Joyce E. Bono

A qualitative and quantitative review of the relationship between job satisfaction and job performance is provided. The qualitative review is organized around 7 models that characterize past research on the relationship between job satisfaction and job performance. Although some models have received more support than have others, research has not provided conclusive confirmation or disconfirmation of any model, partly because of a lack of assimilation and integration in the literature. Research devoted to testing these models waned following 2 meta-analyses of the job satisfaction-job performance relationship. Because of limitations in these prior analyses and the misinterpretation of their findings, a new meta-analysis was conducted on 312 samples with a combined N of 54,417. The mean true correlation between overall job satisfaction and job performance was estimated to be .30. In light of these results and the qualitative review, an agenda for future research on the satisfaction-performance relationship is provided.

This article presents meta-analytic results of the relationship of 4 traits--self-esteem, generalized self-efficacy, locus of control, and emotional stability (low neuroticism) with job satisfaction and job performance. With respect to job satisfaction, the estimated true score correlations were .26 for self-esteem, .45 for generalized self-efficacy, .32 for internal locus of control, and .24 for emotional stability. With respect to job performance, the correlations were .26 for self-esteem, .23 for generalized self-efficacy, .22 for internal locus of control, and .19 for emotional stability. In total, the results based on 274 correlations suggest that these traits are among the best dispositional predictors of job satisfaction and job performance. T. A. Judge, E. A. Locke. and C. C. Durham's (1997) theory of core self-evaluations is used as a framework for discussing similarities between the 4 traits and their relationships to satisfaction and performance.

This article provides a qualitative review of the trait perspective in leadership research, followed by a meta-analysis. The authors used the five-factor model as an organizing framework and meta-analyzed 222 correlations from 73 samples. Overall, the correlations with leadership were Neuroticism = -.24, Extraversion = .31, Openness to Experience = .24, Agreeableness = .08, and Conscientiousness = .28. Results indicated that the relations of Neuroticism, Extraversion, Openness to Experience, and Conscientiousness with leadership generalized in that more than 90% of the individual correlations were greater than 0. Extraversion was the most consistent correlate of leadership across study settings and leadership criteria (leader emergence and leadership effectiveness). Overall, the five-factor model had a multiple correlation of .48 with leadership, indicating strong support for the leader trait perspective when traits are organized according to the five-factor model.

Despite an emerging body of research on a personality trait termed core self‐evaluations, the trait continues to be measured indirectly. The present study reported the results of a series of studies that developed and tested the validity of the Core Self‐Evaluations Scale (CSES), a direct and relatively brief measure of the trait. Results indicated that the 12‐item CSES was reliable, displayed a unitary factor structure, correlated significantly with job satisfaction, job performance, and life satisfaction, and had validity equal to that of an optimal weighting of the 4 specific core traits (self‐esteem, generalized self‐efficacy, neuroti‐cism, and locus of control), and incremental validity over the 5‐factor model. Overall, results suggest that the CSES is a valid measure that should prove useful in applied psychology research.

This study was a meta-analysis of the relationship between personality and ratings of transformational and transactional leadership behaviors. Using the 5-factor model of personality as an organizing framework, the authors accumulated 384 correlations from 26 independent studies. Personality traits were related to 3 dimensions of transformational leadership--idealized influence-inspirational motivation (charisma), intellectual stimulation, and individualized consideration--and 3 dimensions of transactional leadership--contingent reward, management by exception-active, and passive leadership. Extraversion was the strongest and most consistent correlate of transformational leadership. Although results provided some support for the dispositional basis of transformational leadership--especially with respect to the charisma dimension--generally, weak associations suggested the importance of future research to focus on both narrower personality traits and nondispositional determinants of transformational and transactional leadership.

The authors present results of 4 studies that seek to determine the discriminant and incremental validity of the 3 most widely studied traits in psychology-self-esteem, neuroticism, and locus of control-along with a 4th, closely related trait-generalized self-efficacy. Meta-analytic results indicated that measures of the 4 traits were strongly related. Results also demonstrated that a single factor explained the relationships among measures of the 4 traits. The 4 trait measures display relatively poor discriminant validity, and each accounted for little incremental variance in predicting external criteria relative to the higher order construct. In light of these results, the authors suggest that measures purporting to assess self-esteem, locus of control, neuroticism, and generalized self-efficacy may be markers of the same higher order concept.

This study linked traits from the 5-factor model of personality (the Big 5) to transformational leadership behavior. Neuroticism, Extraversion, Openness to Experience, and Agreeableness were hypothesized to predict transformational leadership. Results based on 14 samples of leaders from over 200 organizations revealed that Extraversion and Agreeableness positively predicted transformational leadership; Openness to Experience was positively correlated with transformational leadership, but its effect disappeared once the influence of the other traits was controlled. Neuroticism and Conscientiousness were unrelated to transformational leadership. Results further indicated that specific facets of the Big 5 traits predicted transformational leadership less well than the general constructs. Finally, transformational leadership behavior predicted a number of outcomes reflecting leader effectiveness, controlling for the effect of transactional leadership.

We extend existing theories by linking transformational leadership to “self-concordance” at work. In two studies using diverse samples and methods, leader behaviors were associated with follower te...

This study tested a model of the relationship between core self-evaluations, intrinsic job characteristics, and job satisfaction. Core self-evaluations was assumed to be a broad personality concept manifested in 4 specific traits: self-esteem, generalized self-efficacy, locus of control, and low neuroticism. The model hypothesized that both subjective (perceived) job characteristics and job complexity mediate the relationship between core self-evaluations and job satisfaction. Two studies were conducted to test the model. Results from Study 1 supported the hypothesized model but also suggested that alternative models fit the data well. Results from Study 2 revealed that core self-evaluations measured in childhood and in early adulthood were linked to job satisfaction measured in middle adulthood. Furthermore, in Study 2 job complexity mediated part of the relationship between both assessments of core self-evaluations and job satisfaction.

The present study tested a model explaining how the core self-evaluations (i.e., positive self-regard) concept is linked to job and life satisfaction. The self-concordance model, which focuses on motives underlying goal pursuit, was used as an explanatory framework. Data were collected from 2 samples: (a) 183 university students (longitudinal measures of goal attainment and life satisfaction were used) and (b) 251 employees (longitudinal measures of goal attainment and job satisfaction were utilized). In both studies, the core self-evaluations concept was positively related to goal self-concordance, meaning that individuals with positive self-regard were more likely to pursue goals for intrinsic and identified (value-congruent) reasons. Furthermore, in both studies, goal self-concordance was related to satisfaction (job satisfaction in Study 1 and life satisfaction in Study 2).

In a series of studies, we examine the role of positive emotions in the charismatic leadership process. In Studies 1 and 2, ratings of charisma in a natural work setting were linked to leaders' positive emotional expressions. In Study 3, leaders' positive emotional expressions were linked to mood states of simulated followers. Results suggest that mood contagion may be one of the psychological mechanisms by which charismatic leaders influence followers. In Study 4, we used a trained actor and manipulated leaders' positive emotional expressions to isolate the effects of positive emotions from the potential effects of non-emotional aspects of effective leadership (e.g., vision, other inspirational influence processes). A positive link between leader emotions and follower mood was found. Results also indicate that both leaders' positive emotional expressions and follower mood influenced ratings of leader effectiveness and attraction to the leader.

Mindfulness research activity is surging within organizational science. Emerging evidence across multiple fields suggests that mindfulness is fundamentally connected to many aspects of workplace functioning, but this knowledge base has not been systematically integrated to date. This review coalesces the burgeoning body of mindfulness scholarship into a framework to guide mainstream management research investigating a broad range of constructs. The framework identifies how mindfulness influences attention, with downstream effects on functional domains of cognition, emotion, behavior, and physiology. Ultimately, these domains impact key workplace outcomes, including performance, relationships, and well-being. Consideration of the evidence on mindfulness at work stimulates important questions and challenges key assumptions within management science, generating an agenda for future research.

In this chapter, we argue that state and trait mindfulness and mindfulness-based practices in the workplace should enhance employee outcomes. First, we review the existing literature on mindfulness, provide a brief history and definition of the construct, and discuss its beneficial effects on physical and psychological health. Second, we delineate a model of the mental and neurobiological processes by which mindfulness and mindfulness-based practices improve self-regulation of thoughts, emotions, and behaviors, linking them to both performance and employee well-being in the workplace. We especially focus on the power of mindfulness, via improved self-regulation, to enhance social relationships in the workplace, make employees more resilient in the face of challenges, and increase task performance. Third, we outline controversies, questions, and challenges that surround the study of mindfulness, paying special attention to the implications of unresolved issues for understanding the effects of mindfulness at work. We conclude with a discussion of the implications of our propositions for organizations and employees and offer some recommendations for future research on mindfulness in the workplace.

In this experience sampling study, the authors examined the role of organizational leaders in employees' emotional experiences. Data were collected from health care workers 4 times a day for 2 weeks. Results indicate supervisors were associated with employee emotions in 3 ways: (a) Employees experienced fewer positive emotions when interacting with their supervisors as compared with interactions with coworkers and customers; (b) employees with supervisors high on transformational leadership experienced more positive emotions throughout the workday, including interactions with coworkers and customers; and (c) employees who regulated their emotions experienced decreased job satisfaction and increased stress, but those with supervisors high on transformational leadership were less likely to experience decreased job satisfaction. The results also suggest that the effects of emotional regulation on stress are long lasting (up to 2 hr) and not easily reduced by leadership behaviors.

Over the past five years there has been a growing body of literature that examines the relationships among some of psychology's most studied traits (Neuroticism, self‐esteem, and locus of control). Core self‐evaluation theory posits a conceptual and empirical relationship between these traits and job satisfaction. After briefly reviewing core self‐evaluation theory, we examine the empirical evidence documenting a relationship between these traits and the two central criteria of interest to I/O psychologists—job satisfaction and job performance. We then examine the relationship between core self‐evaluation traits and the Big Five personality traits. We conclude with a discussion of the contributions and limitations of core self‐evaluation research and opportunities for future research. Copyright © 2003 John Wiley & Sons, Ltd.

This three-week longitudinal field study with an experimental intervention examines the association between daily events and employee stress and health, with a specific focus on positive events. Results suggest that both naturally occurring positive work events and a positive reflection intervention are associated with reduced stress and improved health, though effects vary across momentary, lagged, daily, and day-to-evening spillover analyses. Findings are consistent with theory-based predictions: positive events, negative events, and family-to-work conflict independently contribute to perceived stress, blood pressure, physical symptoms, mental health, and work detachment, suggesting that organizations should focus not only on reducing negative events, but also on increasing positive events. These findings show that a brief, end-of-workday positive reflection led to decreased stress and improved health in the evening.

As the number of women in management roles increases and organizations place a greater emphasis on diversity, a subsequent change in perceptions of women as leader‐like is expected. To test this notion, we examined gender and management stereotypes of male and female managers and students. Results reveal considerable change in male managers' views of women over the past 30 years, as evidenced by greater congruence between their perceptions of women and successful managers and stronger endorsement of agentic and task‐oriented leadership characteristics for women. Stereotypes held by male students changed less, remaining strikingly similar to stereotypes held by male managers 15 years ago. Across samples, there was general agreement in the characteristics of managers but less agreement about the characteristics of women. We also found men somewhat less likely than women to attribute successful manager characteristics to women. Respondents with positive past experiences with female managers tended to rate women higher on management characteristics.

This experimental study examined transformational leadership in the context of traditional teams using face-to-face communication and virtual teams using computer-mediated communication. Thirty-nine leaders led both face-to-face and virtual teams. Repeated-measures analyses revealed similar mean levels of transformational leadership in both team types; however, leader rank order varied across team type. Post hoc analyses revealed that the most effective leaders where those who increased their transformational leadership in virtual teams. Furthermore, analyses at the team level revealed that the effect of transformational leadership on team performance was stronger in virtual than in face-to-face teams. Team-member ratings of transformational leadership were equally linked to project satisfaction in face-to-face and virtual teams. Considered as a whole, our results suggest that transformational leadership has a stronger effect in teams that use only computer-mediated communication, and that leaders who increase their transformational leadership behaviors in such teams achieve higher levels of team performance.

Academy of Management JournalVol. 54, No. 4 From the EditorsPublishing in AMJ—Part 2: Research DesignJoyce E. Bono and Gerry McNamaraJoyce E. BonoUniversity of FloridaMichigan State University and Gerry McNamaraUniversity of FloridaMichigan State UniversityPublished Online:30 Nov 2017https://doi.org/10.5465/amj.2011.64869103AboutSectionsView articleView Full TextPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail View articleREFERENCES Beck N. , Bruderl J. , Woywode M. 2008. Momentum or deceleration? Theoretical and methodological reflections on the analysis of organizational change. Academy of Management Journal, 51: 413–435.Abstract , Google Scholar Becker T. E. 2005. Potential problems in the statistical control of variables in organizational research: A qualitative analysis with recommendations. Organizational Research Methods, 8: 274–289. Google Scholar Block J. 1995. A contrarian view of the five-factor approach to personality description. Psychological Bulletin, 117: 187–215. Google Scholar Conway J. M. , Lance C. E. 2010. What reviewers should expect from authors regarding common method bias in organizational research. Journal of Business and Psychology, 25: 325–334. Google Scholar Devers C. E. , Wiseman R. M. , Holmes R. M. 2007. The effects of endowment and loss aversion in managerial stock option valuation. Academy of Management Journal, 50: 191–208.Link , Google Scholar Grant A. M. , Berry J. W. 2011. The necessity of others is the mother of invention: Intrinsic and prosocial motivations, perspective taking, and creativity. Academy of Management Journal, 54: 73–96.Link , Google Scholar James L. R. 1980. The unmeasured variables problem in path analysis. Journal of Applied Psychology, 65: 415–421. Google Scholar Kark R. , Shamir B. , Chen G. 2003. The two faces of transformational leadership: Empowerment and dependency. Journal of Applied Psychology, 88: 246–255. Google Scholar Kulka R. A. 1981. Idiosyncrasy and circumstance. American Behavioral Scientist, 25: 153–178. Google Scholar McGrath J. E. 1981. Introduction. American Behavioral Scientist, 25: 127–130. Google Scholar Nyberg A. J. , Fulmer I. S. , Gerhart B. , Carpenter M. A. 2010. Agency theory revisited: CEO return and shareholder interest alignment. Academy of Management Journal, 53: 1029–1049.Link , Google Scholar Pillai R. , Schriesheim C. A. , Williams E. S. 1999. Fairness perceptions and trust as mediators for transformational and transactional leadership: A two-sample study. Journal of Management, 25: 897–933. Google Scholar Podsakoff P. M. , MacKenzie S. B. , Podsakoff N. 2003. Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 25: 879–903. Google Scholar Wang H. , Law K. S. , Hackett R. D. , Wang D. , Chen Z. X. 2005. Leader-member exchange as a mediator of the relationship between transformational leadership and followers' performance and organizational citizenship behavior. Academy of Management Journal, 48: 420–432.Abstract , Google ScholarFiguresReferencesRelatedDetailsCited byFrom the Editors: Establishing Methodological Rigor in Quantitative Management Learning and Education Research: The Role of Design, Statistical Methods, and Reporting StandardsTine Köhler, Ronald S. Landis and José M. Cortina12 April 2017 | Academy of Management Learning & Education, Vol. 16, No. 2Management’s Science–Practice Gap: A Grand Challenge for All StakeholdersGeorge C. Banks, Jeffrey M. Pollack, Jaime E. Bochantin, Bradley L. Kirkman, Christopher E. Whelpley and Ernest H. O’Boyle19 July 2016 | Academy of Management Journal, Vol. 59, No. 6From the Editors: On Writing Up Qualitative Research in Management Learning and EducationTine Köhler7 November 2016 | Academy of Management Learning & Education, Vol. 15, No. 3 Vol. 54, No. 4 Permissions Metrics in the past 12 months History Published online 30 November 2017 Published in print 1 August 2011 Information© Academy of Management JournalKeywordsEDITORIALSEXPERIMENTAL designCROSS-sectional methodRESEARCH -- MethodologySAMPLING (Process)ACADEMIC discourseDownload PDF

In a series of qualitative and quantitative studies, we developed a model of the functions of positive work relationships, with an explicit focus on the role that these relationships play in employee flourishing. Stories that employees told about positive relationships at work revealed that relationships serve a broad range of functions, including the traditionally studied functions of task assistance, career advancement, and emotional support, as well as less studied functions of personal growth, friendship, and the opportunity to give to others. Building on this taxonomy, we validated a scale—the Relationship Functions Inventory—and developed theory suggesting differential linkages between the relationship functions and outcomes indicative of employee flourishing. Results revealed unique associations between functions and outcomes, such that task assistance was most strongly associated with job satisfaction, giving to others was most strongly associated with meaningful work, friendship was most strongly associated with positive emotions at work, and personal growth was most strongly associated with life satisfaction. Our results suggest that work relationships play a key role in promoting employee flourishing, and that examining the differential effects of a taxonomy of relationship functions brings precision to our understanding of how relationships impact individual flourishing.

Most managers would probably agree that positivity is something they value in employees, yet selection research has virtually ignored the relation between employee positivity and job performance. This article suggests that a broad personality trait, labeled positive self-concept or core self-evaluations, is a potentially important personality trait in the prediction of job performance. Positive self-concept consists of four specific traits previously studied in isolation: self-esteem, generalized self-ef- ficacy, locus of control, and (low) neuroticism or emotional stability. Data analyzed from 12 samples revealed that these specific traits are strongly correlated and comprise a common factor. Drawing from four motivation theories, we argue that the principal reason positive self-concept is linked to job performance is because positive employees are more motivated to perform theirjobs. We also argue that, in some jobs, positive self-concept may be an ability factor. Finally, we discuss various implemen- tation issues involved in using positive self-concept in selection decisions. Overall, this article suggests that positive self-concept is a trait deserving of more attention in selection research and practice.

Despite the ubiquity of executive coaching interventions in business organizations, there is little uniformity in the practices (e.g., assessment tools, scientific or philosophical approaches, activities, goals, and outcome evaluation methods) of executive coaches. Addressing the ongoing debate about the role of psychology in executive coaching, we compare the practices of psychologist and nonpsychologist coaches, as well as the practices of coaches from various psychological disciplines (e.g., counseling, clinical, and industrial/organizational). Results of surveys completed by 428 coaches (256 nonpsychologists, 172 psychologists) revealed as many differences between psychologists of differing disciplines as were found between psychologist and nonpsychologist coaches. Moreover, differences between psychologists and nonpsychologists were generally small (average d = .26). Our survey also revealed some differences in the key competencies identified by psychologist and nonpsychologist coaches.

(2006). Transformational Leadership, Job Characteristics, and Organizational Citizenship Performance. Human Performance: Vol. 19, No. 1, pp. 1-22.

Most managers would probably agree that positivity is something they value in employees, yet selection research has virtually ignored the relation between employee positivity and job performance. This article suggests that a broad personality trait, labeled positive self-concept or core self-evaluations, is a potentially important personality trait in the prediction of job performance. Positive self-concept consists of four specific traits previously studied in isolation: self-esteem, generalized self-ef- ficacy, locus of control, and (low) neuroticism or emotional stability. Data analyzed from 12 samples revealed that these specific traits are strongly correlated and comprise a common factor. Drawing from four motivation theories, we argue that the principal reason positive self-concept is linked to job performance is because positive employees are more motivated to perform theirjobs. We also argue that, in some jobs, positive self-concept may be an ability factor. Finally, we discuss various implemen- t...

Using an experimental design, the authors linked personality to performance on two emotional regulation tasks requiring the expression of either anger or enthusiasm. Across tasks, self-monitoring was associated with effective emotional performance. High self-monitors reported less stress and more deep acting than low self-monitors and did not experience elevated heart rate during emotional performance. The authors also examined affective traits, positing that emotional regulation would be less stressful for individuals who were asked to perform personality congruent emotions. As expected, individuals high on extraversion experienced elevated heart rates when asked to express personality incongruent emotions (i.e., anger). However, the association between extraversion and emotional performance was not significantly different for the two types of emotional regulation (anger and enthusiasm). Neuroticism was associated with increased heart rate and poor performance in both tasks. Overall, these data provide partial support for our personality congruency hypotheses and suggest that personality plays an important role in effective emotional performance.

This longitudinal study examines the role of core self‐evaluations in responses to multisource feedback. Consistent with past research, feedback recipients were most satisfied when others' ratings were high. Core self‐evaluations was not related to satisfaction with feedback, but was positively linked to goal commitment 4 months after feedback. Polynomial regression results reveal a complex pattern of associations among core self‐evaluations, ratings, satisfaction, and commitment to developmental goals. Specifically, individuals with high core self‐evaluations were most committed to developmental goals when self and others' ratings were discrepant. In contrast, individuals with low core self‐evaluations were most committed to developmental goals when self and others' ratings were in agreement. Our results question the notion that satisfaction with feedback affects motivation to improve and highlight the importance of personality in motivation to improve following feedback. We discuss practical and theoretical implications of our findings and provide a theoretical framework for future research.

Two studies explored the extent to which dispositions influence the attributions individuals make about the type of conflict they experience. Traits from the Five-Factor Model of personality (FFM) were linked to the tendency to experience task-and relationship-oriented conflict. Results provide some support for the idea that individuals have stable tendencies in the attributions they make about their conflict experiences across time, partners, and situations. Agreeableness and openness were related to reports of relationship conflict at the individual level. However, the strongest effects of personality on conflict attributions were found in the analysis of dyads. This analysis revealed that partner levels of extraversion and conscientiousness were associated with individuals' tendencies to report relationship conflict. Moreover, mean levels of extraversion and conscientiousness in a pair were associated with reports of relationship conflict. Differences between partners in extraversion were associated with more frequent conflict and a greater likelihood of reporting task-related conflict. Implications of these findings with respect to the role of personality in interpersonal relationships are discussed. Finally, these studies provide confirmatory evidence that conflict attributions have a meaningful impact on relationship satisfaction.

Existing transformational leadership research has focused primarily on the behaviors of leaders and their effects on followers. The authors extended this research by examining the social networks of managers who exhibit transformational leadership behaviors. Their focus was on the network of relationships that managers develop and whether they hold key positions in the organization's informal social networks. In a field study using data from 39 managers and 130 nonmanagement employees of 6 organizations, the authors found that managers who score higher on transformational leadership tend to hold more central positions in organizational advice and influence networks. Furthermore, the direct reports of these leaders were also more central in informal organizational networks. These results illuminate one of the ways that managers who exhibit transformational leadership behaviors may exert influence in organizations.

Despite conceptual overlap between the transformational–transactional model of leadership and the Ohio State two-factor model (i.e., Consideration and Initiating Structure), no systematic research examines correspondence among these behaviors or estimates their relative validities across a common set of outcomes. The current studies a) examine the factor structure of five key dimensions of these two models (transformational, contingent reward, laissez faire, Initiating Structure, and Consideration) and b) estimate relative validities with respect to two organizational outcomes: employee job satisfaction and perceptions of leadership effectiveness. Although results of a meta-analysis show that transformational leadership is significantly related to both Consideration (ρ = .74) and Initiating Structure (ρ = .50), results of two primary studies provide support for the independence of these leadership dimensions. Moreover, dominance analyses (Budescu, 1993) reveal that Consideration and transformational leadership are the most important predictors of employee job satisfaction and ratings of leadership effectiveness, and each had incremental validity when controlling for the effects of the other. Overall, results suggest that dimensions from both models are important predictors of employee outcomes.

Significant debate exists regarding whether different diversity ideologies, defined as individuals' beliefs regarding the importance of demographic differences and how to navigate them, improve intergroup relations in organizations and the broader society. We seek to advance understanding by drawing finer-grained distinctions among diversity ideology types and intergroup relations outcomes. To this end, we use random effects meta-analysis (k = 296) to investigate the effects of 3 identity-blind ideologies-colorblindness, meritocracy, and assimilation-and 1 identity-conscious ideology-multiculturalism-on 4 indicators of high quality intergroup relations-reduced prejudice, discrimination, and stereotyping and increased diversity policy support. Multiculturalism is generally associated with high quality intergroup relations (prejudice: ρ = -.32; discrimination: ρ = -.22; stereotyping: ρ = -.17; policy support: ρ = .57). In contrast, the effects of identity-blind ideologies vary considerably. Different identity-blind ideologies have divergent effects on the same outcome; for example, colorblindness is negatively related (ρ = -.19), meritocracy is unrelated (ρ = .00), and assimilation is positively related (ρ = .17) to stereotyping. Likewise, the same ideology has divergent effects on different outcomes; for example, meritocracy is negatively related to discrimination (ρ = -.48), but also negatively related to policy support (ρ = -.45) and unrelated to prejudice (ρ = -.15) and stereotyping (ρ = .00). We discuss the implications of our findings for theory, practice, and future research. (PsycInfo Database Record (c) 2020 APA, all rights reserved).

We review theory and research on how work events and experiences influence employee well-being, with a particular focus on the day-to-day effects of positive events and experiences. Then we discuss how employees can amplify the beneficial effects of work on well-being by savoring and reflecting upon positive events and experiences from work, and by capitalizing on them via interpersonal means, such as sharing work events and experiences with others. We integrate theory and research on savoring and interpersonal capitalization within affective events theory and the broader job demands–resources (JD-R) theory—and we explain how these approach-oriented agentic strategies that employees can easily use to derive additional psychological benefits from work experiences can extend JD-R theory. Specifically, we discuss how using these strategies can build additional resources, fulfill employees’ basic psychological needs, and make their jobs more meaningful, thereby enhancing well-being at the day-to-day level and in the long term.

The authors present results of 4 studies that seek to determine the discriminant and incremental validity of the 3 most widely studied traits in psychology-self-esteem, neuroticism, and locus of control-along with a 4th, closely related trait-generalized self-efficacy. Meta-analytic results indicated that measures of the 4 traits were strongly related. Results also demonstrated that a single factor explained the relationships among measures of the 4 traits. The 4 trait measures display relatively poor discriminant validity, and each accounted for little incremental variance in predicting external criteria relative to the higher order construct. In light of these results, the authors suggest that measures purporting to assess self-esteem, locus of control, neuroticism, and generalized self-efficacy may be markers of the same higher order concept.

A customer service representative who loses his or her temper with a customer would be considered “unprofessional;” as would a funeral director who is perky and bubbly with grieving clients. Behavior in organizations is profoundly influenced by organizational norms and rules. Emotional behavior is no exception. Organizational rules and norms for emotional behavior are communicated to employees through both formal means, such as selection, training, evaluation, and incentive systems, and informal means, such as social influence and pressures. Many organizations encourage employees to exhibit only a narrow range of emotions while at work, such as expressing only cheerfulness when interacting with customers, or suppressing their irritation with a diffi-cult coworker in the name of professionalism. However, as human beings, we can experience a wide range of emotionsin a given workday. In order to comply with organizational requirements, many employees must suppress their true emotions or manipulate their emotional expressions. Employees experiencing discordance between felt and required emotions can suppress their genuine emotion, pretend to feel the required emotion (surface acting), or change their emotions to match their organization’s display rules (deep acting; Ashforth & Humphrey, 1993; Brotheridge & Lee, 2002; Grandey, 2000). This emotional regulation at work was termed emotional labor by Hochschild (1983). In the 20 years since Hochschild’s (1983) study, emotional labor researchers have focused their energy and attention on further defining the emotional labor construct, exploring possible operationalizations of emotional labor, and identifying possible antecedents and outcomes of emotional labor.

Abstract We examined the separate influences of volunteers' personal motives and their team leaders' behaviors on volunteer satisfaction and contributions, along with mediating processes suggested by self‐determination theory. Participants were 302 volunteers who worked in teams at various sites through a central agency. As predicted, both personal motives for volunteering and transformational leadership influenced volunteer satisfaction through enhanced work meaningfulness and higher‐quality team relationships. However, motives that predicted volunteer contribution were different from those that predicted satisfaction. Whereas satisfaction was positively associated with motives concerning esteem enhancement and value expression, contribution was positively associated with motives to gain understanding and negatively related to motives pertaining to esteem enhancement and social concerns. Transformational leadership was positively associated with volunteer satisfaction, but not with volunteer contributions. The theoretical ramifications of these findings are discussed, along with practical implications for the recruitment and retention of volunteers.

This study addresses the role of rater personality in ratings of transformational and transactional leadership. In a naturalistic field study, we found that rater personality (i.e., agreeableness, openness, extraversion, and conscientiousness) was positively associated with ratings of transformational leadership, but significant rater personality effects were not found in an experimental study where leadership behavior was invariant. These results suggest that disagreements among raters about leaders' behaviors are not due solely to random error and may instead reflect true differences either in (a) the behaviors leaders exhibit toward individual followers or (b) personality-related differences between followers in attention to and recall of leadership behaviors. We also found that personality (of subordinates and peers) was not randomly distributed across leaders, though clustering effects were generally small. Practically, our results suggest that (a) individual reports of leadership may be better at predicting leadership outcomes than aggregated group reports – especially those related to individual attitudes and behaviors – though they are rarely used in the literature; (b) aggregation is complicated because rater personality is associated with leadership ratings and is not randomly distributed across leaders; and (c) corrections for measurement error based on inter-rater agreement may not be appropriate due to non-random unique rater variance.

Summary Although theory suggests that regulatory focus fluctuates within person and such fluctuations impact employee well‐being, there is little empirical investigation of such propositions. These are important research questions to address because work events may elicit within‐person fluctuations in regulatory focus, which can then affect well‐being. The primary purpose of this study is to examine specific predictors of daily regulatory focus at work and the foci's impact on employee well‐being at work and home as indicated by mood and psychosomatic complaints, respectively. We present and test an overarching theoretical framework that integrates conservation of resources theory, the cognitive‐affective processing system framework, and regulatory focus theory to delineate why and when work events affect regulatory focus and how the foci affect well‐being. Consistent with our expectations, we found that positive work events positively predicted daily promotion focus, but this effect was weaker when employees had high‐quality relationships with leaders. Furthermore, daily regulatory focus was associated with employee well‐being (mood and psychosomatic complaints) such that (i) promotion focus improved well‐being; (ii) prevention focus reduced well‐being; and (iii) the effects of promotion focus on well‐being were strongest when prevention focus was low. We discuss theoretical and practical implications and offer directions for future research. Copyright © 2016 John Wiley & Sons, Ltd.

Academy of Management JournalVol. 56, No. 3 From the EditorsBeing Scheherazade: The Importance of Storytelling in Academic WritingTimothy G. Pollock and Joyce E. BonoTimothy G. PollockPennsylvania State UniversityUniversity of Florida and Joyce E. BonoPennsylvania State UniversityUniversity of FloridaPublished Online:2 Apr 2013https://doi.org/10.5465/amj.2013.4003AboutSectionsView articleView Full TextPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail View articleREFERENCES Boice R. 1990. Professors as writers: A self-help guide to productive writing. Stillwater, OK: New Forums. Google Scholar Chatterjee A. , Hambrick D. C. 2007. It's all about me: Narcissistic chief executive officers and their effects on firm strategy and performance. Administrative Science Quarterly, 52: 351–386. Google Scholar Clark R. P. 2006. Writing tools: 50 essential strategies for every writer. New York: Little, Brown. Google Scholar Flaherty F. 2009. The elements of story. New York: HarperCollins. Google Scholar Huff A. S. 1999. Writing for scholarly publication. Thousand Oaks, CA: Sage. Google Scholar King S. 1999. On writing: A memoir of the craft. New York: Pocket Books. Google Scholar Klein K. J. , Lim B.-C. , Saltz J. L. , Mayer D. M. 2004. How do they get there? An examination of the antecedents of centrality in team networks. Academy of Management Journal, 47: 952–963.Link , Google Scholar Lamott A. 1994. Bird by bird: Some instructions on writing and life. New York: Anchor. Google Scholar Ragins B. R. 2012. Editor's comments: Reflections on the craft of clear writing. Academy of Management Review, 37: 493–501.Link , Google Scholar Silva P. J. 2007. How to write a lot. Washington, DC: American Psychological Association. Google Scholar Strunk W. , White E. B. 2000. The elements of style (4th ed.). Boston: Allyn & Bacon. Google Scholar Sword H. 2012. Stylish academic writing. Cambridge, MA: Harvard University Press. Google Scholar Toor R. 2012. Becoming a stylish writer: Attractive prose will not make you appear any less smart. Chronicle of Higher Education. http://chronicle.com/article/Becoming-a-Stylish-Writer/132677/. Accessed February 3. Google Scholar Zinsser W. 2006. On writing well: The classic guide to writing nonfiction. New York: HarperCollins. Google ScholarFiguresReferencesRelatedDetailsCited byWalking the Talk: Applauding AMD's Efforts to Make Academic Writing More EngagingTimothy G. Pollock6 December 2022 | Academy of Management Discoveries, Vol. 8, No. 4Listen Up! Revitalizing Our Writing to Stir Our Readers and Supercharge Our ThinkingErik Dane and Kevin W. Rockmann22 June 2021 | Academy of Management Discoveries, Vol. 7, No. 2Attention, Please: How the Attention-Related Stories We Tell Our Students in Class Influence Their Performance at WorkErik Dane12 March 2021 | Academy of Management Learning & Education, Vol. 20, No. 1From the Editors: On Writing Up Qualitative Research in Management Learning and EducationTine Köhler7 November 2016 | Academy of Management Learning & Education, Vol. 15, No. 3What David Foster Wallace Can Teach Management ScholarsAlexander Styhre21 August 2015 | Academy of Management Review, Vol. 41, No. 1 Vol. 56, No. 3 Permissions Metrics in the past 12 months History Published online 2 April 2013 Published in print 1 June 2013 Information© Academy of Management JournalKeywordsScheherazadestorytellingwritingauthorsWe would like to thank Jason Colquitt and our fellow AEs for helpful feedback on drafts. We would also like to thank Amy Colbert, Don Hambrick, and John Hollenbeck for their insights, and Ted Baker, Amy Colbert, Jim and Natalie Detert, and Kisha Lashley for their book suggestions over the years. All errors in syntax remain our own.Download PDF

Abstract In recent years, a variety of disparate literatures have emerged to test interventions intended to increase individuals' psychological, cognitive, and physiological resources. Although many of these interventions were originally designed for individual or clinical use, a growing number of commentators have called for their adoption in organizations. But controversy remains about their efficacy in the workplace. We review the research literature on 6 interventions that have been used to build volatile personal resources: malleable, individual‐level constructs that are vital for withstanding work stress and proximal to work outcomes. In so doing, we evaluate the generalizability of these interventions to organizational settings, along with their potential benefits and costs. Our findings highlight new opportunities for both research and practice.

Building on identity theories and social learning theory, we test the notion that new leaders will model the abusive behaviors of their superiors only under certain conditions. Specifically, we hypothesize that new leaders will model abusive supervisory behaviors when (a) abusive superiors are perceived to be competent, based on the performance of their teams and (b) new leaders' ideal leadership self-concepts are high on tyranny or low on sensitivity. Results of an experiment in which we manipulated abusive supervisory behaviors using a professional actor, and created a role change where 93 individuals moved from team member to team leader role, generally support our hypotheses. We found the strongest association between abuse exposure and new leader abuse under conditions where the abusive superior's team performed well and the new team leaders' self-concepts showed low concern for others. (PsycINFO Database Record

Abstract We attempt to make sense of ongoing gender disparities in the upper ranks of organizations by examining gender bias in leaders’ assessments of managers’ derailment potential. In a large managerial sample (Study 1: N ∼ 12,500), we found that ineffective interpersonal behaviors were slightly less frequent among female managers but slightly more damaging to women than men when present. Evidence of bias was not found in performance evaluations but emerged when leaders were asked about derailment potential in the future. We replicated this pattern of effects in a second large managerial sample (Study 2: N ∼ 35,500) and in two experimental studies (Studies 3 and 4) in which gender and interpersonal behaviors were manipulated. In Study 4, we also showed that when supervisors believe that a manager might derail in the future, they tend to withdraw mentoring support and sponsorship, which are especially critical for women's career advancement. Our research highlights the importance of leaders’ perceptions of derailment potential—which differ from evaluations of performance or promotability—both because they appear to be subject to stereotype‐based gender bias and because they have important implications for the mentoring and sponsorship that male and female managers receive.

This longitudinal field study examined the determinants of integrative, volunteer community leadership. Using a sample of 1443 participants in 43 community leadership programs across North America, we linked altruistic, social- and self-oriented motives to the breadth of individuals' volunteer involvement in their communities. Individuals who engaged in volunteer community leadership reported more altruistic motives (i.e., they volunteered because they were concerned about others). High levels of voluntary community leadership were also associated with social motives, such as getting involved in the community because friends or important others think doing so is important. Regardless of their motives, participants engaged in their communities in new ways following participation in a community leadership program, suggesting that such programs foster integrative community leadership. Programs that focused on team building as part of their curriculum were the most successful in fostering new community leadership activities, and programs that focused on knowledge and awareness of the community were effective in increasing participants' knowledge and awareness of the community. Considered as a whole, results of this study suggest that community leadership programs can increase both knowledge and awareness of the community and actual engagement in the community for community members who choose to participate in such programs.

Abstract It turns out that being good‐looking really does pay off: decades of research have shown that attractive individuals are more likely to get ahead in their careers. Although prior research has suggested that bias on the part of evaluators is the source of attractive individuals’ favorable career outcomes, there is also evidence that these individuals may be socialized to behave and perceive themselves differently from others in ways that contribute to their success. Building on socialization research and studies on nonverbal power cues, we examined nonverbal communication in individuals with varying degrees of physical attractiveness. In two experimental studies with data from 300 video interview pitches, we found that attractive individuals had a greater sense of power than their less attractive counterparts and thus exhibited a more effective nonverbal presence, which led to higher managerial ratings of their hirability. However, we also identified a potential means for leveling this gap. Adopting a powerful posture was found to be especially beneficial for individuals rated low in attractiveness, enabling them to achieve the same level of effective nonverbal presence as their highly attractive counterparts naturally displayed. Our research sheds new light on the source of attractive individuals’ success and suggests a possible remedy for individuals who lack an appearance advantage.

Purpose The purpose of this paper is to examine the role of supervisor and subordinate personality in high quality supervisor-subordinate (leader-member exchange; LMX) relationships. Design/methodology/approach In this field study, 142 supervisors drawn from a leadership development program, and 509 of their subordinates, completed a personality survey and reported on the quality of their relationships. Findings Self and partner personality (agreeableness and extraversion), and the match between them were predictors of LMX. Consistent with approach/inhibition theory of power, personality traits of relationship partners had a stronger effect when the partner held a position of power (i.e. supervisors) than when the partner was a subordinate. Practical implications The results inform organizational selection by showing the importance of supervisory traits for the formation of high quality supervisor-subordinate relationships. They may also help organizations facilitate the development of high quality supervisory relationships. The findings also suggest that it is critical to consider the balance of power when assessing LMX, along with factors that lead to its development, or benefits that ensue from it. Originality/value To date, there is an assumption that certain traits predict the development of high quality relationships between supervisors and subordinates. The results point out the importance of considering the role of power in LMX relationships. The paper shows that the effects of supervisory traits, which are rarely examined in the context of LMX relationships, more strongly predict LMX than do the traits of subordinates.

Summary We examine the effects of the balance between positive and negative affect experienced at work on well‐being outcomes. An extensive literature on affect balance suggests that it is not only positive affect (PA) and negative affect (NA) alone that affect well‐being; rather it is the balance between them that matters. We use experience sampling methods and polynomial regression to test the notion that daily PA and NA at work, along with their interactive and nonlinear effects, predict employee well‐being after work. In a sample of working adults, we find that affect balance—the dynamic interplay between daily PA and NA—at work was differentially associated with various indices of well‐being: PA, NA, and the interaction between them predicted physical and mental health. Affect balance at work also predicted life satisfaction, but only for those low on trait affect balance. Detailed examination of the joint effects of PA, NA, and the balance between them reveals that high PA at work is most important for life satisfaction, whereas both low NA and high PA are important for health. Low NA plays an especially important role in physical health.

Given the increasing demands of work in the twenty-first century, a question of importance to both scholars and managers is how individuals and organizations can foster the positive psychological resources that optimize employee functioning. We review evidence from the existing literature on several interventions – mindfulness practices, work breaks, and three types of positive reflection exercises – that are effective in building such resources. Specifically, we link these interventions and practices to three types of positive psychological resources that are most proximal to employee performance and flourishing: mood, which includes positive affect and emotions; energy, which includes vigor and vitality; and efficacy, which includes mastery, resilience, and optimism. We propose ways in which organizations can use these practices to build positive resources at work.

Past research has shown mixed results with regard to the relationship between optimism and performance. While some studies showed that optimism is positively related to performance, others showed that optimism was negatively related to performance. We conducted three studies (a laboratory study and two longitudinal field studies) in an attempt to explain these mixed results. Study 1 showed that optimists had higher expectation for success on a task than their less optimistic counterparts and subsequently invested more effort toward task completion. In contrast, Study 2 showed that optimists were not as responsive to negative feedback as less optimistic individuals as they did not change their behavior in response to feedback. Less optimistic individuals’ performance improved while optimistic individuals’ performance remained invariant in response to feedback. In Study 3 we tested the relationship between optimism and performance in a sample of 6,383 half-marathon runners. Polynomial regression analysis suggested that optimism has a curvilinear relationship with performance, such that increased optimism is positively associated with improved performance, but only to a point, after which optimism is negatively associated with performance. We suggest these results could be explained by accounting for differing effects of optimism on proactive versus online motivational processes.

Successfully navigating diversity is a key challenge. In tackling this challenge, individuals, organizations, and societies adopt different diversity ideologies-defined as beliefs regarding how to manage differences-yet clear evidence does not exist regarding which ideology is most effective. We conduct a meta-analysis to compare the consequences of one identity-conscious diversity ideology (multiculturalism) and three identity-blind diversity ideologies (colorblindness, assimilation, justice) for a range of outcomes associated with diversity management (prejudice, stereotyping, discrimination, diversity policy support) and organizational effectiveness (engagement, performance, withdrawal). We find that only multiculturalism reduces prejudice and increases diversity policy support, but only justice reduces discrimination. Both multiculturalism and assimilation reduce stereotyping, whereas both multiculturalism and justice increase engagement and performance and reduce withdrawal. Moreover, although justice tends to have more positive consequences than other identity-blind ideologies, assimilation and colorblindness have few negative effects. We also identify several boundary conditions for the effectiveness of different diversity ideologies (e.g., demographic characteristics, country, level of analysis). These findings document tradeoffs among different diversity ideologies, depending on the outcome of interest, and thus qualify prior conclusions that identity-conscious ideologies are uniformly preferable to identity-blind ideologies and also substantiate the need to differentiate among distinct identity-blind ideologies.

Affect spin refers to shifts in emotional states over time; it captures people's reactivity to affective events. Recent evidence suggests that affect spin has costs for both organizations and for employees, yet little is known about the antecedents of affect spin and possibilities to reduce it. The present study builds on existing research by examining mindfulness as an antecedent of affect spin in employees. Specifically, we hypothesized that mindfulness practice reduces affect spin over time. We also expected that levels of affect spin are positively related to emotional exhaustion and negatively to job satisfaction, both at the between- and the within-person level of analysis. Finally, we hypothesized that decreases in affect spin due to mindfulness practice are associated with lower levels of emotional exhaustion and higher levels of job satisfaction. To examine trajectories of affect spin over time, we tested our hypotheses in a randomized controlled mindfulness intervention study (with a wait-list control group; total N = 173 individuals) using experience sampling methods over the course of a month. Results revealed that mindfulness practice led to gradual decreases in affect spin over the course of the study. As expected, between-person differences in affect spin were positively related to emotional exhaustion and negatively to job satisfaction. However, affect spin was not related to well-being outcomes at the within-person level and decreases in affect spin over time were also not associated with levels of emotional exhaustion and job satisfaction. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

Despite the highly acknowledged notion that behavior is the joint outcome of person and situation (Lewin, Heider, & Heider, 1936), organizational research still lacks sufficient integration of person and situation factors to explain organizational processes and outcomes (House et al., 1996; Johns, 2006). In the present symposium we bring together four sets of studies, all aimed at uncovering differential effects of personality across contexts. The symposium includes four papers: (1) Murray Barrick will present findings in which motivational strivings and job characteristics interact in their prediction of experienced meaningfulness at work. (2) Christian Resick will talk about the personality- based motivational origins of unethical pro-organizational behavior (UPB), and the moderating role of pro-social norms on the relationship between motivational traits and UPB. (3) Yair Berson and Shaul Oreg will talk about interactions between school principals’ personality, teachers’ work orientation, and changes in children’s values. (4) Andrew Woolum and Amir Erez will talk about the interaction between individual and peer personality traits in predicting satisfaction with one’s peer, and the moderating role of power on these relationships. Our discussant, Joyce Bono, will help us discuss and integrate these studies. Andrew Woolum and Amir Erez will talk about the moderating role of power on the relationship between dyad members’ personality and satisfaction with the relationships. (3) Christian Resick will talk about the personality-based motivational origins of unethical pro-organizational behavior (UPB), and the moderating role of perceived justice on the traits to UPB relationships. (4) Yair Berson and Shaul Oreg will talk about interactions between school principals’ personality, teachers’ work orientation, and changes in children’s values. Our discussant, Joyce Bono, will help us discuss and integrate these studies.

Work as strictly business is an outdated idea: office friendships serve a growing number of functions in our lives, write Amy E. Colbert, Joyce E. Bono and Radostina (Ina) K. Purvanova

The 2014 Behavioral Health and Performance (BHP) Standing Review Panel (from here on referred to as the SRP) met for a site visit in Houston, TX on December 17 - 18, 2014. The SRP reviewed the updated research plan for the Risk of Performance Errors Due to Fatigue Resulting from Sleep Loss, Circadian Desynchronization, Extended Wakefulness, and Work Overload (Sleep Risk) and also received a status update on the Risk of Adverse Behavioral Conditions and Psychiatric Disorders (BMed Risk) and the Risk of Performance Decrements Due to Inadequate Cooperation, Coordination, Communication, and Psychosocial Adaptation within a Team (Team Risk).

Although there is a plethora of scholarly attention on models that use resource- based perspectives, many if not most of these articles take a ‘negative’ view of resources, being primarily concerned with what depletes resources and what happens when resources are depleted. In this symposium we will shine a light on the ‘positive’ side of resources, and present work that focuses on how resources are built and what happens when resources are plentiful. A more complete and rich understanding of how resources can affect workplace outcomes can be gained by considering both the positive and negative aspect of resources. Work as a Calling: Integrating Personal and Professional Identities Presenter: Matt C Bloom; U. of Notre Dame Presenter: Mary Bales; U. of Notre Dame Presenter: Amy E. Colbert; U. of Iowa A Framework for Organizing Positive Resources Presenter: Trevor Foulk; U. of Florida Presenter: Joyce E. Bono; U. of Florida Presenter: Elisabeth Gilbert; Rollins College When Lending a Hand Depletes the Will: The Costs and Benefits of Helping Presenter: Klodiana Lanaj; U. of Florida Presenter: Russell E. Johnson; Michigan State U. Presenter: Mo Wang; U. of Florida Mindfulness as a Means to Mitigate the Effects of Surface Acting on Sleep Presenter: Devasheesh P. Bhave; Singapore Management U. Presenter: Kyoungmin Cho; U. of Washington, Seattle Presenter: Christopher M. Barnes; U. of Washington Presenter: David T. Wagner; U. of Oregon Effects of a Micro Mindfulness Intervention on Patient Satisfaction Presenter: Tao Yang; U. of Minnesota Presenter: Theresa M. Glomb; U. of Minnesota

Within-person studies have become increasingly popular over the last two decades, providing important insights to the organizational literature. This symposium attempts to showcase a selection of studies that aim to contribute in novel ways to this growing literature, by examining variation in constructs that were generally thought to be stable, comparing relationships at the within- and between-person levels, and illustrating how stable factors external to the individual can affect within-individual relationships. Bad is Stronger than Good? Examining Transformational Leadership and Abusive Supervision Presenter: Alexander Pundt; U. of Mannheim

This two-week experience sampling study examined the effects of naturally occurring positive and negative work events on daily variations in employees’ approach and avoidance motivation. Results show that both positive and negative work events influence approach (but not avoidance) motivation via their effects on mood; we found lagged effects (morning events predicting afternoon motivation) even when controlling for afternoon work events. Even though our results document significant differences between people in their approach and avoidance motivation, it has important implications for motivation theory and for management as our results suggest that commonplace events in the workplace, which can be influenced at least in part by managerial actions, can have a significant influence on employees’ levels of approach motivation.

The present study contributes to the research literature by expanding upon the established relationship between big five personality traits and transformational and transactional leadership (Bono & Judge, 2004; Judge & Bono, 2000) behaviors in two ways. First, we utilize a new configural approach developed by Davison and Davenport (2002), linking personality profile patterns (rather than each trait individually) to transformational and transactional leadership behaviors, in line with calls to explore more complex relationship between personality and leadership criteria (e.g., Zaccaro, 2007). Second, we examine gender as a moderator of the relationship between personality and transformational and transactional leadership. We find that the personality traits predictive of transformational leadership behaviors differed between the additive and configural approach, suggesting that configural methods may serve a complementary role in our understanding of the relationship between predictors and criteria. Additionally, we found that the personality profile predictive of ratings of transformational leadership varied by gender, such that women leaders’ behaviors were predictive by both higher average elevation across big five personality traits (i.e., level) and a specific personality profile pattern characterized by within-person peak on extraversion and within-person valley on conscientiousness, while men leaders’ behaviors were predictive only by higher average elevation across personality traits. Thus, the behavioral requirements of men and women to be rated as transformational appears to be different, with women needing to conform to a particular personality profile pattern in order to be seem as transformational that was not required of men.

Self-concordance brings about a very powerful motivational force that comes with the internal consistency within a person’s innermost interests and values and day-to-day pursued goals. Despite promising findings and the potential that this construct has for OB scholars, our understanding of self-concordance is still very limited and further affected by reported mixed findings when investigating work goals; thus a review of the conceptualisation and current research on this area is paramount. This symposium fulfils this need by reviewing state-of-the-art theory and research in self-concordance with papers by researchers in Europe, North America, Asia and Australia. The first presentation explores how self-concordance can help to explain the dynamic process of proactive goals and the subsequent positive or negative change they bring about at work. Next, a cross-cultural study, explores how self-concordance is affected by transformational leadership and different cultural values. The third paper explores how self-concordance is affected by the individual’s salient identity; and considers transformational leadership and proactive personality as predictors in a model that ultimately predict performance besides other desirable outcomes. The last paper presents a whole new approach to the conceptualisation and operationalisation of self-concordance through the goal hierarchy and explores its effect in goal striving at work. Finally Joyce Bono concludes with an insightful discussion of the topic. This symposium ultimately provides a critical overview of current and relevant theory along with well supported propositions in order to both draw attention and to encourage further scholarship in the field of self-concordance at work.A Self-Concordance Perspective on Proactivity in OrganizationsPresenter: Karoline Strauss; U. of SheffieldHow Do Transformational Leaders Motivate? A Cross-Cultural InvestigationPresenter: Zheni Wang; Concordia U.Presenter: Marylene Gagne; Concordia U.Making Work Fun: A Process Model of Goal Concordance at WorkPresenter: Michael A Daniels; Bowling Green State U.Presenter: Gary Greguras; Singapore Management U.Presenter: Lori Foster Thompson; North Carolina State U.Presenter: James Diefendorff; U. of AkronSelf-Concordance: Understanding Its Effects through a New Conceptualisation and Task DifferentiationPresenter: Elisa Adriasola; U. of Western AustraliaPresenter: Kerrie Unsworth; U. of Western AustraliaPresenter: David V. Day; U. of Western Australia

This symposium presents cutting edge research on daily leader behaviors. Most research has treated leader behaviors as representations of leaders' stable preferences and individual differences. Recent work, however, has challenged the prevalent assumption that leader behaviors are stable across time and people by showing that most of the variance in leader behaviors resides within rather than between persons. Thus, leaders may enact certain behaviors with more frequency on some days than others. Little is known, however, about predictors and outcomes of daily leader behaviors both at the leader and unit level. In this symposium, we include four studies that help us understand what predicts different daily leader behaviors and what the outcomes of such actions may be for the leader, their followers, and the organization. Recognizing that leaders may engage in both positive and negative leader behaviors, our studies examine predictors and outcomes of both types of behaviors (e.g., transformational leader behaviors, leader humility, and abusive leader behaviors). Joyce Bono, who has made a foundational contribution to the leadership literature and was a former Editor at Academy of Management Journal, will comment on the papers and facilitate an interactive discussion with the audience.

In recent years, research has provided increasing understanding of behavioral pathways that can contribute to employee well-being, including obtaining recovery outside or inside of work, getting sufficient sleep, engaging in health behaviors, or undertaking positive actions at work in certain ways. On the other hand, there can be challenges for individuals to actually engage in or benefit from these pathways to well-being–for example, individuals may find it challenging to pursue recovery experiences and activities, to get sufficient quality sleep, to engage in health behaviors, or to reap benefits for well-being when acting positively at work. These challenges can be external (e.g., constraining and detrimental factors in the organization and the workplace) or internal (e.g., self-regulation or motivational issues on the part of employees themselves). Papers in this symposium shed light on external and internal factors that can create such challenges for employees' pursuit of well-being, as well as conditions and factors that may help to address these challenges. These papers span a range of topics related to employee well-being, such as work recovery, sleep, health behaviors, and proactivity, and they employ a diverse set of research designs including diary studies, couple-dyadic study, field and online experiments. This symposium aims to move forward our understanding of fostering well-being in work organizations by both revealing potential challenges and providing useful implications.

Most organizational research has focused on skilled workers, professional employees, and managers; little attention has been paid to workers at the bottom of the organizational hierarchy, those who earn low wages or are at the lower ends of socioeconomic status. The four papers in this symposium shine light on these “under-examined&x201D; employees, addressing questions such as: Do individuals from an economically disadvantaged background use traditional pathways for career advancement, such as mentoring and networking? Do the working poor form high-quality work relationships, and what benefits–if any–do they gain from these relationships? Do individuals at the bottom of the social hierarchy appreciate the significance of their jobs, and does task significance increase their work engagement and commitment? Do individuals from a background of poverty lead as effectively, and what personal characteristics help them develop a transformational leadership style against all odds?

Mindfulness, or nonjudgmental awareness of and attention to present-moment experiences, has drawn growing interest among organizational scholars and practitioners. While research suggests mindfulness is largely beneficial for workers’ well-being, such as greater job satisfaction and lower stress, open questions concerning mindfulness remain. Aiming to advance theory and practice on mindfulness at work, the collection of empirical work in this symposium: (1) examines the role of mindfulness in work-family spillover; (2) explores work-related social functioning (e.g., helping behavior, social loafing, social undermining) related to mindfulness; and (3) identifies the nature and theoretical effect of facets of mindfulness (e.g., present awareness, non-reactivity). The set of papers deploy rigorous methods, such as experiments, experience sampling designs, and longitudinal designs. A Field Experiment of a Mindfulness Intervention and Work-to-Family Spillover Presenter: Tao Yang; Purdue U. Fort Wayne Presenter: Zen Goh; Monash Business School Presenter: Joyce Bono; U. of Florida Mindfulness and Helping Behavior at Work: The Role of Prosocial Motivation Presenter: Elizabeth E. Stillwell; U. of Minnesota Presenter: Michelle K Duffy; U. of Minnesota Presenter: Katina Sawyer; George Washington U. Presenter: Christian Noble Thoroughgood; Villanova U. Presenter: Elizabeth A. Adair; U. of Minnesota Trait Mindfulness Related to Less Social Loafing Presenter: Christopher James Lyddy; Providence College Presenter: Darren Jason Good; Pepperdine U. On the Merits of a Work-Specific Multidimensional Measure of Mindfulness: The Mindfulness@Work Scale Presenter: Ute Regina Hulsheger; Maastricht U. Presenter: Hugo Alberts; Mindfulness-Extended Mindfulness Heightens Moral Emotions Yet Lowers Punishment of Corporate Deviance Presenter: Adam Austen Kay; U. of Queensland Presenter: Pavlos Vlachos; ALBA Graduate Business School Presenter: Jochen Matthias Reb; Singapore Management U. Presenter: Theodore Charles Masters-Waage; Singapore Management U.

This panel symposium focuses on discussing theoretical and empirical questions that will help broaden our sight of, and deepen our insights into, constructs, phenomena, and processes involved in workplace positivity. Specifically, the focus of this panel discussion will be on how to create, take in, and sustain positivity at work each and every day. A group of experts will discuss 1) established and new key constructs in the area of workplace positivity, 2) established and new theoretical frameworks for the study of workplace positivity, 3) important unanswered research questions in the context of workplace positivity, and 4) opportunities and roadblocks in the study of workplace positivity.

Organizations that focus upon the development of positive emotions, from the individual to the organizational culture level, improve employee well-being, engagement and attitudes, as well as experience performance payoffs by reducing employee withdrawal, burnout, absenteeism, and risky out-of-work behavior (Barsade & Gibson, 2007; Barsade & O’Neil, 2014; O’Neill & Rothbard, 2017; Tsui, 2010; 2013; Rynes et al 2012; Van Looy, 2010). Yet there are various organizational countervailing forces, such as financial pressures, geographic distance, performance pressures, and the belief that anger leads to better performance, that can prevent employees from experiencing positive emotions and enhancing them in others. In this symposia, we examine the influence of the tensions between these countervailing forces and the building of positive affect from the individual-level to the organizational level of cultures of companionate love. We also seek to provide solutions, such as “micro- moments” and gratitude, through which organizational members at all levels of the organization can help promote positive emotions and gain their associated benefits. I Care for Others, But not at Work: Managerial Concern for Others Well-Being Presenter: Joyce Bono; U. of Florida Presenter: Thomas Bussen; U. of Florida Distance Makes the Heart Grow Fonder: Semiconductor Culture and its Influence on Work Relationships Presenter: Olivia Amanda O'Neill; George Mason U. Tough Love Doesn’t Win: Effects of Culture of Anger & Companionate Love on Sports Team Performance Presenter: Constantinos V. Coutifaris; The Wharton School, U. of Pennsylvania Presenter: Jacob Levitt; The Wharton School, U. of Pennsylvania Presenter: Sigal Barsade; The Wharton School, U. of Pennsylvania Relational Investments: Daily Positive Supervisor Interactions Buffer Employees Against Setbacks Presenter: Jochen I. Menges; U. of Zurich Presenter: Lauren Christine Howe; U. of Zurich Presenter: Leander De Schutter; Rotterdam School of Management, Erasmus U. Presenter: Sarah Kern; FOM U. of the Applied Sciences Culture of Companionate Love and State Gratitude: An EASI Perspective Presenter: Michael Lance Frazier; Creighton U. Presenter: Regina Michelle Taylor; Creighton U. Presenter: James Burnley; Creighton U.