Prosocial modeling: A meta-analytic review and synthesis.

Jung, Haesung; Seo, Eunjin; Han, Eunjoo; Henderson, Marlone D.; Patall, Erika A.

doi:10.1037/bul0000235

Cited by 40 publications

(58 citation statements)

References 145 publications

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“…For consideration behaviors less closely associated with formal aspects of leadership, by contrast, such role modeling processes were less contingent on supervisors' and members' status. Consistent with research that has depicted prosocial modeling as a “universal tendency” (Jung et al, 2020, p. 655), members mirrored their supervisor's consideration even when the supervisor had below‐average status (i.e., at any value greater than 1.21 SD below the sample mean) and largely irrespective of their own status.…”

Section: Discussionsupporting

confidence: 80%

Formal supervisors' role in stimulating team members' informal leader emergence: Supervisor and member status as critical moderators

et al. 2021

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Summary Teams can benefit markedly when formal supervisors stimulate their individual members' emergence as informal leaders. Combining insights from informal leadership research and social learning theory, we cast supervisors' role modeling of initiating structure and consideration behaviors as seemingly straightforward means of achieving this—but we suggest that the success of such role modeling critically hinges on supervisors' as well as members' status in the team. Results from a study of 220 nurses across 48 teams showed, accordingly, that a supervisor's initiating structure promoted individual members' informal leader emergence by increasing members' respective behavior. This indirect relationship only materialized, however, among relatively high‐status supervisors and relatively low‐status members. Moreover, although supervisors' and members' consideration were positively related (among relatively high‐status supervisors and largely irrespective of a member's status), such behavior did not influence members' emergence as informal leaders. Together, these findings offer novel insights into how, when, and why formal supervisors may aid their team members' attainment of informal leader roles. They shed new light on the complexity of formal–informal leadership linkages, with both supervisors' and members' standing in the team representing crucial, yet heretofore largely unexamined boundary conditions for formal supervisors' respective influence.

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Section: Discussionsupporting

confidence: 80%

Formal supervisors' role in stimulating team members' informal leader emergence: Supervisor and member status as critical moderators

et al. 2021

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“…Moral behavior is contagious. Observing generous, cooperative or helpful behavior in peers encourages people to adopt similar behaviors themselves ( Dimant, 2019 ; Jung, Seo, Han, Henderson, & Patall, 2020 ; Nook, Ong, Morelli, Mitchell, & Zaki, 2016 ), and people are more likely to lie, steal, punish and harm others when their peers do the same ( Bandura, Ross, & Ross, 1961 ; Chierchia, Pi-Sunyer, & Blakemore, 2020 ; Dimant, 2019 ; Fabbri & Carbonara, 2017 ; FeldmanHall, Otto, & Phelps, 2018 ; Gino, Ayal, & Ariely, 2009 ; Son, Bhandari, & FeldmanHall, 2019 ). Although peer influence on moral behavior (or moral influence) is well-documented, several open questions remain.…”

Section: Introductionmentioning

confidence: 99%

How peer influence shapes value computation in moral decision-making

Siegel

Clithero

et al. 2021

Cognition

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Moral behavior is susceptible to peer influence. How does information from peers influence moral preferences? We used drift-diffusion modeling to show that peer influence changes the value of moral behavior by prioritizing the choice attributes that align with peers' goals. Study 1 ( N = 100; preregistered) showed that participants accurately inferred the goals of prosocial and antisocial peers when observing their moral decisions. In Study 2 ( N = 68), participants made moral decisions before and after observing the decisions of a prosocial or antisocial peer. Peer observation caused participants' own preferences to resemble those of their peers. This peer influence effect on value computation manifested as an increased weight on choice attributes promoting the peers' goals that occurred independently from peer influence on initial choice bias. Participants' self-reported awareness of influence tracked more closely with computational measures of prosocial than antisocial influence. Our findings have implications for bolstering and blocking the effects of prosocial and antisocial influence on moral behavior.

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“…According to the relational job design framework ( Grant, 2007 ), perceived social impact is necessary for prosocial behavior to occur. Prosocial behaviors refer to various actions that are intended to protect or promote the wellbeing and welfare of other individuals or groups ( Bolino and Grant, 2016 ; Ma et al, 2017 ; Jung et al, 2020 ), such as neighbors, coworkers, or the superordinate group of humankind ( Reese and Kohlmann, 2015 ; Costa Pinto et al, 2020 ). When employees feel that their actions at work have a positive impact on others, they are more likely to engage in behavior that positively impacts the lives of others ( Grant, 2007 ).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

The Spillover of Socio-Moral Climate in Organizations Onto Employees’ Socially Responsible Purchase Intention: The Mediating Role of Perceived Social Impact

et al. 2021

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Due to the pressing environmental and social issues facing the global economic system, the role of organizations in promoting socially responsible behavior among employees warrants attention in research and practice. It has been suggested that the concept of socio-moral climate (SMC) might be particularly useful for understanding how participative organizational structures and processes shape employees’ prosocial behaviors. While SMC has been shown to be positively related to employees’ prosocial behaviors within the work context, little is known about the potential spillover effects of SMC (i.e., associations between SMC and employees’ prosocial behaviors outside the work context). The present study aims to address this gap by investigating how and why SMC is related to employees’ socially responsible purchase intention. Drawing on the relational job design framework, we argue that employees’ perceptions of their social impact may explain why SMC is positively related to responsible purchase intentions. We collected data from 492 employees working in various industries at two measurement points with a time lag of 12 months. Hypotheses were tested using path analysis, in which we controlled for the temporal stability of the study variables. The results showed that SMC was positively related to perceived social impact and socially responsible purchase intention and that perceived social impact was positively related to socially responsible purchase intention. In addition, we found a significant indirect relationship between SMC and socially responsible purchase intention through perceived social impact. The findings provide initial support for the spillover of employees’ work-related experiences onto their responsible purchase intentions within the nonwork domain. This study contributes to the literature by extending the traditional focus of SMC research on the development of moral reasoning skills to suggest that perceived social impact is an important mechanism underlying the relationship between SMC and prosocial behaviors. In terms of practical implications, this study suggests that organizational interventions designed to increase SMC may enhance employees’ perceptions of their social impact.

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Prosocial modeling: A meta-analytic review and synthesis.

Cited by 40 publications

References 145 publications

Formal supervisors' role in stimulating team members' informal leader emergence: Supervisor and member status as critical moderators

Formal supervisors' role in stimulating team members' informal leader emergence: Supervisor and member status as critical moderators

How peer influence shapes value computation in moral decision-making

The Spillover of Socio-Moral Climate in Organizations Onto Employees’ Socially Responsible Purchase Intention: The Mediating Role of Perceived Social Impact

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