The Journal of applied psychology
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This study examined variable and pattern approaches to studying the influence of individual differences on both leadership emergence and leader effectiveness. Emergent leaders were identified and then followed for 9 months of effectiveness data gathering. ⋯ Results showed that the same pattern of individual differences (high intelligence, high dominance, high general self-efficacy, and high self-monitoring) was associated with both leadership emergence and leader effectiveness. Persons scoring high on the set of individual difference variables emerged as leaders, were promoted to leadership positions, and were rated by their superiors as effective leaders.
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In this article, a 2-dimensional work stressor framework is used to explain inconsistencies in past research with respect to stressor relationships with retention-related criteria. Results of meta-analyses of 183 independent samples indicated that whereas hindrance stressors had dysfunctional relationships with these criteria (negative relationships with job satisfaction and organizational commitment and positive relationships with turnover intentions, turnover, and withdrawal behavior), relationships with challenge stressors were generally the opposite (positive relationships with job satisfaction and organizational commitment and negative relationships with turnover intentions and turnover). Results also suggested that the differential relationships between challenge stressors and hindrance stressors and the more distal criteria (withdrawal behavior and turnover) were due, in part, to the mediating effects of job attitudes.
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The authors hypothesized that supervisors' perceived organizational support (POS) would moderate the relationships between leader-member exchange (LMX), job satisfaction, and job performance. On the basis of social exchange theory, supervisors' exchanges with the organization and subordinates should be interconnected. The authors expected that supervisors with high POS would have more resources to exchange with subordinates. ⋯ Hierarchical linear modeling analysis provided support for the hypotheses in a sample of 210 subordinates and 38 supervisors of a grocery store chain. The positive relationship between LMX and job satisfaction was stronger when supervisors had high POS. Moreover, LMX was related to performance only when supervisors had high POS.
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Dyadic relationships in an organizational hierarchy are often nested within one another. For instance, the relationship between a supervisor and an employee is nested within the relationship between that supervisor and his or her boss. ⋯ Cross-level analysis of data from 581 frontline nurses and 29 supervisors in a midwestern hospital supports this contention. Implications for research and practice are discussed.
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The authors examined recruitment message viewing time, information recall, and attraction in a Web-based context. In particular, they extended theory related to the cognitive processing of recruitment messages and found that the provision of customized information about likely fit related to increased viewing time and recall when good aesthetics were also present. ⋯ In particular, given this combination, the poorest fitting individuals exhibited lower attraction levels, whereas more moderately fitting individuals exhibited invariant attraction levels across combinations of aesthetics and customized information. The results suggest that, given good aesthetics, customized information exerts effects mostly by causing poorly fitting individuals to be less attracted, which further suggests a means of averting the "dark side" of Web recruitment that occurs when organizations receive too many applications from poorly fitting applicants.