No abstract

Researchers consistently argue that organizations need to generate creative ideas to ensure long‐term success and survival. One possible solution for increasing creativity is to inject “fresh blood” into the organization by hiring new employees. However, past work suggests there may be a number of impediments that stifle newcomer creativity and, further, that encouraging newcomer creativity may compromise other adjustment outcomes. Accordingly, the present research examines how empowering leaders, in conjunction with contextual and relational factors (i.e., organizational support for creativity and newcomers' trust in leaders), facilitate newcomer creativity. Study 1 indicates that empowering leadership positively predicts newcomer creativity and that this relationship is contingent on the organizational context. Study 2 reveals that a more specific and proximal contextual socialization factor–newcomers' trust in leaders–is a more potent moderator than organizational support for creativity. Further, these predictors operate through creative process engagement to influence creativity. Finally, results indicate positive links between empowering leadership and role clarity, attachment, and task performance, suggesting that empowering leadership may serve as an important, albeit overlooked, socialization tactic.

Cumulative research indicates that deep acting has a nonsignificant relationship with employee exhaustion, despite arguments that deep acting can be beneficial. To illuminate when deep acting leads to more positive employee outcomes, we draw on the resource conservation perspective to propose a within-individual model of deep acting that focuses on service employees' daily fluctuation of emotional labor and emotional exhaustion. Specifically, we propose that the ongoing experience of felt challenge is a within-person boundary condition that moderates deep acting's relationship with emotional exhaustion, and model emotional exhaustion as a mediating mechanism that subsequently predicts momentary job satisfaction and daily customer conflict handling. Using an experience sampling design, we collected data from 84 service employees over a 3-week period. Deep acting was less emotionally exhausting for service providers when they saw their tasks as more challenging. Furthermore, emotional exhaustion mediated the deep acting by felt challenge interaction effect on momentary job satisfaction and daily customer conflict handling. The findings contribute to a better understanding of the deep acting experience at work, while highlighting customer conflict handling as a key behavioral outcome of emotional labor.

Organizations increasingly depend on employee efforts to innovate. However, the quality of relationships between leaders and employees may affect the recognition that employees receive for their innovative work behaviors. Drawing from a social cognition perspective, we tested a model in which leader-member exchange (LMX) moderates the impact of employee innovative work behavior on supervisory ratings of employee performance. Results from two multisource studies combining self, colleague, and supervisor ratings consistently showed that employees receive more favorable performance ratings by engaging in innovative work behavior when they have high-quality LMX relationships. Moreover, we found that this interactive relationship was mediated by leader perceptions of innovative employee efforts, providing support for a moderated mediation model. Implications for the literatures on performance appraisal, LMX, and innovation are discussed. K E Y W O R D Semployee innovation, innovative work behavior, leader-member exchange, LMX, performance appraisal, performance ratings

Researchers have paid limited attention to what makes organizational authority figures decide to treat their employees either justly or unjustly. Drawing from the actor-focused model of justice, as well as the stereotype content model, we argue that employee conscientiousness and agreeableness can impact the extent to which supervisors adhere to normative rules for distributive, procedural, informational, and interpersonal justice, as a result of supervisors' evaluations of their employees' effort and their liking of the employees. Supervisory compliance with justice rules may, in turn, impact the extent to which employees judge themselves to be treated either justly or unjustly. We tested these possibilities in 3 studies. In Study 1, we utilized a meta-analysis to demonstrate positive relationships between employees' conscientiousness, agreeableness, and their justice perceptions. In Study 2, we conducted 3 experiments to test the causal relationship between employee personality and supervisor intentions to comply with justice rules. In Study 3, we conducted an employee-supervisor dyadic field survey to examine the entire mediation model. Results are discussed in terms of the potential roles that both employees and supervisors may play in shaping employees' justice perceptions. (PsycINFO Database Record