What goes up must . . . Keep going up? Cultural differences in cognitive styles influence evaluations of dynamic performance.

Ferris, D. Lance; Reb, Jochen; Lian, Huiwen; Sim, Samantha; Ang, Dionysius

doi:10.1037/apl0000282

Cited by 16 publications

(6 citation statements)

References 40 publications

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“…We received 206 completed surveys. After removing participants who failed one or both attention checks (Huang et al, 2015) or completed the survey in an unrealistically short or long time (for a similar approach, see Ferris et al, 2018), the final sample included 152 participants, all U.S. citizens. The average age of the participants was 37.42 years ( SD = 9.50), and 41% were female.…”

Section: Methodsmentioning

confidence: 99%

Development and Validation of a Career Sustainability Scale

Chin

Jawahar

2021

Journal of Career Development

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While prescriptions based on anecdotal data and theoretical accounts of career sustainability abound, empirical research has been hampered by the lack of a scale to measure career sustainability. Thus, the primary purpose of this study is to develop and validate a new measure of career sustainability. In Study 1, we relied on Chin, Li, Jiao, Addo, and Jawahar’s framework to develop a measure of career sustainability. We then conducted two studies to provide preliminary construct validity evidence. In Study 2, we show that scores on Career Sustainability Scale are related to career plateaus and career satisfaction in predictable ways. In Study 3, we show that career sustainability is positively related to psychological well-being, and this relationship is stronger for gig workers who are freelancers than for conventional workers. We discuss implications for research and practice and hope that our new measure facilitates empirical research on career sustainability.

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Section: Methodsmentioning

confidence: 99%

Development and Validation of a Career Sustainability Scale

Chin

Jawahar

2021

Journal of Career Development

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“…sojump. com), which enabled us to conveniently reach employees from various industries across China (Deng et al, 2018;Ferris et al, 2018;Zhou et al, 2020). Taken together, we recruited respondents who came from more than 10 different industries (e.g., the accounting industry and the state industry).…”

Section: Participants and Proceduresmentioning

confidence: 99%

How and when can job-insecure employees prevent psychological distress against the COVID-19 pandemic? The role of cognitive appraisal and reappraisal

2023

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The COVID-19 pandemic has greatly affected economies around the world, causing record unemployment rates that have exacerbated the already prevalent job insecurity, thereby leading to psychological distress among many individuals. The present study aims to reveal the underlying mechanisms of psychological distress induced by the COVID-19 pandemic among job-insecure employees and to identify one of the emotion regulation strategies (i.e., cognitive reappraisal) as a protective factor that mitigates psychological distress. Drawing upon transactional theory, we proposed and tested a moderated mediation model, wherein cognitive reappraisal serves as a moderator of the direct and indirect relationship between job insecurity and psychological distress via stress appraisals (i.e., threat appraisal and challenge appraisal) based on data from 922 employees. Results show that threat appraisal and challenge appraisal positively and negatively mediate the relationship between job insecurity and psychological distress, respectively. Furthermore, as an emotion regulation strategy, cognitive reappraisal mitigates psychological distress among job-insecure employees, weakens the positive indirect effect of threat appraisal, but intensifies the negative indirect effect of challenge appraisal. Our findings suggest that cognition plays an important role in individuals’ emotional reactions to COVID-19-related stress, and cognition reappraisal is an effective emotion regulation strategy in mitigating psychological distress. Therefore, cognition reappraisal skills should be improved to reduce psychological distress induced by COVID-19 pandemic.

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“…In this study, we adopted a conservative approach to dealing with careless responders. Specifically, we removed any individual who missed even one attention check item (e.g., Ferris, Reb, Lian, Sim, & Ang, 2018). Doing so resulted in the exclusion of eight participants.…”

Section: Phase 3: Exploratory Factor Analysis (Efa)mentioning

confidence: 99%

Perceived Benefits and Costs of Empowerment: Conceptualization, Measure Development, and Its Impact on Empowering Leadership

Han

Harold

Kim

et al. 2022

Journal of Management

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Despite the benefits associated with empowering employees, some leaders are reluctant to do so. From a decision-making perspective, this may be due to leaders’ perception that empowerment also has potential costs. In this manuscript, we frame the role of leader as decision-maker, advancing the idea that empowering leadership behavior is a function of leaders’ perceptions of both the benefits and costs of empowerment. Using five unique samples of supervisors (and, in two samples, their direct reports), we identify the specific content areas associated with leaders’ perceptions of the benefits and costs of empowerment, create and validate measures of perceived benefits and costs, and test its relationship with empowering leadership. Results revealed five categories of perceived benefits and six categories of perceived costs of empowerment and provided support for the factor structure and reliability of our measures. Results from two field studies provide mixed support for the relationship between perceptions of empowerment's benefits and costs and empowering leadership; although perceived costs consistently influenced empowerment behaviors, perceived benefits were significantly related to empowerment behaviors in one sample but not the other. We discuss implications of these findings for empowering leadership research and theory, and managerial practice.

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What goes up must . . . Keep going up? Cultural differences in cognitive styles influence evaluations of dynamic performance.

Cited by 16 publications

References 40 publications

Development and Validation of a Career Sustainability Scale

Development and Validation of a Career Sustainability Scale

How and when can job-insecure employees prevent psychological distress against the COVID-19 pandemic? The role of cognitive appraisal and reappraisal

Perceived Benefits and Costs of Empowerment: Conceptualization, Measure Development, and Its Impact on Empowering Leadership

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