Subjects: Psychology >> Developmental Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： A person-centered approach views divergent variables as an interdependent system, and divides the sample into subgroups according to certain participant characteristics to analyze the antecedents and outcomes. This approach has earned much attention because it more closely approximates practice and easier to understand. Latent profile analysis (LPA) is one analytical tool typically used for such analysis. After comparing and contrasting person-centered and variable-centered approaches, and then LPA and similar analysis techniques, we systematically illuminate the domains of the field of organizational behavior where LPA can be applied. We then provide guidance for using LPA as a research method with regard to research theme, sample requirements, the use of theory, and the determination of profile number. Finally, we offer suggestions for the future development of LAP.
Subjects: Psychology >> Developmental Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： Illegitimate tasks, as a new type of workplace stressor, has gradually become a frontier topic in organization and management research. Illegitimate tasks refer to the tasks that are inconsistent with employees' expected work scope and that are unnecessarily performed or not belong to someone, and they include unreasonable tasks and unnecessary tasks. This article introduces the concept and measurement of illegitimate tasks, and systemically reviews their influences on employees' emotion, cognition, motivation, work attitude, work behavior, physical and mental health, and work-family relationship. The review also indicates that the nature and magnitude of such influences depend on the characteristics of employees and situations where employees work. Stress-as-offense-to-self theory, justice theory, job demands-resources model, job characteristics model, affective event theory, and self-determination theory are primary explaining accounts for the influences. Future research is encouraged to expand the concept and level of illegitimate tasks, unpack and integrate the mechanisms underlining their influences, investigate their contingent effects, and identify antecedents of illegitimate tasks. Developing the research of illegitimate tasks in cultural context and cultural orientation is also needed.
Subjects: Psychology >> Social Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： Proactive work behaviors, which are crucial for the long-term development of organizations, have become a hot topic in the organizational behavior research field. However, prior studies have indicated that followers' proactive work behaviors may exert a mixed-blessing effect on their leaders, such that these behaviors sometimes trigger leaders' positive evaluation but sometimes evoke leaders' negative treatment. To reconcile these conflicting findings, this theoretical paper draws upon implicit followership theory to develop a model of the bottom-up effect of followers' proactive work behavior. This model proposes that whether proactive followers evoke their leaders' positive or negative reaction depends on leaders' implicit followership. This paper first discussed the definition and dimension of leaders' proactive implicit followership and then illustrated how the congruence level between followers' proactive work behavior and leaders' proactive implicit followership shapes leaders' reactions and identified the mediating role of core emotions (e.g., happiness, tension, disappointment, and satisfaction). This paper provides a theoretical framework for future research to conduct empirical investigations on proactive work behavior.
Subjects: Psychology >> Social Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： With the use of information technology and increased work intensity, employees have less frequent face-to-face and sincere social contact with coworkers; thus, workplace loneliness has become a common problem for employees, which has attracted attention from management practitioners in organizations. Our literature review of workplace loneliness studies suggests that most previous studies have revealed the negative outcomes of workplace loneliness, thus highlighting the importance of focusing on this issue. However, based on the existing literature, we only have a vague understanding of how to prevent and cope with workplace loneliness. To guide employees to cope with workplace loneliness properly, we believe it is necessary to focus on how employees proactively cope with workplace loneliness rather than simply treating them as passive recipients of negative feelings. Understanding how employees cope with workplace loneliness will help propose constructive suggestions for managing it. In addition, to uncovering employees’ coping behaviors related to workplace loneliness, we still need to develop systematic thinking about how to prevent the occurrence of workplace loneliness by addressing the causes of workplace loneliness. Previous studies on workplace loneliness suggest that it is a type of negative emotion derived from a deficiency in high-quality workplace interpersonal relationships. Similarly, Wright and Silard (2021) believe that when employees' actual workplace interpersonal relationships fail to reach the expected level, employees will think that there are deficits in workplace interpersonal relationships and experience loneliness. Wright and Silard’s (2021) view reflects that workplace loneliness is a psychological experience caused by employees' failure to achieve expected social goals. Following this logic, this paper applies regulatory fit theory related to individuals’ self-regulation during the goal-chasing process to understand the generation and coping process of workplace loneliness. Based on the tenets of regulatory fit theory, this paper aims to answer three questions: 1) whether the effects of (in)congruence between leader and follower regulatory focus impact workplace loneliness through the mediating effect of leader-member exchange; 2) whether the effects of (in)congruence between employees and team regulatory focus impact workplace loneliness through the mediating effect of team-member exchange; and 3) how employees choose different social behaviors to cope with experienced workplace loneliness based on different team regulatory focus climate and how different social behaviors impact subsequent job performance. By applying polynomial regression and responding surface analysis methods, we hope to contribute to the studies of workplace loneliness and provide novel understanding about the causes of workplace loneliness. In addition, we hope to contribute to the studies of workplace loneliness by introducing regulatory fit theory to the research field. We believe that understanding individuals’ self-regulation during the process of chasing social goals will help enhance dynamic and systematic knowledge about how employees encounter workplace loneliness and how they cope with such feelings under different situations.
Subjects: Psychology >> Social Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： Carbon peaking and carbon neutrality goals are incorporated into the overall situation of China’s economic and social development. In this context, enterprises should actively adapt to the requirements of green development and strive for the “dominant position” of future market competition. As a leadership practice that focuses on environmental well-being, an environmentally specific servant leader can be an important guarantee for the enterprise’s green development. As such, the concept of environmentally specific servant leadership has attracted much attention from both scholars and practitioners in recent years.Environmentally specific servant leadership is defined as leading with motivation to develop pro‐environmental values and knowledge in employees. Environmentally specific servant leaders tend to serve employees in their pursuit of green goals and contributions. Under the supervision of such leaders, followers can proactively acquire not only green-related knowledge and skills but also green value. Moreover, environmentally specific servant leadership is a practice of leadership that places environmental benefits over economic benefits for himself or herself as well as for the enterprise, focusing on contributing to the green and sustainable growth of the enterprise and a larger community.This paper introduces the concept and measurement of environmentally specific servant leadership and systemically reviews its multilevel influences on employees’ green output, team green performance, and organizational green performance. Specifically, the outcome variables of employees’ green output include green behavior (low-carbon behavior, voluntary green behavior, organizational environmental citizenship behavior, and green performance) and green innovation (green creativity and green innovative work behavior).Conservation of resources theory, role identity theory, social learning theory, self-determination theory, and theory of planned behavior are important theories that could explain why environmentally specific servant leadership leads to beneficial green outcomes. Specifically, conservation of resources theory was used to explain the mediating role of employees’ green crafting and green (creativity) climate; role identity theory was used to explain the mediating role of team green identification, employees’ green role identity, employees’ environmental engagement, corporate social responsibility and employees’ harmonious environmental passion; social learning theory was used to explain the mediating role of employees’ green self-efficacy and employees’ environmental self-accountability; self-determination theory was used to explain the mediating role of employees’ green intrinsic motivation; and theory of planned behavior was used to explain the moderation of perceived organizational support for green behaviors as well as pro-environmental person-group fit. Explaining the underlying mechanism of environmentally specific servant leadership, conservation of resources theory and role identity theory were both used at the individual level and team level, while the other theories were only used at the individual level.Finally, this paper demonstrates six directions for future research. First, future research could explore environmentally specific servant leadership in the Chinese context, including the concepts, measurements, and contingency mechanisms. Second, future research should further integrate the double-edged sword effects of environmentally specific servant leadership on employees and leaders. Third, this paper suggests that future research explore the cognitive-affective mechanisms of environmentally specific servant leadership, constructing a parallel mediating model or an interactive mediating model. Fourth, future research could deepen the extant explorations about the relationship between environmentally specific servant leadership and team/organizational green outputs or expand the multilevel research about the consequences and their underlying mechanism of environmentally specific servant leadership. In addition, future research could also expand the research methods by using the experience sampling method, scenario simulated method, or behavioral experimental method. Fifth, future research should further expand the research sample to compare and explore the effects of environmentally specific servant leadership in different industries. Finally, this paper encourages future research to identify antecedents of environmentally specific servant leadership, such as the internal and external environment as well as the interaction between situational factors and personal traits.This paper clarifies the effect and mechanism of environmentally specific servant leadership research for internal scholars. At the same time, we expect to have practical insights for enterprises to realize sustainable development through leadership practices and help achieve China’s carbon peaking and carbon neutrality goals.
Subjects: Psychology >> Social Psychology submitted time 2023-03-27 Cooperative journals: 《心理学报》
Abstract： Faced with the critical environmental pollution, organizations are expected to plan and implement the environmental management practice. Employees, as the implementers of environmental management practice, have been considered to play a crucial role in organizational green management. Hence, how to facilitate employees’ green behavior is of particular importance for contemporary organizations. Employee green behavior is defined as a kind of behavior in the workplace that contributes to environmental sustainability. Given that employee green behavior is relevant to the sustainable development of the organization, this topic increasingly attracts attention and interest from scholars and practitioners alike. In particular, they focused on how to facilitate employee green behavior. Previous research revealed that green (environmentally specific) transformational leadership and green human resource management practices (HRM) played a crucial role in shaping employee green behavior. However, previous studies took an “either…or…” approach to investigate the effects of green transformational leadership and green HRM (separately), while ignoring their joint effects. Recent studies indicated a trend to examine the joint effects of leadership and HRM. Accordingly, this study explored the joint effect of green transformational leadership and green HRM on employee green behavior in the Chinese context. In particular, we proposed two alternative hypotheses. Based on cue consistency theory, we claimed that green transformational leadership and green HRM positively interact to shape employee green behavior. Based on leadership substitute theory, we demonstrated that green transformational leadership and green HRM negatively interact to shape employee green behavior. Moreover, we proposed that pro-environmental goal clarity mediates the interactive effect of green transformational leadership and green HRM on employee green behavior. We conducted two experiments and one survey study to test our hypotheses. In experiment 1a and 1b (2 × 2 between-subject design), the results of ANOVA showed that green transformational leadership and green HRM positively interacted to shape individual green behavior, which supported the hypotheses based on cue consistence theory. Specifically, individuals in the condition of high green transformational leadership and high green HRM were more likely to engage in green behavior. Study 2, a field study based on the survey data from 173 leader-employee dyads, not only replicated the findings of study 1a and 1b but also revealed that the interaction of green HRM and green transformational leadership was positively related to employee green behavior through the mediating role of pro-environmental goal clarity. This study contributes to the literature in several ways. First, by revealing the positive interactive effect of green transformational leadership and green HRM on employee green behavior, our findings guide us toward a better understanding of how to facilitate employee green behavior from a comprehensive and balanced perspective. Second, by revealing the mediating role of environmental goal clarity, this study contributes to a detailed understanding of how green HRM and green transformational leadership jointly influence employee green behavior. Finally, our results provide some implications for practitioners with how to promote employee green behavior, such as adopting green HRM and developing leaders’ green transformational leadership simultaneously.
Subjects: Psychology >> Social Psychology submitted time 2023-03-27 Cooperative journals: 《心理学报》
Abstract： Unethical pro-supervisor behavior refers to actions that are intended to promote the effective functioning of leaders and violate core societal values, mores, laws, or standards of proper conduct. Although subordinates' unethical pro-supervisor behavior protects the personal interest of supervisors in the short term, it can be detrimental to the reputation of the supervisor and the company in the long term, thus hindering the high-quality development of the organization. Existing research has devoted considerable efforts to the antecedents of unethical pro-supervisor behavior. However, few studies have explored the consequences of unethical pro-supervisor behavior, which leads to an unanswered research question: will a subordinate engaging in unethical pro-supervisor behavior persist in this behavior in the future? This study aims to investigate supervisors' responses to subordinates' unethical pro-supervisor behavior and how these responses shape subsequent unethical pro-supervisor behavior. Drawing on the “Bao” theory, we proposed that supervisors have two paradoxical responses (gratitude-driven resource rewards versus guilt-driven punishment) to their subordinates' unethical pro-supervisor behavior, which depends on supervisors' integrity. Supervisors with high levels of integrity will respond to their subordinates who engage in unethical pro-supervisor behavior with guilt-driven punishment (a negative “Bao”), which reduces subordinates' subsequent unethical pro-supervisor behavior. In contrast, supervisors with low levels of integrity will respond to their subordinates who engage in unethical pro-supervisor behavior with gratitude-driven resource rewards (a positive “Bao”), which increases subordinates' subsequent unethical pro-supervisor behavior.We conducted three studies. In Study 1, we conducted a scenario-based experiment to explore initial evidence for our hypotheses. In the scenario-based experiment, 120 pairs of subjects played the supervisor role and employee role. The results showed that when the level of supervisors' integrity was lower, subordinates' unethical pro-supervisor behavior increased supervisors' resource rewards through supervisors' gratitude, which, in turn, increased subordinates' subsequent unethical pro-supervisor behavior (i.e., the positive change in UPSB). However, when the level of supervisors' integrity was higher, subordinates' unethical pro-supervisor behavior increased supervisors' punishment through supervisors' guilt, which, in turn, reduced subordinates' subsequent unethical pro-supervisor behavior. Study 1 established the internal validity of our findings. However, its external validity is limited. Hence, we conducted a cross-sectional survey study (Study 2: four-wave data from 277 supervisor-subordinate dyads) and a diary survey study (Study 3: data from 87 supervisor-subordinate dyads over 10 working days). Mplus 8.0 was used to analyze the data. Our hypotheses were supported again.This research has several theoretical implications. First, we introduced the perspective of supervisor response (i.e., supervisors' emotional and behavioral responses) to examine the consequences of subordinates' unethical pro-supervisor behavior, which advances the literature on unethical pro-supervisor behavior. Second, based on Bao's theory, we explain how supervisors paradoxically respond to subordinates' unethical pro-supervisor behavior. In doing so, this research contributes to the development of Chinese indigenous management theory. Third, we identified that the moral quality of supervisors (supervisors' integrity) plays an important role in determining supervisors' responses to subordinates' unethical pro-supervisor behavior.
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