of how they listen to their employees and these perceptions were associated with the three work outcomes. Study 2 replicated the findings in a larger sample and found evidence for two explanatory mechanisms. Positive affect mediated the effects of perceived supervisor listening on organizational citizenship behavior and turnover intention, whereas negative affect mediated listening effects on emotional exhaustion and turnover intention. Implications for organizational research and managerial practice concerning workforce sustainability are discussed.

Drawing from a total rewards perspective, we introduce three work outcomes (namely, extrinsic, social, and intrinsic) as determinants of person–organization (PO) and person–job (PJ) fit perceptions of new IT employees. Gender is proposed as a moderator of the relationships between valuations of different work outcomes and fit perceptions. We found support for our model in three separate studies. In each of the studies, we gathered data about the work outcomes and fit perceptions of IT workers. The studies were designed to complement each other in terms of cross-temporal validity (studies were conducted at difference points in time over 10 years, in periods of differing economic stability), and in terms of prior work experience (entry-level workers in studies 1 and 2, and those with prior work experience starting new jobs in study 3). All three studies also included data both pre- and post-organizational entry in order to further validate the robustness of the model. The studies largely supported our hypotheses that (1) the effect of extrinsic outcomes on PO fit was moderated by gender, such that it was more important to men in determining their PO fit perceptions; (2) the effects of social outcomes on both PO fit and PJ fit was moderated by gender, such that it was more important to women in determining their fit perceptions; and (3) intrinsic outcomes influenced perceptions of PJ fit for both men and women. We discuss implications for research and practice.