Drawing on resource drain theory, we introduce self-regulatory resource (ego) depletion stemming from family-to-work conflict (FWC) as an alternative theoretical perspective on why supervisors behave abusively toward subordinates. Our two-study examination of a cross-domain antecedent of abusive supervision stands in contrast to prior research, which has focused primarily on work-related factors that influence abusive supervision. Further, our investigation shows how ego depletion is proximally related to abusive supervision. In the first study, conducted at a Fortune 500 company and designed as a lagged survey study, we found that after controlling for alternative theoretical mechanisms, supervisors who experience FWC display more abusive behaviors toward subordinates, and that this relationship was stronger for female supervisors and for supervisors who operate in environments with greater situation-control. These results were then replicated and expanded in an experience sampling study using a multi-organization sample of supervisors. This allowed us to study the FWC-abusive supervision relationship as it emerges on a day-to-day basis and to examine ego depletion as an explanatory mechanism. Consistent with our hypotheses, we found that FWC is associated with abusive supervision, ego depletion acts as a mediator of the FWC-abusive supervision relationship, and that gender and situationcontrol serve as moderators. AbstractDrawing on resource drain theory, we introduce self-regulatory resource (ego) depletion stemming from family-to-work conflict (FWC) as an alternative theoretical perspective on why supervisors behave abusively toward subordinates. Our two-study examination of a cross-domain antecedent of abusive supervision stands in contrast to prior research, which has focused primarily on work-related factors that influence abusive supervision. Further, our investigation shows how ego depletion is proximally related to abusive supervision. In the first study, conducted at a Fortune 500 company and designed as a lagged survey study, we found that after controlling for alternative theoretical mechanisms, supervisors who experience FWC display more abusive behaviors toward subordinates, and that this relationship was stronger for female supervisors and for supervisors who operate in environments with greater situation-control.These results were then replicated and expanded in an experience sampling study using a multiorganization sample of supervisors. This allowed us to study the FWC-abusive supervision relationship as it emerges on a day-to-day basis and to examine ego depletion as an explanatory mechanism. Consistent with our hypotheses, we found that FWC is associated with abusive supervision, ego depletion acts as a mediator of the FWC-abusive supervision relationship, and that gender and situation-control serve as moderators.
A multitude of studies in the management literature are focusing on within-person phenomena. The study of such phenomena offers great promise as within-person research facilitates the capacity to enhance temporal precision, show change over time, and reveal the kinds of novel insights that are not possible if relying solely on a traditional between-person perspective. Drawing on the features of within-person research that comprise its unique value proposition, we conduct a quantitative and narrative review of within-person studies to ascertain the degree to which these studies are maximizing the contribution and impact that they can make to the field of management. We pose three research questions that we present as a holistic framework for assessing the contributions of within-person research. To answer our questions, we synthesize across studies and analyze variability data, correlational data, and researchers’ hypothesizing to show (a) the degree to which hypotheses in within-person studies incorporate temporality; (b) the differential within-person fluctuation and variability that exists based on construct, theoretical, and measurement-related factors; and (c) the degree to which within-person relationships are different from equivalent between-person relationships. While our data and conclusions offer insight into the contributions being made by the within-person literature at large, we also propose that our framework can be used at the individual study level of analysis to help optimize the contributions made in future within-person research.
We conducted a field survey of leaders and their followers to examine factors that moderate the relationship between employee proactive personality and proactive behaviour. As hypothesized, random coefficient modelling analysis showed that two situational factors – transformational leadership and a climate of innovation and flexibility – moderated the relationship between employee proactive personality and proactive behaviour. Conceptually, we draw from situational strength theory to predict the pattern of these interactions. Our findings indicated that organizations desiring proactive employee behaviour would be well advised to take one of three courses of action: select employees with proactive personality who will generally behave proactively regardless of the situation; develop transformational leaders who will motivate, inspire, and support proactive employee behaviour; or cultivate a climate of innovation and flexibility which will create a strong situation that fosters proactivity regardless of employee individual differences. Practitioner points The modern workplace often demands that employees behave proactively, and our research shows that there are multiple strategies organizations can implement to facilitate employee proactive behaviour. In particular, our study reveals three ways for organizations to facilitate proactive employee behaviour: (1) recruit and select employees who are high in proactive personality, who will be more apt to naturally engage in proactive behaviour; (2) hire or train leaders to be transformational since transformational leaders will bring about proactive employee behaviour; or (3) create a climate that rewards innovation and flexibility as such a climate will encourage proactive employee behaviour.
Team tenure is a key component of models of team effectiveness. However, the nature of the relationship between team tenure and team performance is unclear due to underdeveloped theory on the nature of team tenure, various unintegrated theoretical conceptualizations of team tenure, and mixed empirical findings. Further, there is a lack of theory as to the intervening team processes and emergent states that account for the “black box” of the team tenure–team performance relationship. Accordingly, we conducted meta‐analyses of the relationships of team tenure with team processes and performance. Our results, based on 622 effect sizes reported in 169 studies, show that team tenure, conceptualized as additive team tenure, collective team tenure, and team tenure dispersion, is positively related to team performance. Relative weights analysis found additive team tenure to be a relatively more important predictor of team performance than collective team tenure or team tenure dispersion. We found that team cognition, motivational‐affective states, and behavioral processes mediate the relationships of additive team tenure, collective team tenure, and team tenure dispersion with team performance, respectively. We discuss the implications of these findings for research and practice.
Drawing on the group-norms theory of organizational citizenship behaviors and person-environment fit theory, we introduce and test a multilevel model of the effects of additive and dispersion composition models of team members' personality characteristics on group norms and individual helping behaviors. Our model was tested using regression and random coefficients modeling on 102 research and development teams. Results indicated that high mean levels of extraversion are positively related to individual helping behaviors through the mediating effect of cooperative group norms. Further, low variance on agreeableness (supplementary fit) and high variance on extraversion (complementary fit) promote the enactment of individual helping behaviors, but only the effects of extraversion were mediated by cooperative group norms. Implications of these findings for theories of helping behaviors in teams are discussed.
scite is a Brooklyn-based organization that helps researchers better discover and understand research articles through Smart Citations–citations that display the context of the citation and describe whether the article provides supporting or contrasting evidence. scite is used by students and researchers from around the world and is funded in part by the National Science Foundation and the National Institute on Drug Abuse of the National Institutes of Health.
hi@scite.ai
10624 S. Eastern Ave., Ste. A-614
Henderson, NV 89052, USA
Copyright © 2024 scite LLC. All rights reserved.
Made with 💙 for researchers
Part of the Research Solutions Family.