In order to account for wide variation in the relationship between leader-member exchange and employees' affective organizational commitment, we propose a concept termed supervisor's organizational embodiment (SOE), which involves the extent to which employees identify their supervisor with the organization. With samples of 251 social service employees in the United States (Study 1) and 346 employees in multiple Portuguese organizations (Study 2), we found that as SOE increased, the association between leader-member exchange and affective organizational commitment became greater. This interaction carried through to in-role and extra-role performance. With regard to antecedents, we found in Study 1 that supervisor's self-reported identification with the organization increased supervisor's expression of positive statements about the organization, which in turn increased subordinates' SOE.

SummaryWe present three studies providing an increased understanding of the interdependence between perceived organizational support (POS) and leader–member exchange (LMX). Using employees from a social service agency and new hires from a variety of organizations, we report evidence for a relational chain leading from supervisors' perceptions of support by the organization (supervisor POS) to the formation of high‐quality LMX relationships with their subordinates (first link), who interpret high‐quality LMX as support from the organization (subordinate POS, second link) and, ultimately, repay the organization with increased dedication and effort (examined here in terms of reduced withdrawal behavior). The relationship between supervisor POS and LMX with subordinates was strongly moderated by supervisor fear of exploitation in exchange relationships (reciprocation wariness), holding only for supervisors with low reciprocation wariness. Consistent with the view that employees perceive the organization as partly responsible for treatment received from supervisors, LMX was found to be more strongly related to POS when employees highly identified their supervisors with the organization (supervisor's organizational embodiment), and this interaction extended to reduced withdrawal behavior. Copyright © 2013 John Wiley & Sons, Ltd.

Several personality models are known for being replicable across cultures, such as the Five-Factor Model\ud (FFM) or Eysenck’s Psychoticism–Extraversion–Neuroticism (PEN) model, and are for this reason considered universal.\ud The aim of the current study was to evaluate the cross-cultural replicability of the recently revised Alternative FFM\ud (AFFM). A total of 15 048 participants from 23 cultures completed the Zuckerman–Kuhlman–Aluja Personality Questionnaire\ud (ZKA-PQ) aimed at assessing personality according to this revised AFFM. Internal consistencies, gender differences\ud and correlations with age were similar across cultures for all five factors and facet scales. The AFFM structure was very\ud similar across samples and can be considered as highly replicable with total congruence coefficients ranging from .94 to\ud .99. Measurement invariance across cultures was assessed using multi-group confirmatory factor analyses, and each\ud higher-order personality factor did reach configural and metric invariance. Scalar invariance was never reached, which\ud implies that culture-specific norms should be considered. The underlying structure of the ZKA-PQ replicates well across\ud cultures, suggesting that this questionnaire can be used in a large diversity of cultures and that the AFFM might be as\ud universal as the FFM or the PEN model. This suggests that more research is needed to identify and define an integrative\ud framework underlying these personality models

Humans are social animals, but not everyone will be mindful of others to the same extent. Individual differences have been found, but would social mindfulness also be shaped by one’s location in the world? Expecting cross-national differences to exist, we examined if and how social mindfulness differs across countries. At little to no material cost, social mindfulness typically entails small acts of attention or kindness. Even though fairly common, such low-cost cooperation has received little empirical attention. Measuring social mindfulness across 31 samples from industrialized countries and regions (n = 8,354), we found considerable variation. Among selected country-level variables, greater social mindfulness was most strongly associated with countries’ better general performance on environmental protection. Together, our findings contribute to the literature on prosociality by targeting the kind of everyday cooperation that is more focused on communicating benevolence than on providing material benefits.

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