The Journal of applied psychology
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In order to account for wide variation in the relationship between leader-member exchange and employees' affective organizational commitment, we propose a concept termed supervisor's organizational embodiment (SOE), which involves the extent to which employees identify their supervisor with the organization. With samples of 251 social service employees in the United States (Study 1) and 346 employees in multiple Portuguese organizations (Study 2), we found that as SOE increased, the association between leader-member exchange and affective organizational commitment became greater. This interaction carried through to in-role and extra-role performance. With regard to antecedents, we found in Study 1 that supervisor's self-reported identification with the organization increased supervisor's expression of positive statements about the organization, which in turn increased subordinates' SOE.
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Despite much research into cognitive ability as a selection tool and a separate large literature on the causes of voluntary turnover, little theoretical or empirical work connects the two. We propose that voluntary turnover is also a potentially key outcome of cognitive ability. Incorporating ideas from the person-environment fit literature and those regarding push and pull influences on turnover, we posit a theoretical connection between cognitive ability and voluntary turnover that addresses both why and how voluntary turnover is related to cognitive ability. ⋯ When the cognitive demands of a job are high, our findings support the hypothesized curvilinear relationship between cognitive ability and voluntary turnover, such that employees of higher and lower cognitive ability are more likely than medium cognitive ability employees to leave voluntarily. With regard to jobs with low cognitive demands, our data are more consistent with a negative linear relationship between cognitive ability and voluntary turnover, such that higher cognitive ability employees are less likely to leave voluntarily. We also examine the role of job satisfaction, finding that job satisfaction is more strongly linked to voluntary turnover in jobs with high cognitive demands.
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Understanding the processes involved when pursuing multiple goals over time is a central question for motivational theorists. A dynamic, computational model integrating theories of goal striving and goal choice is presented to account for data emerging from Schmidt and DeShon's (2007) multiple-goal-pursuit protocol. ⋯ Variance in parameters in the model also accounted for individual differences found in the data. Discussion focuses on the theoretical contribution of formally integrating elements of self-regulation theories, further empirical work needed to test the model, and further theoretical work needed to continue the integration process exemplified here.
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Exhaustion has a significant impact on employees and organizations, and leader behavior may affect it. We applied conservation of resources theory to test propositions regarding the joint effects of goal-focused leadership (GFL) and personality on employee exhaustion. We proposed that the relationship between GFL and exhaustion depends on employees' standing on both conscientiousness and emotional stability. ⋯ In contrast, employees low on both traits likely experience greater exhaustion under a goal-focused leader compared with other employees. Results revealed a 3-way interaction in 2 independent samples and were generally supportive of our predictions. GFL was associated with heightened exhaustion among individuals in the low-emotional-stability, low-conscientiousness group but not among workers having any other trait combination.
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We examined the proposition that leaders' social network ties in the larger organization influence the quality of their leader-member exchange (LMX) with their employees, which, in turn, impacts these employees' job satisfaction and turnover intentions. Using multilevel, multisource data from a field study of 184 bank employees nested within 42 branch managers, we found that leaders who had higher quality relationships with their bosses and who were more central in their peer networks were perceived by their subordinates as having greater status in the organization and, therefore, were able to form higher quality relationships with them. ⋯ Finally, LMX mediated the impact of leaders' perceived status in the organization on subordinates' job satisfaction and turnover intentions. Implications for theory and practice are discussed.