We examined the relationships between the Five-Factor Model (FFM) of personality traits and three forms of organizational commitment (affective, normative, and continuance commitment) and their variability across individualistic and collectivistic cultures. Meta-analytic results based on 55 independent samples from 50 studies (N = 18,262) revealed that (a) all FFM traits had positive relationships with affective commitment; (b) all FFM traits had positive relationships with normative commitment; and (c) Emotional Stability, Extraversion, and Openness to Experience had negative relationships with continuance commitment. In particular, Agreeableness was found to be the trait most strongly related to both affective and normative commitment. The results also showed that Agreeableness had stronger relationships with affective and normative commitment in collectivistic cultures than in individualistic cultures. We provide theoretical and practical implications of these findings for personality, job attitudes, and employee selection and retention.

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Leadership development research has largely drawn on experiential and enactive learning theories to explore the positive effects of developmental challenge on leaders. In contrast, we examined potential positive and negative effects of developmental challenge (i.e., challenging job assignments) on leader behavior through an alternative theoretical lens--transactional stress theory. We predicted, on one hand, that developmental challenge may be associated with higher leader engagement and transformational leadership behavior; however, developmental challenge also has the potential to be associated with higher leader emotional exhaustion and laissez-faire leadership behavior. We further proposed that leadership self-efficacy (LSE) moderates these potential effects of developmental challenge and helps explain why leaders react either positively or negatively to developmental challenge. We tested our hypotheses in a sample of 153 leaders and 631 direct reports at a Fortune 500 company. Findings supported positive relationships among developmental challenge, leader engagement, and transformational leadership. However, we also found support for significant relationships among developmental challenge, emotional exhaustion, and laissez-faire leadership. Additionally, leaders lower in LSE were more likely to encounter the negative effects of developmental challenge by experiencing increased emotional exhaustion and displaying laissez-faire leadership behaviors. Our study contributes to theory and practice by elucidating a "dark side" of developmental challenge, identifying LSE as a moderator of the negative effects of developmental challenge, identifying antecedents of transformational and laissez-faire leadership behaviors, and investigating demands and stress in leadership roles.

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Purpose The purpose of this paper is to explore the dual effects of task conflict on team creativity and the role of team-focused transformational leadership (TFL) as a key contingency in the task conflict–team creativity relationship. Design/methodology/approach Data were collected from 325 teams across ten large companies in South Korea. The study tested the hypothesized moderated mediation model using an SPSS macro (PROCESS, Hayes, 2008). Findings Results showed that task conflict is directly and positively related to team creativity and is negatively and indirectly related to team creativity via relationship conflict. Furthermore, the study found that team-focused TFL moderates all paths through which task conflict affects team creativity. Specifically, team-focused TFL enhances the positive direct effect of task conflict and alleviates the negative indirect effects of task conflict on team creativity. Research limitations/implications Although this study could not test the causal chains of the proposed relationships owing to a cross-sectional nature of data, the present research provides theoretical implications for the conflict, leadership and team creativity literatures. The study highlights the role of transformational leadership in the process through which team conflict is managed so as to increase team creativity. Practical implications To capitalize on the creativity-related benefits associated with task conflict, managers will need to pay attention to the role they can play and their leadership that emphasizes collective goals and identity. Managers and team leaders are also expected to intervene in conflict situations to minimize the harmful effect of task conflict that may take place owing to the association between task conflict and relationship conflict. Social implications The findings will have implications for any social contexts where people work together toward common goals. In such contexts, the study emphasizes the role of leadership in teams to use the creative potential associated with different opinions and values regarding what and how work to be completed. Originality/value The study’s examination of the dual paths through which task conflict affects team creativity brings insights into why the impact of task conflict on team creativity has been inconsistent or unclear in past research. This paper also articulates a leader’s role in teams in relation to managing team conflict to increase team creativity.