Subjects: Psychology >> Social Psychology submitted time 2023-03-27 Cooperative journals: 《心理学报》
Abstract： Leader group prototypicality refers to the subordinates’ perception of the extent to which a team leader was representative of the collective identity. A number of studies have investigated the positive consequences of leader group prototypicality, while some scholars proposed that leader group prototypicality probably induced negative results. Whether leader group prototypicality simultaneously leads to both positive and negative effects, however, is far less clear to date. Drawing from the self-categorization theory and the social identity theory, we argued that leader group prototypicality not only facilitated subordinates’ self-categorization into their teams, but also engendered their social-categorization tendencies in the multi-team context. With this argument, we examined the distinct mechanisms simultaneously and independently occurring between leader group prototypicality and intra-team collective citizenship behavior via the subordinates’ intra-team identification. We also inspected the relationship between leader group prototypicality and inter-team collective deviance via the subordinates’ perception of inter-team distinctiveness. To test our model, we conducted a survey on 257 subordinates and 72 team leaders from 4 companies in the Guangdong province. The survey questionnaires were distributed and coded on an online survey system. All respondents were informed of the confidentiality of their responses. In an attempt to avoid the common method bias, we collected multiphase multisource data from the subordinate and the team leader. In phase 1, subordinates were invited to report their evaluation on the leader group prototypicality and control variables. In phase 2, subordinates were invited to self-report their intra-team identification and their perception of inter-team distinctiveness. Similarly, team leaders were invited to report their intra-team collective citizenship behavior, their inter-team collective deviance as well as other related variables. Empirical results supported our postulation that leader group prototypicality was a double-edge sword in the multi-team context. Specially, with respect to the intra-team process, leader group prototypicality was positively related to subordinates’ intra-team identification, and subordinates’ intra-team identification was positively related to intra-team collective citizenship behavior. Subordinates’ intra-team identification mediated the indirect effect of leader group prototypicality on intra-team collective citizenship behavior. Meanwhile, with respect to the inter-team process, leader group prototypicality was also positively related to subordinates’ perception of inter-team distinctiveness, and subordinates’ perception of inter-team distinctiveness was positively related to inter-team collective deviance. Subordinates’ perception of inter-team distinctiveness mediated the indirect effect of leader group prototypicality on inter-team collective deviance. Moreover, intra-team self-categorization and inter-team social categorization represented unique systems. In other words, intra-team identification was not significantly related to inter-team collective deviance, nor perception of inter-team distinctiveness was significantly related to intra-team collective citizenship behavior. With these findings, we make several contributions to the literature and management practice. First, we addressed the question whether leader group prototypicality could simultaneously cause beneficial and damaging results. Second, we identified the differential indirect effects of leader group prototypicality on subordinate behavior. Third, our work provided evidence and complemented the traditional focus on intra-team context by drawing our attention to the underlying inter-team process of leader group prototypicality. Finally, our work helped to build a comprehensive framework for understanding the double-edge sword effects of leader group prototypicality in the multi-team system. From a practical point of view, our study raised our attention of the co-existed positive and negative effects of leader group prototypicality, and recommended managers to adopt remedies in promoting the positive effects while prohibiting the negative ones.
Subjects: Psychology >> Social Psychology submitted time 2023-03-27 Cooperative journals: 《心理学报》
Abstract： Team creativity is becoming more and more essential for organizations to adapt to dynamically changing environment. Previous literature on team creativity was mainly focused on the impact of leadership behavior on employees’ creative motivation and subsequent creative performance. Less attention has been paid to employees’ cognitive response to leaders’ expectation on creativity. Therefore, based on normative reference group theory and process-oriented theory of knowledge emergence in teams, the current study attempted to examine the mediating effects of employees’ behaviors in response to supervisor’s creativity expectation (i.e., team knowledge exchange behavior and team boundary spanning behavior), and investigate the moderating role of supervisor’s creative role identity. Data was collected from 568 employees working in 116 teams from four IT and software companies in Beijing and Shenzhen, China. Three waves of data collection were conducted. In the first wave, participants were required to report their demographic information (e.g. age, gender, education, and tenure), and their perceptions of supervisors’ creativity expectation. In the second wave, participants assessed team knowledge exchange behavior and team boundary spanning behavior. In the third wave, team supervisors evaluated their own creative role identity and team creativity. We used Mplus 7.2 to estimate our hypothesized models.Results showed that: 1) supervisors’ creativity expectation was positively related to both team knowledge exchange behavior and team boundary spanning behavior. 2) Team knowledge exchange behavior was positively associated with team creativity, whereas the relationship between team boundary spanning behavior and team creativity was not significant. 3) Supervisors’ creative role identity significantly moderated the relationship between team boundary spanning behavior and team creativity. Specifically, when supervisors had high level of creative role identity, team boundary spanning behavior did not distract from team creativity, whereas when supervisors’ creative role identity was low, team boundary spanning behavior harmed team creativity. The moderating effect of supervisor’s creative role identity on the relationship between team knowledge exchange behavior and team creativity was not significant.The current study contributes to the literature of team creativity in several aspects. First, different from previous team creativity literature, this study demonstrated a cognitive model explaining how team leader’s creativity expectation influences team creativity. Second, this study extended the normative reference group theory by clarifying the roles of leader’s creativity expectation and creative role identity in enhancing team creativity. Specifically, our study implies that both of team knowledge exchange behavior and team boundary spanning behavior are both stimulated by team supervisors’ creativity expectation. More importantly, supervisors’ creative role identity plays an important role in mitigating the negative effects of team boundary spanning behavior on team creativity. Third, this study also contributed to the process-oriented theory of knowledge emergence in teams by demonstrating the essential role of leader in enhancing the collective process of creative knowledge learning and sharing. Accordingly, managerial implications regarding team creativity management are discussed. We suggest that supervisors in knowledge-intensive companies should always be a real creator to enhance team creativity.
Subjects: Psychology >> Social Psychology submitted time 2023-03-27 Cooperative journals: 《心理学报》
Abstract： The term "workplace ostracism" refers to the acts of ignoring or excluding others in a workplace. Most previous studies on workplace ostracism are based on the revenge perspective, arguing that revenge cognition triggered by interpersonal conflict is the main motivation of workplace ostracism. However, this logic may not be applied to the newcomers. This is because they are part of the relatively disadvantaged groups in the organization and are eager to involve themselves to the new settings rather than engage in interpersonal conflicts that can worsen their situation. Drawing on identity theory, we attempt to explore the mechanisms by which newcomers’ role organizational socialization contributes to their workplace ostracism. Specifically, our model integrates both mediating and moderating mechanisms into a single model, thus providing an explanation of how newcomers’ role organizational socialization affects their workplace ostracism through the mediating and moderating roles of work alienation and insiders’ developmental feedback, respectively.To test the hypotheses in our model, we conducted a survey on 249 employee-supervisor dyads from four companies in Guangdong Province, China. The survey was conducted in three waves. In the first wave, newcomer participants were asked to complete a questionnaire, including demographic information (gender, age, tenure, education), role organizational socialization, and interpersonal conflict. In the second wave, newcomer participants reported their work alienation, revenge cognition, and developmental feedback. In the third wave, their leaders were required to rate the newcomers’ workplace ostracism. We examined our hypotheses with MPLUS 6.12 and SPSS 22.0.Empirical results showed that the role identity mechanism can significantly explain newcomers’ workplace ostracism after controlling the traditional conflict-retaliation mechanism. Specifically, we found support for our arguments as follows: 1) newcomers’ role organizational socialization is negatively related to their workplace ostracism, 2) newcomers’ work alienation serves as a mediator in the relation between their role organizational socialization and workplace ostracism, and 3) developmental feedback moderates the relationship between newcomers’ role organizational socialization and work alienation. Specifically, the negative relation between newcomers’ role organizational socialization and work alienation is stronger when the level of developmental feedback they received is low. Furthermore, 4) developmental feedback moderates the negative and indirect effect of newcomers’ role organizational socialization on their workplace ostracism. Specifically, work alienation mediates the negative effect when developmental feedback is low, but not when it is high.This study contributes to the theoretical and empirical literature in the following ways. First, we extend previous studies on workplace ostracism by demonstrating that newcomers and experienced employees can have different reasons for their workplace ostracism. The verification of the role identity mechanism for newcomers’ workplace ostracism significantly extends our understanding of the unique features of their behaviors during the organizational socialization period. Second, our findings deepen our understanding of the role identity mechanism by examining the mediating role of work alienation and the moderating effect of developmental feedback under a general theoretical framework. Finally, our work uses identity theory to build a comprehensive frame work for understanding the antecedents of workplace ostracism, thus providing a uniquely generative frame work for future research.
Subjects: Psychology >> Social Psychology submitted time 2023-03-27 Cooperative journals: 《心理学报》
Abstract： Emotional labor refers to the process of regulating both feelings and expressions in response to the display rules for promoting organizational goals. Instead of conceptualizing emotional labor as a stable behavioral tendency, the current study applied self-regulation theory to understand emotional labor (expressing proper emotion at work) as a self-regulation process, and specific emotional labor strategies (i.e., deep acting and surface acting) as approaches employees use to cope with negative moods on a daily basis. By surveying 210 customer service representatives of a call center for fourteen consecutive workdays, this diary study examined a multilevel model of daily emotional labor, with morning negative affect as a within-person level predictor, and employee job tenure and emotional intelligence as between-person level moderators. Specifically, the main effects of daily negative affect on emotional labor strategies were reflected by mean values of the random slopes at the within-person level. To test the cross-level interactive effects, the random slopes of “morning negative affect-daily emotional labor strategies” relations were regressed on job tenure and emotional intelligence; the interactive effects were indicated by significant effects of between-level moderators on given within-level random slopes. Results showed that service employees were more likely to engage in deep acting on days when they experience lower levels of negative mood. Further, job tenure and emotional intelligence significantly attenuated the negative effect of morning negative affect on daily deep acting. Specifically, the negative relationship between morning negative affect and daily deep acting was weaker (versus stronger) for employees with longer (versus shorter) job tenure, or higher (versus lower) emotional intelligence. Additionally, employees’ emotional intelligence also moderated the relationship between morning negative affect and surface acting, but in different directions. To be concrete, for employees with higher emotional intelligence, there was a positive relationship between morning negative affect and daily surface acting; whereas the relationship reflected a negative trend for employees with less emotional intelligence. The current study contributes to the literature of emotional labor in several aspects. First, drawing on self-regulation theory, the current study conceptualized emotional labor as a coping strategy in employees’ daily self-regulation process. In conceptualizing deep acting and surface acting as coping strategies consuming different levels of resources, the current study provided a resources-based mechanism underlying the “negative affect-emotional labor strategy” linkage. Second, the current study also investigated cognitive resource (i.e., job tenure) and self-regulation resource (i.e., emotional intelligence) at the individual level as boundary conditions that shape the impact of daily negative affect on emotional labor strategies. In doing so, we were able to support the resource-based theoretical mechanism between the “negative affect-emotional labor strategy” linkage, and expand the literature on emotional labor.
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