The Journal of applied psychology
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The authors investigated the relationship between transformational leadership behavior and group performance in 218 financial services teams that were branches of a bank in Hong Kong and the United States. Transformational leadership influenced team performance through the mediating effect of team potency. The effect of transformational leadership on team potency was moderated by team power distance and team collectivism, such that higher power distance teams and more collectivistic teams exhibited stronger positive effects of transformational leadership on team potency. The model was supported by data in both Hong Kong and the United States, which suggests a convergence in how teams function in the East and West and highlights the importance of team values.
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The authors examined the relationships between perceived organizational support, organizational commitment, commitment to customers, and service quality in a fast-food firm. The research design matched customer responses with individual employees' attitudes, making this study a true test of the service provider-customer encounter. ⋯ The 2 sub-dimensions of continuance commitment to the organization--perceived high sacrifice and perceived lack of alternatives--exerted effects opposite in sign: The former fostered service quality, whereas the latter reduced it. The implications of these findings are discussed within the context of research on employee-customer encounters.
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Work-family conflict research has focused almost exclusively on professional, White adults. The goal of this article was to expand the understanding of culture and industry in shaping experiences and consequences of work-family conflict. ⋯ In addition, there was little evidence that work-family conflict was associated with health in this population. These results demonstrate how traditional models of work-family conflict need to be modified to reflect the needs and circumstances of diverse workers in the new global economy.
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This study tests the main and interactive effects of belongingness and perceived charismatic leadership on 2 forms of organizational citizenship behavior (helping and compliance). In line with expectations, a study of 115 manager-subordinate dyads demonstrates that employees show more helping (manager rated) when they have a stronger sense of belongingness at work and more helping as well as compliance when they perceive their leader to be more charismatic (subordinate rated). ⋯ Also, as hypothesized, belongingness and charisma have interactive effects on employees' helping and compliance. The impact of perceived charisma on these behaviors is stronger for employees with a low sense of belongingness at work than for individuals with a higher sense of belongingness.
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To expand on the understanding of how affective states are linked within teams, the authors describe a longitudinal study examining the linkages between team members' affective states over time. In a naturalistic team performance setting, they found evidence that the average affective state of the other team members was related to an individual team member's affect over time, even after controlling for team performance. In addition, they found that these affective linkages were moderated by individual differences in susceptibility to emotional contagion and collectivistic tendencies such that the strength of the linkage was stronger for those high in susceptibility and those with collectivistic tendencies. Implications for research and practice are discussed.