Abstract

Researchers have emphasized the value of authenticity, but not much is known about what makes a person authentic in the eyes of others. Our research takes an interpersonal perspective to examine the determinants of followers’ perceptions of leader authenticity. Building on social identity theory, we propose that two fundamental self-identifications–a leader’s sense of uniqueness and sense of belongingness–interact to influence followers’ perceptions of a leader’s authenticity via perceptions of a leader’s self-concept consistency. In a field study conducted among leader–follower dyads and in a controlled laboratory experiment, we find that when a leader feels a low sense of belongingness, there is a positive relationship between a leader’s sense of uniqueness and perceptions of leader authenticity. When a leader feels a low sense of uniqueness, there is a positive relationship between a leader’s sense of belongingness and perceptions of leader authenticity. This is because followers perceive this leader as having high self-concept consistency.

Keyword

Perceived leader authenticity ;  Self-concept consistency ;  Sense of belongingness ;  Sense of uniqueness ;  Social identity theory

Abstract

Studies have started to examine factors that explain when and why leaders enact procedural justice. However, these studies have not considered the idea that justice enactment can be a self-serving instrument for leaders. In this paper, we propose a threat-based tripartite model of procedural justice enactment. Specifically, we examine how leaders in unstable (vs. stable) power positions combine information from the two fundamental dimensions of person perception-that is, their perceptions of a follower's competence and warmth-to shape the level of procedural justice they enact toward the follower. In support of our model, the results of a multisource organizational field study and a laboratory experiment show that leaders in unstable power positions enact procedural justice, particularly toward followers whom they perceive as highly competent but low in warmth. We discuss our findings in light of their implications for the justice and leadership literatures.

Keyword

competence ;  instrumentality ;  person perception ;  position stability ;  procedural justice ;  warmth

Abstract

Expressing (vs. withholding) forgiveness is often promoted as a beneficial response for victims. In the present research, we argue that withholding (vs. expressing) forgiveness can also be beneficial to victims by stimulating subsequent transgressor compliance - a response that is valuable in restoring the victim's needs for control. Based on deterrence theory, we argue that a victim's withheld (vs. expressed) forgiveness promotes transgressor compliance when the victim has low power, relative to the transgressor. This is because withheld (vs. expressed) forgiveness from a low-power victim elicits transgressor fear. On the other hand, because people are fearful of high-power actors, high-power victims can expect high levels of compliance from a transgressor, regardless of whether they express forgiveness or not. A critical incidents survey (Study 1) and an autobiographic recall study (Study 2) among employees, as well as a laboratory experiment among business students (Study 3), support these predictions. These studies are among the first to reveal that withholding forgiveness can be beneficial for low-power victims in a hierarchical context - ironically, a context in which offering forgiveness is often expected.

Keyword

compliance ;  deterrence theory ;  fear ;  forgiveness ;  Power

Abstract

Research on value congruence rests on the assumption that values denote desirable behaviors and ideals that employees and organizations strive to approach. In the present study, we develop and test the argument that a more complete understanding of value congruence can be achieved by considering a second type of congruence based on employees' and organizations' counter-ideal values (i.e., what both seek to avoid). We examined this proposition in a time-lagged study of 672 employees from various occupational and organizational backgrounds. We used difference scores as well as polynomial regression and response surface analyses to test our hypotheses. Consistent with our hypotheses, results reveal that counter-ideal value congruence has unique relations to employees' trust in the organization that go beyond the effects of ideal value congruence. We discuss theoretical and practical implications of this expanded perspective on value congruence.

Keyword

Counter-ideal values ;  Ideal values ;  P-E fit ;  Person-environment fit ;  Value congruence

Abstract

An apology, as an expression of remorse, can be an effective response from a transgressor to obtain forgiveness from a victim. Yet, to be effective, the victim should not construe the transgressor’s actions in a cynical way. Because low-power people tend to interpret the actions of high-power people in a cynical way, we argue that an apology (versus no apology) from high-power transgressors should be relatively ineffective in increasing forgiveness from low-power victims. We find support for this moderated mediation model in a critical incidents study (Study 1), a forced recall study (Study 2) among employees from various organizations and a controlled laboratory experiment among business students (Study 3). These studies reveal the limited value of expressions of remorse by high-power people in promoting forgiveness.

Keyword

apology ;  cynicism ;  forgiveness ;  power ;  remorse

Abstract

Recent conceptual work suggests that the sense of identity that employees develop vis-vis their organization goes beyond the traditional notion of organizational identification and can also involve conflicting impulses represented by ambivalent identification. In this study, we seek to advance this perspective on identification by proposing and empirically examining important antecedents and consequences. In line with our hypotheses, an experimental study (N = 199 employees) shows that organizational identification and ambivalent identification interactively influence employees’ willingness to engage in organizational citizenship behavior. The effect of organizational identification on organizational citizenship behavior is significantly reduced when employees experience ambivalent identification. A field study involving employees from a broad spectrum of organizations and industries (N = 564) replicated these findings. Moreover, results show that employees’ promotion and prevention focus form differential relationships with organizational identification and ambivalent identification, providing first evidence for a link between employees’ regulatory focus and the dynamics of identification. Implications for the expanded model of organizational identification and the understanding of ambivalence in organizations are discussed.

Keyword

ambivalence ;  ambivalent identification ;  expanded model of organizational identification ;  OCBI ;  OCBO ;  organizational citizenship behavior ;  organizational identification ;  prevention focus ;  promotion focus ;  regulatory focus

Abstract

A growing body of research has started to examine how individuals from different countries may differ in their use of ethically questionable tactics during business negotiations. Whereas prior research focused on the main effect of the national culture or nationality of the negotiator, we add a new factor, which is the nationality of the counterpart. Looking at both these variables allows us to examine whether and how people may change their likelihood of using ethically questionable tactics in inter-cultural negotiations as opposed to intra-cultural ones. Results of an experiment (N = 810) show that overall, American participants were less likely than Chinese participants to use ethically questionable tactics in negotiations. However, American participants were more likely to use ethically questionable tactics, particularly those related to false promises and inappropriate information gathering, in inter-cultural negotiations with Chinese counterparts, than in intra-cultural negotiations with American counterparts. By contrast, Chinese participants were less likely to use ethically questionable tactics, particularly those related to false promises and attacking opponent’s network, in inter-cultural negotiations with American counterparts, than in intra-cultural negotiations with Chinese counterparts. Implications and future directions are discussed.

Keyword

Americans ;  Chinese ;  Ethically questionable tactics ;  Inter-cultural negotiations ;  Intra-cultural negotiations

Abstract

Although theory postulates a strong connection between employees’ organizational identification and their extra-role efforts for the organization, empirical studies have found relatively weak links with considerable fluctuation across studies. Accordingly, it has been argued that the dynamics of this relation are not yet firmly understood. By adopting the perspective of an expanded model of organizational identification, we propose that the sense of identity that individuals develop vis-à-vis their organization goes beyond unidimensional ties and may involve conflicting impulses represented by ambivalent identification. Specifically, we propose that considering organizational identification and ambivalent identification in combination will contribute to a more accurate understanding of employees’ extra-role efforts. Supporting this view, a first field study involving employees from a broad spectrum of organizations and industries (N = 298) revealed that the positive relation between organizational identification and extra-role behavior was particularly strong for individuals low in ambivalent identification but nonexistent for highly ambivalent employees. A second field study (N = 564) applying a time-lagged design replicated and extended these findings by showing that these effects were generalizable to different types of extra-role behavior. Implications for the expanded model of organizational identification, the understanding of ambivalence, and the study of extra-role behavior are discussed.

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Abstract

The country faces serious challenges in meeting its innovation goal, say David De Cremer and Jess Zhang

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Abstract

David De Cremer and Jess Zhang examine the organisational and leadership lessons from the rise of Chinese technology giant Huawei

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