The Paradox of Authentic Selves and Chameleons: Self-monitoring, Perceived Job Autonomy and Contextual Performance

Bizzi, Lorenzo; Soda, Giuseppe

doi:10.1111/j.1467-8551.2011.00747.x

Cited by 20 publications

(11 citation statements)

References 92 publications

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“…When employees have a high degree of job autonomy, they have fewer restrictions in utilizing the job resources that they received from their supervisor in the form of consistent feedback and communication, which are marks of behavioral integrity. With an abundance of such job resources that the supervisor provides, employees with high job autonomy are more likely to more freely seek and receive help from their coworkers to find the best way to improve their performance, resulting in developing and utilizing positive coworker relationships [65][66][67][68].…”

Section: Job Autonomy As a Moderatormentioning

confidence: 99%

Leader Behavioral Integrity and Employee In-Role Performance: The Roles of Coworker Support and Job Autonomy

Choi

Yoon

Kim

2020

IJERPH

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The positive relationship between leader behavioral integrity and an employee’s in-role performance is well-established, but explanations for why this effect exists are still in a nascent stage. Drawing upon leader behavioral integrity theory and job-demands resources theory, the authors explain how leader behavioral integrity facilitates employee in-role performance and the boundary conditions influencing the relationship between leader behavioral integrity and employee in-role performance. Using multisource data from 209 employee-manager dyads in South Korea, this paper found support for the mediating effect of coworker support in the positive relationship between leader behavior integrity and employees’ in-role autonomy. Furthermore, compared to those who perceive low job autonomy, the positive indirect effect of leader behavioral integrity on in-role performance via coworker support was stronger for employees who perceive high job autonomy. The findings emphasize the importance of a leader’s individual difference (i.e., leader behavioral integrity) and job resources (i.e., job autonomy) facilitating the receipt of team members’ supporting behaviors which, in turn, energize employee in-role performance. Theoretical and practical implications are discussed.

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Section: Job Autonomy As a Moderatormentioning

confidence: 99%

Leader Behavioral Integrity and Employee In-Role Performance: The Roles of Coworker Support and Job Autonomy

Choi

Yoon

Kim

2020

IJERPH

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“…First, sometimes the context motivates or enables everyone to demonstrate contextual performance, resulting in self‐monitoring effects only where the context is least encouraging. For example, Bizzi and Soda () showed that self‐monitoring was related to contextual performance only when autonomy was low. Second, self‐monitoring may be related to avoiding discretionary behaviors when chances of misunderstandings are high.…”

Section: Examination Of Outcomes Of Self‐monitoringmentioning

confidence: 99%

Self‐monitoring personality trait at work: An integrative narrative review and future research directions

2019

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Summary In this narrative review, we provide an overview of the self‐monitoring literature as it applies to the workplace context. Our starting point to the review is a meta‐analysis of self‐monitoring literature published in by Day, Schleicher, Unckless, and Hiller. After providing an overview of the theoretical basis of self‐monitoring and its measurement, we present a summary of the broad literature on self‐monitoring to examine the implications of self‐monitoring for employees and organizations. Based on our review, we identify the main outcomes of self‐monitoring as well as findings of the literature treating self‐monitoring as a moderator. We provide evidence that self‐monitoring has potential downsides, which would benefit from further investigation. We conclude our review by identifying important potential future research directions.

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“…All of these factors can lead to workplace creativity. Further, work autonomy can improve the internal perceptions of employees by improving their mental state and work performance (Hackman and Oldham, 1976); work autonomy may also play a role in regulating the relationship between individual emotions and behaviors (Bizzi and Soda, 2011; Wang et al, 2018). Employees with a high degree of work autonomy can participate in the decision-making process; they also have access to job-related information to the fullest extent, and are therefore less affected by contextual factors.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Understanding the Role of Psychological Capital in Humorous Leadership-Employee Creativity Relations

Dai

Chin

et al. 2019

Front. Psychol.

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This paper aims to examine how humorous leadership enhances employee workplace creativity from a novel angle of employee psychological capital (EPC). This study also explores the moderating roles of supervisor-subordinate dyadic tenure and work autonomy in the proposed model. Data from a sample of 355 supervisor-subordinate dyads working in an information technology enterprise in the People’s Republic of China was used to test the assumed moderated mediation model. The results indicate the positive relationship between humorous leadership and employee workplace creativity, which is partially mediated by EPC. Moreover, work autonomy significantly moderates the relationship between EPC and employee creativity. Humorous leadership has a significant effect on the extra role behavior of subordinates, leading to workplace creativity. The deliberate establishment of a humorous image by leaders may encourage subordinates to achieve creative goals. Combined with traditional management practices that emphasize the supportive behaviors of leaders, leaders can use humor to provide an open and friendly atmosphere for employees, thereby encouraging creativity in the workplace. Organizations should also place greater emphasis on employee work autonomy, giving employees enough flexibility on when and how they deal with their work; this could enhance the positive impact of other factors on employee workplace creativity. These findings carry implications for research on humorous leadership, EPC, and creativity.

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The Paradox of Authentic Selves and Chameleons: Self-monitoring, Perceived Job Autonomy and Contextual Performance

Cited by 20 publications

References 92 publications

Leader Behavioral Integrity and Employee In-Role Performance: The Roles of Coworker Support and Job Autonomy

Leader Behavioral Integrity and Employee In-Role Performance: The Roles of Coworker Support and Job Autonomy

Self‐monitoring personality trait at work: An integrative narrative review and future research directions

Understanding the Role of Psychological Capital in Humorous Leadership-Employee Creativity Relations

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