Jeremy D Mackey | Auburn University (original) (raw)
Papers by Jeremy D Mackey
Strategic Management Journal, 2019
Research Summary: A number of studies examine the extent to which boards compensate CEOs for thei... more Research Summary: A number of studies examine the extent to which boards compensate CEOs for their firm's performance (i.e., pay-for-performance), but these studies typically do not incorporate what CEOs actually do to bring about those performance outcomes. We suggest that directors will make stronger internal attributions about firm performance when the CEO engages in high levels of corporate strategic investment. CEOs that invest in firm growth essentially "place their bets," so the pay-for-performance relationship is stronger for them than it is for CEOs who do not invest as much in firm growth. We also theorize and find that directors make internal attributions about firm performance more for prestigious, but not less prestigious, CEOs and more when the directors collectively exhibit conservative, but not liberal, political ideologies. Managerial Summary: Shareholders and other stake-holders often demand that CEOs should be paid for performance. In other words, CEOs should be paid well when the company is performing well and paid less when the company is not performing well. We add an additional dimension: boards might also consider what CEOs actually do to bring about performance outcomes. Our findings suggest that when CEOs make heavy corporate investments, they essentially "place their bets." In this scenario, boards attribute performance to the CEO so that CEO compensation rises and falls with company performance. When CEOs
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Journal of Organizational Behavior, 2019
This special issue of the Journal of Organizational Behavior was developed to further extend attr... more This special issue of the Journal of Organizational Behavior was developed to further extend attribution theory and its application to the field of organizational behavior. In this introduction, we provide a brief overview of the motivation for this special issue, a concise summary of the papers included in it, a discussion about progress toward the field's goals, and suggestions for how future research can move the field forward. In doing so, we describe how applying attribution theory to studies that utilize a broad range of study designs, research contexts, and focal topics results in insights that enhance our understanding of how attributional processes predict and explain individuals' emotions and behaviors. We also provide suggestions for how to further develop attribution theory so we can more clearly describe the generaliz-ability of relationships across a wide variety of organizational contexts. KEYWORDS attribution, leadership, motivation 1 | INTRODUCTION Attribution theory provides the framework necessary to understand how individuals explain why events in their environment happened (i.e., they make causal ascriptions; Heider, 1958). Several factors stimulated the need for this special issue on attribution theory. First, recent journal articles have made it clear that the potential of attribu-tion theory to contribute to the organizational sciences has not been realized. In particular, an article by Martinko, Harvey, and Dasborough (2011) pointed out that although a significant proportion of journal space in social psychology is devoted to attributional perspectives of human behavior, a disproportionally small amount of space is devoted to attributional topics in organizational behavior journals. In that article , they note that many researchers have misconstrued discussions of attribution theory by downplaying the utility of the construct. A recent article by Harvey, Madison, Martinko, Crook, and Crook (2014) directly addressed the criticisms regarding the explanatory power of attribution theory (Lord & Smith, 1983; Mitchell, 1982) by demonstrating through a meta-analysis that the amount of variance in organizational outcomes that is accounted for by attributional constructs is similar to other more popular constructs, such as organizational justice and organizational citizenship behaviors. Although recent articles document that attribution theory has the potential to fill many of the gaps in our understanding of organizational behavior, its potential has not been unrealized. Despite the relative paucity of contributions focusing on attribu-tional processes, recent contributions have been encouraging because they document the importance of attributional processes. These advances include a recent Academy of Management Review article by Chan and McAllister (2014) that cites attribution theory as a core explanation for subordinates' perceptions of abusive supervision. Also, an Academy of Management Review article coauthored by Terry Mitchell and his colleagues (Eberly, Holley, Johnson, & Mitchell, 2011) explicated the construct of relational attributions. Finally, a Journal of Organizational Behavior article by Burton, Taylor, and Barber (2014) empirically tested the constructs of internal, external, and relational attributions in subordinate/supervisory relations.
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Journal of Management, 2019
Workplace deviance research has expanded rapidly over the past decade. Despite the expansive body... more Workplace deviance research has expanded rapidly over the past decade. Despite the expansive body of research available, we have an incomplete understanding of the measurement, magnitude, and direction of relationships within workplace deviance's nomological network. We draw from 235 empirical samples of data (k = 235, N = 66,990) to conduct random-effects meta-analyses of interpersonal (k = 156, N = 42,239) and organizational (k = 206, N = 60,008) workplace deviance research so we can build the solid foundation necessary to advance the conversation in this literature. We use an exploratory meta-analytic approach and the horizontal contrasting method of theory elaboration to provide a nuanced understanding of the relationship between interpersonal and organizational deviance (ρ = .67, k = 110, N = 30,426) as well as determine the magnitude and generalizability (i.e., external validity) of relationships within their nomological networks. We find some evidence of differences (i.e., heterogeneity) in the measurement and magnitude of relationships across contexts. Overall, we conduct a state-of-the-art meta-analysis that leverages contemporary meta-analytic techniques and the extensive body of empirical workplace deviance research available to improve our understanding of the measurement of workplace deviance and relationships Acknowledgments: We thank Ernest O'Boyle and two anonymous reviewers for their thoughtful and supportive feedback. We thank Katherine Alexander, Phil Andolena, Sami Berrada, and Nataliya Potapenko for their help coding the meta-analytic data for our study.
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Journal of Business Ethics, 2019
Research that examines unethical interpersonal treatment has received a great deal of attention f... more Research that examines unethical interpersonal treatment has received a great deal of attention from scholars and practitioners in recent years due to the remarkable impact of mistreatment in the workplace. However, the literature is incomplete because we have an inadequate understanding of insubordination, which we define as "subordinates' disobedient behaviors that intentionally exhibit a defiant refusal of their supervisors' authority." In our study, we integrate social exchange theory and the advantageous comparison component of moral disengagement within the integrative model of experiencing and responding to mistreatment at work. Then, we explain why subordinates disengage from moral control as they balance experiencing abusive supervision with perpetrating insubordination within negative supervisor-subordinate social exchange relationships. In Studies 1-4, we validate a five-item measure of insubordination and demonstrate its content, convergent, discriminant, criterion-related, and predictive validity. In Study 5 (n = 287), we demonstrate that there is a positive indirect effect of abusive supervision on insubordination through negative social exchange relationship quality that strengthens for subordinates who perceive higher levels of supervisors' task performance than others. Overall, our study advances the conversation in the business ethics literature by creating a solid conceptual, empirical, and theoretical foundation for a cohesive program of insubordination research that meaningfully builds on prior findings in unethical interpersonal treatment research.
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Journal of Business Ethics, 2019
We draw from ego depletion and leader-member exchange (i.e., LMX) theories to provide nuanced ins... more We draw from ego depletion and leader-member exchange (i.e., LMX) theories to provide nuanced insight into why abusive supervision is indirectly associated with supervisor-directed destructive voice. A multi-wave, multi-source field study (n = 219) demonstrates evidence that abusive supervision has a positive conditional indirect effect on supervisor-directed destructive voice through subordinates' relational ego depletion with their supervisors that is stronger for higher LMX differentiation contexts than lower LMX differentiation contexts. We make novel theoretical, empirical, and practical contributions by providing a parsimonious explanation for why relational aspects of supervisory treatment (i.e., abusive supervision and LMX differentiation) drain subordinates' capacities for controlling their volitional actions during interactions with their supervisors (i.e., relational ego depletion) and how this relationship impacts subordinates' supervisor-directed destructive voice. Overall, our study extends the application of ego depletion and LMX theories to the examination of abusive supervision and destructive voice in order to meaningfully inform researchers' attempts to build cohesive streams of research in these areas and practitioners' attempts to promote ethical workplace environments.
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Journal of the Academy of Marketing Science, 2019
Does improving employee happiness affect customer outcomes? The current study attempts to answer ... more Does improving employee happiness affect customer outcomes? The current study attempts to answer this question by examining the impact of employee satisfaction trajectories (i.e., systematic changes in employee satisfaction) on customer outcomes. After accounting for employees' initial satisfaction levels, the analyses demonstrate the importance of employee satisfaction trajectories for customer satisfaction and repatronage intentions, as well as identify customer-employee contact as a necessary conduit for their effect. From a macro perspective, employee satisfaction trajectories strongly impact customer satisfaction for companies with significant employee-customer interaction, but not for companies without such interaction. From a micro perspective, employee satisfaction trajectories influence customer repatronage intentions for frequent customers, but not for infrequent customers. These effects are robust to controlling for previous customer evaluations and recent employee evaluations. Overall, these findings extend the dominant view of examining static, employee satisfaction levels and offer important implications for the management of the organizational frontline.
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Leadership research has been encumbered by a proliferation of constructs and measures, despite li... more Leadership research has been encumbered by a proliferation of constructs and measures, despite little evidence that each is sufficiently conceptually and operationally distinct from the others. We draw from research on subordinates' implicit theories of leader behavior, behaviorally anchored rating scales, and decision making to argue that leader affect (i.e., the degree to which subordinates have positive and negative feelings about their supervisors) underlies the common variance shared by many leadership measures. To explore this possibility, we developed and validated measures of positive and negative leader affect (i.e., the Leader Affect Questionnaires; LAQs). We conducted 10 studies to develop the five-item positive and negative LAQs and to examine their convergent, discriminant, predictive, and criterion-related validity. We conclude that a) the LAQs provide highly reliable and valid tools for assessing subordinates' evaluations of their leaders; b) there is significant overlap between existing leadership measures, and a large proportion of this overlap is a function of the affect captured by the LAQs; c) when the LAQs are used as control variables, in most cases, they reduce the strength of relationships between leadership measures and other variables; d) the LAQs account for significant variance in outcomes beyond that explained by other leadership measures; and e) there is a considerable amount of unexplained variance between leadership measures that the LAQs do not capture. Research suggestions are provided and the implications of our results are discussed. In this article, we describe the development and validation of leader affect scales based on the premise that subordinate evaluations of leaders are largely a function of affect, which we conceptualize as the degree to which subordinates have positive and negative feelings about their supervisors. We argue that such scales are necessary to identify the effects of affect on subordi-nates' ratings of leaders. We also propose that affect is a primary driver of subordinate evaluations of their leaders and should not be ignored or viewed only as a nuisance factor or control variable.
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We draw from social psychological and resource-based theories to meta-analytically examine curvil... more We draw from social psychological and resource-based theories to meta-analytically examine curvilinear relationships between destructive leadership and followers' workplace behaviors (i.e., job performance, organizational citizenship behaviors, and workplace deviance). Overall, our meta-analytic results demonstrate that relationships between destructive leadership and followers' workplace behaviors are essentially linear. The limited evidence of curvilinear relationships we did find supports the application of social psychological theories when examining high levels of destructive leadership.
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We examine perceived organizational obstruction as a mediator in the relationship between abusive... more We examine perceived organizational obstruction as a mediator in the relationship between abusive supervision and subordinates' organizational citizenship behaviors directed toward organizations. We seek to provide a nuanced understanding of why subordinates who perceive supervisory mistreatment would target organizations with behavioral responses. Specifically, we study the implications of examining relationships between inconsistent sources of social exchange perceptions (e.g., supervisory perceptions) and targets of social exchange behaviors (e.g., organizational responses), which we refer to as social exchange source–target misalignment. Results from 3 studies (Study 1: n = 109; Study 2: n = 213; Study 3: n = 228) demonstrate evidence that abusive supervision is indirectly and negatively associated with organizational citizenship behaviors directed toward organizations through perceived organizational obstruction and that this conditional indirect effect is stronger for subordinates who perceive higher levels of supervisor organizational embodiment than others. Examining the social exchange tandem of perceived organizational obstruction and supervisor organizational embodiment provides a novel and useful means of aligning sources and targets of negative social exchange relationships across subordinates, supervisors, and organizations in order to advance our understanding of the social exchange antecedents and consequences of perceived organizational obstruction.
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We draw from ego depletion and leader–member exchange (i.e., LMX) theories to provide nuanced ins... more We draw from ego depletion and leader–member exchange (i.e., LMX) theories to provide nuanced insight into why abusive supervision is indirectly associated with supervisor-directed destructive voice. A multi-wave, multi-source field study (n = 219) demonstrates evidence that abusive supervision has a positive conditional indirect effect on supervisor-directed destructive voice through subordinates' relational ego depletion with their supervisors that is stronger for higher LMX differentiation contexts than lower LMX differentiation contexts. We make novel theoretical, empirical, and practical contributions by providing a parsimonious explanation for why relational aspects of supervisory treatment (i.e., abusive supervision and LMX differentiation) drain subordinates' capacities for controlling their volitional actions during interactions with their supervisors (i.e., relational ego depletion) and how this relationship impacts subordinates' supervisor-directed destructive voice. Overall, our study extends the application of ego depletion and LMX theories to the examination of abusive supervision and destructive voice in order to meaningfully inform researchers' attempts to build cohesive streams of research in these areas and practitioners' attempts to promote ethical workplace environments.
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Problem drinking is an important behavioral phenomenon with numerous implications for employees' ... more Problem drinking is an important behavioral phenomenon with numerous implications for employees' health and well-being within and outside the workplace. Although recent research has demonstrated that workplace stressors have effects on employees' problem drinking, additional research is needed to examine the role employees' problem drinking plays in the workplace stress–strain process. We draw from the transactional model of stress and the self-medication hypothesis to address this gap in prior research by offering a novel explanation for the indirect effects of hindrance stressors on employees' somatic complaints at work through problem drinking. Overall, we find support for the hypothesized model using a time-separated data collection with a heterogeneous sample of employee respondents from the United States (n = 223). This study extends prior stress research by making two important contributions to theory and research. First, we make an empirical contribution by examining problem drinking and somatic complaints at work, which are both understudied organizational phenomena that have importance to numerous organizational stakeholders. Second, we draw from the transactional model of stress and the self-medication hypothesis in a novel way that provides an important explanation for why
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Critical mass theory and the tokenism hypothesis propose that females' job performance is adverse... more Critical mass theory and the tokenism hypothesis propose that females' job performance is adversely affected by perceptions and experiences that stem from females comprising a smaller proportion of organizations than males. Although belief in the gender token effect appears to be widely held, empirical evidence of this effect is relatively scarce; furthermore, the evidence that does exist is somewhat inconsistent. The purpose of the present study was to provide a meta-analytic test of the gender token effect by examining the extent to which the proportion of females in organizations relates to male– female differences in job performance. Meta-analytic results based on data from 158 independent studies (N = 101,071) reveal that (a) females tend to demonstrate higher job performance than males (d = −.10), and (b) this difference does not appear to vary based on the proportion of females in organizations. We found similar results for subjective task performance (e.g., supervisory ratings), organizational citizenship behaviors, and objective task performance (e.g., sales). Overall, this study's results demonstrate almost no
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Trait and state self‐regulation both have critical influences on workplace behavior, but their in... more Trait and state self‐regulation both have critical influences on workplace behavior, but their influences are thought to operate quite differently. We draw from social exchange and ego depletion theories to investigate the relationship between trait and state self‐regulation, as well as how they differentially affect the relationship between subordinates' perceptions of abusive supervision and job tension. Specifically, we examine (a) how the interaction between abusive supervision and trait self‐regulation affects job tension and (b) how state self‐regula-tion mediates the relationship between abusive supervision and job tension. Using 3 studies that include an experiment (n = 81) and 2 field studies with cross‐sectional (n = 157) and time‐separated (n = 109) data, we demonstrate that the interaction between abusive supervision and trait self‐regulation increases experienced job tension for subordinates who report higher levels of abusive supervision and trait self‐regulation than others. Also, we provide evidence that abusive supervision is indirectly associated with job tension through state self‐reg-ulation. This study's findings have important implications for abusive supervision and self‐ regulation research, as well as social exchange and ego depletion theories, because we extend our understanding of how trait and state self‐regulation affect cognitive responses associated with abusive supervision.
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Problem drinking is an important behavioral phenomenon with numerous implications for employees' ... more Problem drinking is an important behavioral phenomenon with numerous implications for employees' health and well-being within and outside the workplace. Although recent research has demonstrated that workplace stressors have effects on employees' problem drinking, additional research is needed to examine the role employees' problem drinking plays in the workplace stress–strain process. We draw from the transactional model of stress and the self-medication hypothesis to address this gap in prior research by offering a novel explanation for the indirect effects of hindrance stressors on employees' somatic complaints at work through problem drinking. Overall, we find support for the hypothesized model using a time-separated data collection with a heterogeneous sample of employee respondents from the United States (n = 223). This study extends prior stress research by making two important contributions to theory and research. First, we make an empirical contribution by examining problem drinking and somatic complaints at work, which are both understudied organizational phenomena that have importance to numerous organizational stakeholders. Second, we draw from the transactional model of stress and the self-medication hypothesis in a novel way that provides an important explanation for why
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Strategic Management Journal, 2019
Research Summary: A number of studies examine the extent to which boards compensate CEOs for thei... more Research Summary: A number of studies examine the extent to which boards compensate CEOs for their firm's performance (i.e., pay-for-performance), but these studies typically do not incorporate what CEOs actually do to bring about those performance outcomes. We suggest that directors will make stronger internal attributions about firm performance when the CEO engages in high levels of corporate strategic investment. CEOs that invest in firm growth essentially "place their bets," so the pay-for-performance relationship is stronger for them than it is for CEOs who do not invest as much in firm growth. We also theorize and find that directors make internal attributions about firm performance more for prestigious, but not less prestigious, CEOs and more when the directors collectively exhibit conservative, but not liberal, political ideologies. Managerial Summary: Shareholders and other stake-holders often demand that CEOs should be paid for performance. In other words, CEOs should be paid well when the company is performing well and paid less when the company is not performing well. We add an additional dimension: boards might also consider what CEOs actually do to bring about performance outcomes. Our findings suggest that when CEOs make heavy corporate investments, they essentially "place their bets." In this scenario, boards attribute performance to the CEO so that CEO compensation rises and falls with company performance. When CEOs
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Journal of Organizational Behavior, 2019
This special issue of the Journal of Organizational Behavior was developed to further extend attr... more This special issue of the Journal of Organizational Behavior was developed to further extend attribution theory and its application to the field of organizational behavior. In this introduction, we provide a brief overview of the motivation for this special issue, a concise summary of the papers included in it, a discussion about progress toward the field's goals, and suggestions for how future research can move the field forward. In doing so, we describe how applying attribution theory to studies that utilize a broad range of study designs, research contexts, and focal topics results in insights that enhance our understanding of how attributional processes predict and explain individuals' emotions and behaviors. We also provide suggestions for how to further develop attribution theory so we can more clearly describe the generaliz-ability of relationships across a wide variety of organizational contexts. KEYWORDS attribution, leadership, motivation 1 | INTRODUCTION Attribution theory provides the framework necessary to understand how individuals explain why events in their environment happened (i.e., they make causal ascriptions; Heider, 1958). Several factors stimulated the need for this special issue on attribution theory. First, recent journal articles have made it clear that the potential of attribu-tion theory to contribute to the organizational sciences has not been realized. In particular, an article by Martinko, Harvey, and Dasborough (2011) pointed out that although a significant proportion of journal space in social psychology is devoted to attributional perspectives of human behavior, a disproportionally small amount of space is devoted to attributional topics in organizational behavior journals. In that article , they note that many researchers have misconstrued discussions of attribution theory by downplaying the utility of the construct. A recent article by Harvey, Madison, Martinko, Crook, and Crook (2014) directly addressed the criticisms regarding the explanatory power of attribution theory (Lord & Smith, 1983; Mitchell, 1982) by demonstrating through a meta-analysis that the amount of variance in organizational outcomes that is accounted for by attributional constructs is similar to other more popular constructs, such as organizational justice and organizational citizenship behaviors. Although recent articles document that attribution theory has the potential to fill many of the gaps in our understanding of organizational behavior, its potential has not been unrealized. Despite the relative paucity of contributions focusing on attribu-tional processes, recent contributions have been encouraging because they document the importance of attributional processes. These advances include a recent Academy of Management Review article by Chan and McAllister (2014) that cites attribution theory as a core explanation for subordinates' perceptions of abusive supervision. Also, an Academy of Management Review article coauthored by Terry Mitchell and his colleagues (Eberly, Holley, Johnson, & Mitchell, 2011) explicated the construct of relational attributions. Finally, a Journal of Organizational Behavior article by Burton, Taylor, and Barber (2014) empirically tested the constructs of internal, external, and relational attributions in subordinate/supervisory relations.
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Journal of Management, 2019
Workplace deviance research has expanded rapidly over the past decade. Despite the expansive body... more Workplace deviance research has expanded rapidly over the past decade. Despite the expansive body of research available, we have an incomplete understanding of the measurement, magnitude, and direction of relationships within workplace deviance's nomological network. We draw from 235 empirical samples of data (k = 235, N = 66,990) to conduct random-effects meta-analyses of interpersonal (k = 156, N = 42,239) and organizational (k = 206, N = 60,008) workplace deviance research so we can build the solid foundation necessary to advance the conversation in this literature. We use an exploratory meta-analytic approach and the horizontal contrasting method of theory elaboration to provide a nuanced understanding of the relationship between interpersonal and organizational deviance (ρ = .67, k = 110, N = 30,426) as well as determine the magnitude and generalizability (i.e., external validity) of relationships within their nomological networks. We find some evidence of differences (i.e., heterogeneity) in the measurement and magnitude of relationships across contexts. Overall, we conduct a state-of-the-art meta-analysis that leverages contemporary meta-analytic techniques and the extensive body of empirical workplace deviance research available to improve our understanding of the measurement of workplace deviance and relationships Acknowledgments: We thank Ernest O'Boyle and two anonymous reviewers for their thoughtful and supportive feedback. We thank Katherine Alexander, Phil Andolena, Sami Berrada, and Nataliya Potapenko for their help coding the meta-analytic data for our study.
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Journal of Business Ethics, 2019
Research that examines unethical interpersonal treatment has received a great deal of attention f... more Research that examines unethical interpersonal treatment has received a great deal of attention from scholars and practitioners in recent years due to the remarkable impact of mistreatment in the workplace. However, the literature is incomplete because we have an inadequate understanding of insubordination, which we define as "subordinates' disobedient behaviors that intentionally exhibit a defiant refusal of their supervisors' authority." In our study, we integrate social exchange theory and the advantageous comparison component of moral disengagement within the integrative model of experiencing and responding to mistreatment at work. Then, we explain why subordinates disengage from moral control as they balance experiencing abusive supervision with perpetrating insubordination within negative supervisor-subordinate social exchange relationships. In Studies 1-4, we validate a five-item measure of insubordination and demonstrate its content, convergent, discriminant, criterion-related, and predictive validity. In Study 5 (n = 287), we demonstrate that there is a positive indirect effect of abusive supervision on insubordination through negative social exchange relationship quality that strengthens for subordinates who perceive higher levels of supervisors' task performance than others. Overall, our study advances the conversation in the business ethics literature by creating a solid conceptual, empirical, and theoretical foundation for a cohesive program of insubordination research that meaningfully builds on prior findings in unethical interpersonal treatment research.
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Journal of Business Ethics, 2019
We draw from ego depletion and leader-member exchange (i.e., LMX) theories to provide nuanced ins... more We draw from ego depletion and leader-member exchange (i.e., LMX) theories to provide nuanced insight into why abusive supervision is indirectly associated with supervisor-directed destructive voice. A multi-wave, multi-source field study (n = 219) demonstrates evidence that abusive supervision has a positive conditional indirect effect on supervisor-directed destructive voice through subordinates' relational ego depletion with their supervisors that is stronger for higher LMX differentiation contexts than lower LMX differentiation contexts. We make novel theoretical, empirical, and practical contributions by providing a parsimonious explanation for why relational aspects of supervisory treatment (i.e., abusive supervision and LMX differentiation) drain subordinates' capacities for controlling their volitional actions during interactions with their supervisors (i.e., relational ego depletion) and how this relationship impacts subordinates' supervisor-directed destructive voice. Overall, our study extends the application of ego depletion and LMX theories to the examination of abusive supervision and destructive voice in order to meaningfully inform researchers' attempts to build cohesive streams of research in these areas and practitioners' attempts to promote ethical workplace environments.
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Journal of the Academy of Marketing Science, 2019
Does improving employee happiness affect customer outcomes? The current study attempts to answer ... more Does improving employee happiness affect customer outcomes? The current study attempts to answer this question by examining the impact of employee satisfaction trajectories (i.e., systematic changes in employee satisfaction) on customer outcomes. After accounting for employees' initial satisfaction levels, the analyses demonstrate the importance of employee satisfaction trajectories for customer satisfaction and repatronage intentions, as well as identify customer-employee contact as a necessary conduit for their effect. From a macro perspective, employee satisfaction trajectories strongly impact customer satisfaction for companies with significant employee-customer interaction, but not for companies without such interaction. From a micro perspective, employee satisfaction trajectories influence customer repatronage intentions for frequent customers, but not for infrequent customers. These effects are robust to controlling for previous customer evaluations and recent employee evaluations. Overall, these findings extend the dominant view of examining static, employee satisfaction levels and offer important implications for the management of the organizational frontline.
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Leadership research has been encumbered by a proliferation of constructs and measures, despite li... more Leadership research has been encumbered by a proliferation of constructs and measures, despite little evidence that each is sufficiently conceptually and operationally distinct from the others. We draw from research on subordinates' implicit theories of leader behavior, behaviorally anchored rating scales, and decision making to argue that leader affect (i.e., the degree to which subordinates have positive and negative feelings about their supervisors) underlies the common variance shared by many leadership measures. To explore this possibility, we developed and validated measures of positive and negative leader affect (i.e., the Leader Affect Questionnaires; LAQs). We conducted 10 studies to develop the five-item positive and negative LAQs and to examine their convergent, discriminant, predictive, and criterion-related validity. We conclude that a) the LAQs provide highly reliable and valid tools for assessing subordinates' evaluations of their leaders; b) there is significant overlap between existing leadership measures, and a large proportion of this overlap is a function of the affect captured by the LAQs; c) when the LAQs are used as control variables, in most cases, they reduce the strength of relationships between leadership measures and other variables; d) the LAQs account for significant variance in outcomes beyond that explained by other leadership measures; and e) there is a considerable amount of unexplained variance between leadership measures that the LAQs do not capture. Research suggestions are provided and the implications of our results are discussed. In this article, we describe the development and validation of leader affect scales based on the premise that subordinate evaluations of leaders are largely a function of affect, which we conceptualize as the degree to which subordinates have positive and negative feelings about their supervisors. We argue that such scales are necessary to identify the effects of affect on subordi-nates' ratings of leaders. We also propose that affect is a primary driver of subordinate evaluations of their leaders and should not be ignored or viewed only as a nuisance factor or control variable.
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We draw from social psychological and resource-based theories to meta-analytically examine curvil... more We draw from social psychological and resource-based theories to meta-analytically examine curvilinear relationships between destructive leadership and followers' workplace behaviors (i.e., job performance, organizational citizenship behaviors, and workplace deviance). Overall, our meta-analytic results demonstrate that relationships between destructive leadership and followers' workplace behaviors are essentially linear. The limited evidence of curvilinear relationships we did find supports the application of social psychological theories when examining high levels of destructive leadership.
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We examine perceived organizational obstruction as a mediator in the relationship between abusive... more We examine perceived organizational obstruction as a mediator in the relationship between abusive supervision and subordinates' organizational citizenship behaviors directed toward organizations. We seek to provide a nuanced understanding of why subordinates who perceive supervisory mistreatment would target organizations with behavioral responses. Specifically, we study the implications of examining relationships between inconsistent sources of social exchange perceptions (e.g., supervisory perceptions) and targets of social exchange behaviors (e.g., organizational responses), which we refer to as social exchange source–target misalignment. Results from 3 studies (Study 1: n = 109; Study 2: n = 213; Study 3: n = 228) demonstrate evidence that abusive supervision is indirectly and negatively associated with organizational citizenship behaviors directed toward organizations through perceived organizational obstruction and that this conditional indirect effect is stronger for subordinates who perceive higher levels of supervisor organizational embodiment than others. Examining the social exchange tandem of perceived organizational obstruction and supervisor organizational embodiment provides a novel and useful means of aligning sources and targets of negative social exchange relationships across subordinates, supervisors, and organizations in order to advance our understanding of the social exchange antecedents and consequences of perceived organizational obstruction.
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We draw from ego depletion and leader–member exchange (i.e., LMX) theories to provide nuanced ins... more We draw from ego depletion and leader–member exchange (i.e., LMX) theories to provide nuanced insight into why abusive supervision is indirectly associated with supervisor-directed destructive voice. A multi-wave, multi-source field study (n = 219) demonstrates evidence that abusive supervision has a positive conditional indirect effect on supervisor-directed destructive voice through subordinates' relational ego depletion with their supervisors that is stronger for higher LMX differentiation contexts than lower LMX differentiation contexts. We make novel theoretical, empirical, and practical contributions by providing a parsimonious explanation for why relational aspects of supervisory treatment (i.e., abusive supervision and LMX differentiation) drain subordinates' capacities for controlling their volitional actions during interactions with their supervisors (i.e., relational ego depletion) and how this relationship impacts subordinates' supervisor-directed destructive voice. Overall, our study extends the application of ego depletion and LMX theories to the examination of abusive supervision and destructive voice in order to meaningfully inform researchers' attempts to build cohesive streams of research in these areas and practitioners' attempts to promote ethical workplace environments.
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Problem drinking is an important behavioral phenomenon with numerous implications for employees' ... more Problem drinking is an important behavioral phenomenon with numerous implications for employees' health and well-being within and outside the workplace. Although recent research has demonstrated that workplace stressors have effects on employees' problem drinking, additional research is needed to examine the role employees' problem drinking plays in the workplace stress–strain process. We draw from the transactional model of stress and the self-medication hypothesis to address this gap in prior research by offering a novel explanation for the indirect effects of hindrance stressors on employees' somatic complaints at work through problem drinking. Overall, we find support for the hypothesized model using a time-separated data collection with a heterogeneous sample of employee respondents from the United States (n = 223). This study extends prior stress research by making two important contributions to theory and research. First, we make an empirical contribution by examining problem drinking and somatic complaints at work, which are both understudied organizational phenomena that have importance to numerous organizational stakeholders. Second, we draw from the transactional model of stress and the self-medication hypothesis in a novel way that provides an important explanation for why
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Critical mass theory and the tokenism hypothesis propose that females' job performance is adverse... more Critical mass theory and the tokenism hypothesis propose that females' job performance is adversely affected by perceptions and experiences that stem from females comprising a smaller proportion of organizations than males. Although belief in the gender token effect appears to be widely held, empirical evidence of this effect is relatively scarce; furthermore, the evidence that does exist is somewhat inconsistent. The purpose of the present study was to provide a meta-analytic test of the gender token effect by examining the extent to which the proportion of females in organizations relates to male– female differences in job performance. Meta-analytic results based on data from 158 independent studies (N = 101,071) reveal that (a) females tend to demonstrate higher job performance than males (d = −.10), and (b) this difference does not appear to vary based on the proportion of females in organizations. We found similar results for subjective task performance (e.g., supervisory ratings), organizational citizenship behaviors, and objective task performance (e.g., sales). Overall, this study's results demonstrate almost no
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Trait and state self‐regulation both have critical influences on workplace behavior, but their in... more Trait and state self‐regulation both have critical influences on workplace behavior, but their influences are thought to operate quite differently. We draw from social exchange and ego depletion theories to investigate the relationship between trait and state self‐regulation, as well as how they differentially affect the relationship between subordinates' perceptions of abusive supervision and job tension. Specifically, we examine (a) how the interaction between abusive supervision and trait self‐regulation affects job tension and (b) how state self‐regula-tion mediates the relationship between abusive supervision and job tension. Using 3 studies that include an experiment (n = 81) and 2 field studies with cross‐sectional (n = 157) and time‐separated (n = 109) data, we demonstrate that the interaction between abusive supervision and trait self‐regulation increases experienced job tension for subordinates who report higher levels of abusive supervision and trait self‐regulation than others. Also, we provide evidence that abusive supervision is indirectly associated with job tension through state self‐reg-ulation. This study's findings have important implications for abusive supervision and self‐ regulation research, as well as social exchange and ego depletion theories, because we extend our understanding of how trait and state self‐regulation affect cognitive responses associated with abusive supervision.
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Problem drinking is an important behavioral phenomenon with numerous implications for employees' ... more Problem drinking is an important behavioral phenomenon with numerous implications for employees' health and well-being within and outside the workplace. Although recent research has demonstrated that workplace stressors have effects on employees' problem drinking, additional research is needed to examine the role employees' problem drinking plays in the workplace stress–strain process. We draw from the transactional model of stress and the self-medication hypothesis to address this gap in prior research by offering a novel explanation for the indirect effects of hindrance stressors on employees' somatic complaints at work through problem drinking. Overall, we find support for the hypothesized model using a time-separated data collection with a heterogeneous sample of employee respondents from the United States (n = 223). This study extends prior stress research by making two important contributions to theory and research. First, we make an empirical contribution by examining problem drinking and somatic complaints at work, which are both understudied organizational phenomena that have importance to numerous organizational stakeholders. Second, we draw from the transactional model of stress and the self-medication hypothesis in a novel way that provides an important explanation for why
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