In a leaderless autonomous work team context, if people have a high motivation to lead (MTL) others and actively engage in leadership behaviors, these motivations and behaviors would distinguish them from other group members, leading them to be recognized as leaders of their groups.
Therefore, MTL is an important determinant of leadership emergence in autonomous work teams. With a sample of 136 participants in a leadership development program, I examined the relationship between individual differences in internal (i.e., need for cognitive closure [NFC]) and external factors
(i.e., seniority, culture) and MTL in the autonomous work team environment. The data showed that high NFC individuals had high noncalculative and social-normative MTL and, thus, were more likely to become leaders in their work teams. There was also a significant interaction between culture
and gender in regard to social-normative MTL. Seniority was not an influential predictor for social-normative MTL.
Many previous researchers of conformity have found that people from collectivist cultures have stronger conformity tendencies than those from individualistic cultures. However, as most of these researchers focused on only 1 type of conformity, that is, compliance, these findings are limited. Consequently, little is known about the influence of culture on internalization, another type of conformity. In a series of virtual laboratory (e-lab) experiments in which participants were either simply exposed to choice dilemmas and opinion items or presented with a persuasive argument about each of them, I found that there was a lower level of cross-cultural differences in internalization than in compliance. Thus, only superficial cross-cultural differences may exist in conformity.
This study examines the relationship between corporate social responsibility (CSR) perception and emotional labor strategies, and the effects of the interaction between CSR perception and moral identification on emotional labor strategies via affective organizational commitment. Our data from 352 frontline employees in the service industry show the main effect of CSR perception on emotional labor strategies. We find that CSR perception is positively (negatively) related to deep acting (surface acting). Affective organizational commitment mediates the relationship between CSR perception and surface acting but not between CSR perception and deep acting. Moral identification moderates the effects of CSR perception on surface acting through affective organizational commitment. This paper reveals that the employees’ views on their organization’s social responsiveness and morality affect their emotional labor strategies.
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