Why does competitive psychological climate foster or hamper career success? The role of challenge and hindrance pathways and leader-member-exchange

Spurk, Daniel; Hofer, Annabelle; Kauffeld, Simone

doi:10.1016/j.jvb.2021.103542

Cited by 41 publications

(49 citation statements)

References 101 publications

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“…suggested that leaders can build important resources by providing useful information to and support their employees, facilitating their challenge appraisals. In line with this argument, previous studies found that charismatic leadership , servant leadership , and leader-member exchange (Spurk et al, 2021) moderated the stressorappraisals relationships (i.e., facilitate challenge appraisals). Our study expands this field by using empowering leadership as an important boundary condition of the effects of demands on appraisals, as it has been demonstrated to be an important job resource related to employee outcomes (e.g., Schilpzand et al, 2018).…”

Section: Introductionsupporting

confidence: 53%

“…The transactional stress theory suggests that it is possible to appraise job demands both as challenging and hindering. Similarly, previous studies showed that time urgency, role conflict , employee voice behavior , work interruptions (Smith et al, 2020), and competitive psychological climate (Spurk et al, 2021) can indeed be appraised as both challenges and hindrances. In a crosssectional study, C. Bakker (2018) showed that motivational demands can be appraised as challenges whereas to some degree as hindering.…”

Section: Cognitive Theories Of Appraisalsmentioning

confidence: 53%

“…In a crosssectional study, C. Bakker (2018) showed that motivational demands can be appraised as challenges whereas to some degree as hindering. Thus, building on transactional stress theory and empirical studies (i.e., C. Bakker, 2018;Spurk et al, 2021), we argue that motivational demands can be appraised both as challenging and hindering across days.…”

Section: Cognitive Theories Of Appraisalsmentioning

confidence: 95%

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Looking on the Bright and Dark Sides of Working Life: Appraisals of Work Characteristics and Employee Outcomes

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Section: Introductionsupporting

confidence: 53%

Section: Cognitive Theories Of Appraisalsmentioning

confidence: 53%

Section: Cognitive Theories Of Appraisalsmentioning

confidence: 95%

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Looking on the Bright and Dark Sides of Working Life: Appraisals of Work Characteristics and Employee Outcomes

Li¹

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“…Career success is an important research topic in management [43][44][45] and psychology [46][47][48]. In addition, career success is the real or accumulated achievements of the individual over time [38,49], which respond to a historical and cultural process [50,51]. Similarly, Arthur et al [52] consider that career success is achieving desirable results related to long-term work activity.…”

Section: Literature Reviewmentioning

confidence: 99%

Career Success in University Graduates: Evidence from an Ecuadorian Study in Los Ríos Province

et al. 2021

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Career success and its evaluation in university graduates generate growing interest in the academy when evaluating the university according to its mission and social mandate. Therefore, monitoring university graduates is essential in measuring career success in the State Technical University of Quevedo (UTEQ, acronym in Spanish). In this sense, this article aims to identify the predictive career success factors through survey application, development of two mathematical functions, and Weka’s classification learning algorithms application for objective career success levels determination in UTEQ university graduates. Researchers established a methodology that considers: (i) sample and data analysis, (ii) career success variables, (iii) variables selection, (iv) mathematical functions construction, and (v) classification models. The methodology shows the integration of the objective and subjective factors by approximating linear functions, which experts validated. Therefore, career success can classify university graduates into three levels: (1) not successful, (2) moderately successful, and (3) successful. Results showed that from 548 university graduates sample, 307 are men and 241 women. In addition, Pearson correlation coefficient between Objective Career Success (OCS) and Subjective Career Success (SCS) was 0.297, reason why construction models were separately using Weka’s classification learning algorithms, which allow OCS and SCS levels classification. Between these algorithms are the following: Logistic Model Tree (LMT), J48 pruned tree, Random Forest Tree (RF), and Random Tree (RT). LMT algorithm is the best suited to the predictive objective career success factors, because it presented 76.09% of instances correctly classified, which means 417 of the 548 UTEQ university graduates correctly classified according to OCS levels. In SCS model, RF algorithm shows the best results, with 94.59% of instances correctly classified (518 university graduates). Finally, 67.1% of UTEQ university graduates are considered successful, showing compliance with the university’s mission.

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“…By contrast, challenge demands are defined as aspects that require effort but potentially promote personal growth and the perception of employees' effectiveness [42]. Despite the abundant theoretical and empirical evidence supporting the negative impact of job demands [43,44], recent studies are also engaging in its possible positive effects [45,46]. Still, few studies have focused on the context of public administration.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Leading the Challenge: Leader Support Modifies the Effect of Role Ambiguity on Engagement and Extra-Role Behaviors in Public Employees

Martínez-Díaz

Mañas-Rodríguez

Díaz-Fúnez

et al. 2021

IJERPH

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The assumption of new challenges and services to provide, and the evolution of new technologies in public administration, give employees an important perception of ambiguity when carrying out their work. Role ambiguity has been conceptualized as one of the main impeding demands at work with negative consequences. The objective of the present study is to analyze the moderating effect of the support by the department head in the negative influence of the role ambiguity on the engagement and the extra-role performance behaviors of the employees. The hypothesis is proposed that the support of the department head will mean the transformation of role ambiguity into a challenging job demand with positive results. A total of 315 public employees with administrative staff have participated in this study. Results confirmed that the support of the leader moderates the effects of role ambiguity. The inclusion of this variable as a moderator transforms the influence of role ambiguity on the employees’ engagement into a positive one and reduces their negative effect on extra-role performance behaviors. These results reinforce the role of leader support as a protective element against job demands in public administrations. Theoretical and practical implications and future lines of research are discussed at the end of the work.

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Why does competitive psychological climate foster or hamper career success? The role of challenge and hindrance pathways and leader-member-exchange

Cited by 41 publications

References 101 publications

Looking on the Bright and Dark Sides of Working Life: Appraisals of Work Characteristics and Employee Outcomes

Looking on the Bright and Dark Sides of Working Life: Appraisals of Work Characteristics and Employee Outcomes

Career Success in University Graduates: Evidence from an Ecuadorian Study in Los Ríos Province

Leading the Challenge: Leader Support Modifies the Effect of Role Ambiguity on Engagement and Extra-Role Behaviors in Public Employees

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