The Journal of applied psychology
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[Correction Notice: An Erratum for this article was reported in Vol 100(4) of Journal of Applied Psychology (see record 2015-29666-001). The last name of the second author was misspelled in the Online First version of the article. ⋯ Results from survey data from followers and leaders working for a large health insurance organization showed that the interaction of leader narcissism and leader humility is associated with perceptions of leader effectiveness, follower job engagement, and subjective and objective follower job performance. Together, these results suggest that narcissistic leaders can have positive effects on followers when their narcissism is tempered by humility.
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Drawing from moral exclusion theory, this article examines outcome dependence and interpersonal liking as key boundary conditions for the linkage between perceived subordinate performance and abusive supervision. Moreover, it investigates the role of abusive supervision for subordinates' subsequent, objective work performance. ⋯ Furthermore, Study 2 demonstrated (a) a negative association between abusive supervision and subordinates' subsequent objective performance and (b) a conditional indirect effect of perceived performance on subsequent objective performance, through abusive supervision, contingent on the degree of outcome dependence, although these relationships did not reach conventional significance levels when controlling for prior objective performance. All in all, the findings highlight the role of instrumentality considerations in relation to abusive supervision and promote new knowledge on both origins and consequences of such supervisory behavior.
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Although it has been argued that leader-member exchange (LMX) is a phenomenon that develops over time, the existing LMX literature is largely cross-sectional in nature. Yet, there is a great need for unraveling how LMX develops over time. ⋯ Our findings also indicate that performance and justice trends affect LMX. Implications for LMX theory and for longitudinal research on LMX, performance, and justice are discussed. (PsycINFO Database Record
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Numerous studies link applicant fit perceptions measured at a single point in time to recruitment outcomes. Expanding upon this prior research by incorporating decision-making theory, this study examines how applicants develop these fit perceptions over the duration of the recruitment process, showing meaningful changes in fit perceptions across and within organizations overtime. ⋯ In addition, changes in within-organizational PO fit perceptions across two stages of recruitment predicted applicant job choices among multiple employers. The implications of these results for accurately understanding the development of fit perceptions, relationships between fit perceptions and key recruiting outcomes, and possible limitations of past meta-analytically derived estimates of these relationships are discussed.
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Meta Analysis
Modeling reciprocal team cohesion-performance relationships, as impacted by shared leadership and members' competence.
Despite the lengthy history of team cohesion-performance research, little is known about their reciprocal relationships over time. Using meta-analysis, we synthesize findings from 17 CLP design studies, and analyze their results using SEM. Results support that team cohesion and performance are related reciprocally with each other over time. ⋯ Finally, we conducted and report a replication using a second sample of students competing in a business simulation. Our earlier substantive relationships were mostly replicated, and we illustrated the dynamic temporal properties of shared leadership. We discuss these findings in terms of theoretical importance, applied implications, and directions for future research.