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We propose a model of vision communication that emphasizes the mediating role of follower collective possible selves—that is, self-conception in terms of what the collective (team, organization) which one is a member of may become in the future that can be held by individuals but can also be shared by multiple individuals. Our model is the first to provide an integrative account of how vision communication may stimulate the pursuit of the vision by individuals and collectives, and it complements and extends prior research in three important ways. First, in contrast to an earlier emphasis on the role of individual perceptions of the current self, our model puts perceptions of the future self at the forefront. It captures how vision communication can invite social sharedness of these perceptions, thus doing justice to visions’ nature as images of a future for the collective. Second, in contrast to earlier work on vision communication focusing on general indicators of leadership effectiveness, our model puts what is arguably the most important outcome for vision communication center stage: vision pursuit, the followers’ actions aimed at making the vision reality. We argue that the creation of collective possible selves by followers is crucial for vision communication because collective possible selves explain how vision communication relates to vision pursuit. Third, our model also addresses aspects of vision communication that may facilitate the processes through which visions become internalized as possible selves, and it captures the processes through which such possible selves become shared among members of a collective and lead to collective vision pursuit.

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It is generally argued that leader visions motivate followers by focusing on reaching desirable end-states. However, it has also been suggested that visions may motivate followers by focusing on avoiding undesirable situations. In this paper we investigate the effects of appeals that focus on preventing an undesirable situation (i.e., prevention-appeals) as well as appeals that focus on promoting a desirable situation (i.e., promotion-appeals). We argue that the effectiveness of promotion-and prevention-appeals is contingent on follower regulatory focus.In two experiments we show that prevention-appeals lead to better performance than promotion-appeals for more prevention-focused followers, while the reverse is true for more promotion-focused followers. We find this pattern for a dispositional measure of follower regulatory focus (Study 1) as well as for a manipulation of follower regulatory focus (Study 2).

a b s t r a c t a r t i c l e i n f oPrevious work has focused on the potential maladaptive consequences of the Dark Triad personality traits (i.e., Machiavellianism, psychopathy, and narcissism) in organizational contexts. This research builds upon this work, examining the influence of supervisor position power on the relationship between supervisor Dark Triad traits and abusive supervision in teams. Regression analysis on the data of 225 teams revealed that supervisor Machiavellianism is positively related to abusive supervision in work teams, but only when supervisors perceive their position power to be high rather than low. We discuss how power may function as an amplifier, bringing behavioral consequences of predispositions, emotions and beliefs to the forefront. We also focus on the value of differentiating between the three Dark Triad traits in order to more fully understand how they may relate to the abuse of employees.

In the current research we use the social identity perspective to enhance our understanding of group affect (i.e. a collectively shared pattern of affective states among group members). Because higher identification (i.e. the extent to which group members define themselves in terms of their group membership) is related to higher attentiveness to fellow group members, we expected that group identification would foster affective convergence, and that the effects of group affective tone on team effectiveness would be stronger for higher identifying groups. A survey of teams (n=71 teams) confirmed our expectations. A scenario experiment (n=121 participants) added to our findings by showing that identification does indeed lead group members to affectively converge to their fellow group members and that this affective convergence, in turn, explains subsequent team‐oriented attitudes. Our study testifies to the notion that team managers may want to take notice of and manage affect in work groups, because, especially in higher identifying teams, affect may spread among team members and influence the team's effectiveness.

a b s t r a c tOrganizational researchers have focused on the potential benefits of the Dark Triad personality traits (i.e., psychopathy, Machiavellianism, and narcissism) in organizational contexts. The current research builds on this research, examining the link between employee and supervisor Dark Triad traits and perceived employee innovative behavior (idea generation, idea promotion, and idea implementation) on the workfloor. Regression analysis on the data of 306 pairs of employees and their supervisors revealed that employee Machiavellianism was negatively related and employee psychopathy was not related to supervisor ratings of employee innovative behavior. In addition, a positive relationship between employee narcissism and supervisor ratings of employee innovative behavior emerged. However, this effect was weakened by supervisor narcissism: only when supervisors themselves were low on narcissism did employee narcissism foster positive perceptions of employee innovative behavior (specifically idea promotion). We discuss the value of differentiating between the three Dark Triad traits and the subscales of innovative behavior in order to more fully understand supervisors' assessments of their employees.

a b s t r a c tIn this research we investigated the role played by leader power in determining leader self-serving behavior. Based on an integration of insights from research on the determinants of leader behavior and the powerapproach theory, we hypothesized that with higher leader power leader self-serving behavior is determined more by internal states like effective leadership beliefs and less by external cues like performance information. We found support for this prediction across two experiments and one organizational survey assessing leader behavior along a self-serving-group-serving continuum. Overall, these results suggest that whether leaders benefit the collective or act self-servingly is not a function of their power per se but rather that leader power determines the extent to which internal belief states or external cues influence leader selfversus group-serving behavior.