Subjects: Psychology >> Developmental Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： Drawing upon the conservation of resources theory, this study tries to uncover and reveal the cross-level mechanisms of servant leadership’s effects on thriving at work for individuals and teams, the boundary conditions and the reciprocal effects between servant leadership and subordinates. This study adopts a longitudinal design and reciprocal design and includes research methods such as literature analysis and longitudinal survey study. This study therefore aims to deepen the understandings of the mechanism of servant leadership, contribute to the understandings of the dynamic nature of leadership, expand the study of the antecedents of thriving at work, and provide guidance for various organizations to improve leadership styles, contribute to leadership effectiveness and boost employees’ thriving at work. We also expect that due to this study, talents selection and training in all kinds of organizations and the overall development of people can be benefited, the positive relationship between leaders and subordinates can be established, and organizational culture and the long-term development of the organizations can be improved.
Subjects: Psychology >> Developmental Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： Longitudinal study is a research method that introduces time-lag to explore changing trends of variables and causality between variables. In organizational behavior (OB) research, scholars have become increasingly interested in longitudinal study. While the number of OB research adopting this method is rising, a comprehensive and correct understanding is not available so far in China. Longitudinal study can be categorized according to the time-lag, different types correspond to different sample size, survey and statistical analysis methods. Further research could be extended on the team and leadership, organizational culture and change, and employee motivation. Future research should pay more attention to the achievement of cross-culture design.
Subjects: Psychology >> Social Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： As a paradigm of local research, paternalistic leadership has gradually been popular in the field of Organizational Behavior. Paternalistic leadership is a leadership style that expresses absolute authority, elder's care, and moral role model in the context of humanism. As a core element in organizational context, employee performance is crucial for organizations, leaders, and employees, etc. However, the conclusion of the relationship between paternalistic leadership and employee performance is still controversial, as existing meta-analyses focus on the relationship between this relationship, but relatively ignore the important impact of cultural on the results; besides, most scholars have analyzed the authoritarian, benevolent, and moral dimensions of paternalistic leadership independently or parallelly, failing comprehensively consider the relationship between the three dimensions to conduct research on employee performance; in addition, the effectiveness of leadership style is the result of the joint action of leaders and employees, and previous studies have relatively ignored the moderating effects of gender and age characteristics on employee performance in China. Based on this, this study used meta-analysis and meta-analytic criterion profile analysis to explore the relationship between paternalistic leadership and employee performance in the Chinese context. Through a comprehensive search and screening of the Chinese and English literature on the relationship between paternalistic leadership and performance (including task performance, organizational citizenship behavior, and counterproductive performance) conducted in the Chinese context, a total of 139 studies with 400 effect values were included (N = 44605). Our research contained three steps. In the first step, the main effects of authoritarian leadership, benevolent leadership and moral leadership on employees are estimated, including task performance, organizational behavior, and counterproductive performance with the Hunter-Schmidt meta-analytic method. Thereafter, we identify the paternalistic leadership profile when it is best related to employee performance through multiple regression and determine which profile of paternalistic leadership has the strongest predictive power for task performance, organizational citizenship behavior, and counterproductive performance respectively with the meta-criterion profile. Thirdly, we also tested whether employee's characteristics of gender and age played a moderating role in those relationships. The results of the meta-analysis found that (1) Benevolent leadership and Moral leadership have strong positive correlations with both task performance and organizational citizenship behavior, and strong negative correlations with counterproductive behavior. In contrast, Authoritarian leadership has a significant negative correlation with task performance and organizational citizenship behavior, and a significant positive correlation with counterproductive behavior. (2) Low authoritative leadership profile (high level of benevolent and moral leadership) has the strongest predictive power for task performance and organizational citizenship behavior, and high authoritative leadership profile (low level of benevolent and moral leadership) has the strongest predictive power for counterproductive behavior. (3) ?Moderator analyses revealed that average age produces a meaningful impact on the relationships between authoritarian leadership and organizational citizenship behavior and counterproductive performance, the strength of the relationship between moral leadership and task performance. Moreover,the moderating effect of gender on the relationship between paternalistic leadership and performance is not significant. The findings firstly revealed the "truth" about the relationship between paternalistic leadership and employee performance in the Chinese context, which guide the direction of subsequent leadership research; Secondly, the relationship between the profile of the three-dimensions combination of paternalistic leadership and employee performance is explored from the perspective of person-centered, and the conclusion is more accurate and effective; Finally, the boundary conditions between paternalistic leadership and employee performance are clarified from the perspective of employee demographic characteristics. Further, this research has implications for management practice. On the one hand, leaders should adjust the combination of paternalistic leadership styles in time according to the environment to promote the optimal performance of subordinates; On the other hand, leaders should treat employees of different genders equally and adjust their leadership styles according to the needs of employees of different ages.
Subjects: Psychology >> Social Psychology submitted time 2023-03-27 Cooperative journals: 《心理学报》
Abstract： With increasingly fierce competition in the labor market, a growing number of employees have to work on jobs for which they may perceive themselves overqualified. Such employees usually possess capabilities that enable them to perform their job tasks without much difficulties, while the perceptions of overqualification, or perceived overqualification (POQ), may play a complex role in shaping their attitudes and behaviors. Thus, the issue of overqualification has drawn a great deal of attention in the field of human resources management and organizational behavior. However, there are many unsolved theoretical issues. We aim to understand the influence of POQ on individual performance, and the affective and cognitive mediating mechanisms. In doing so, we investigated a set of potential mediators based on competing theories including self-regulation theory, equity theory, relative deprivation theory, person-environment fit theory and role theory. We meta-analyzed both English and Chinese primary studies on this topic. Studies were identified with key words including “Overqualification”, “Overqualified”, “Underemployment”, etc., in English datasets including APA PsycINFO, ProQuest (Dissertation), Emerald, JSTOR, Web of Science, and Chinese databases of CNKI and CSSCI from the first available date until September, 2020. Selection criteria included: (1) studies must contain POQ as a variable, (2) correlations and sample sizes were reported in the study, (3) only one study with the most complete number of variables will be analyzed if the same sample was used in different studies, and (4) the published data shall be superior to the unpublished dissertation. We finally analyzed 945 effect sizes from 383 independent samples (N = 575, 061) in 321 articles. Our research contained three steps. In the first step, we estimated the main effects of POQ on variables including negative emotions (i.e. job boredom and anger), self-concepts (i.e. self-esteem and self-efficacy), negative behaviors (i.e. turnover, counterproductive work behavior (CWB), positive extra-role behaviors (i.e. organizational citizenship behavior (OCB), knowledge sharing, creativity, voice, and job crafting) and task performance with the Hunter-Schmidt meta-analytic method. Thereafter, based on the different perspectives and the self-regulatory theory, we scrutinized potential mediators (i.e. negative emotions and positive self-concepts between POQ and negative extra-role behaviors (i.e. CWB and turnover), POQ and positive extra-role behaviors (i.e. OCB, knowledge sharing, creativity, voice, and job crafting), as well as POQ and task performance via meta-structural equation modelling (meta-SEM). We also tested whether collectivism played a moderating role in those relationships.The first step of our analysis showed that POQ exerted significant positive effects on negative emotions (i.e. job boredom, anger), specific self-efficacy (e.g. role-breadth self-efficacy, knowledge self-efficacy, voice self- efficacy, etc.), turnover intentions and CWB, while having significant negative effects on organization-based esteem (OBSE). Meanwhile, the relationships between POQ and the other outcomes including general positive self-concepts (i.e. general self-esteem and general self-efficacy), positive extra-role behaviors (OCB, knowledge sharing, voice, creativity, job crafting and general proactive behaviors) and task performance were not significant. Furthermore, we explored affective and cognitive mechanisms of POQ and negative and positive extra-role behaviors in meta-SEM. Our analyses showed that POQ had positive direct effects on both negative extra-role behaviors (i.e. CWB, turnover), positive extra-role behaviors (i.e. OCB, knowledge sharing, creativity, voice, and job crafting) and task performance, and negative emotions and positive self-concepts were positively affected by POQ. Besides, the direct effects of negative emotions on negative extra-role behaviors were significantly positive, and those of positive extra-role behaviors and of task performance were significantly negative; the direct effects of positive self-concepts on positive extra-role behaviors and of task performance were significantly positive, and those of negative extra-role behaviors were significantly negative. These findings suggested that employees with high levels of POQ felt negative emotions and positive self-concepts, and undertook both negative and positive behaviors to cope with POQ. Then, we divided all the independent samples into two parts according to the degree of cultural collectivism of countries and regions in which those studies were conducted. Then, we compared three sets of meta-SEM analyses in model 1 (with all the samples), model 2 (with samples from areas of high collectivism) and model 3 (samples from areas of low collectivism). The results of meta-SEM demonstrated that POQ had indirect effects on negative extra-role behaviors (i.e. CWB, turnover) through negative emotions (i.e. job boredom, anger) in all the three models, indicating that affective mechanisms represent a robust explanatory power of POQ’s influences. By contrast, positive self-concepts (i.e. self-esteem and self-efficacy) served as a positive mediator between POQ and positive extra-role behaviors (i.e. OCB, knowledge sharing, creativity, voice, and job crafting) as well as between POQ and task performance only in the samples collected from collectivistic areas; in the cultural context of low-collectivism or high individualism, POQ were found to exert a significant, negative impact on positive self-concepts, and the latter can impact positive extra-role behaviors and task performance significantly. These findings demonstrated that collectivistic culture may restrict the applicability of cognitive resources on explaining the mechanism from POQ to positive extra-role behaviors and task performance. Therefore, we concluded that the social comparing perspective accounts for the processes that POQ come into effect, whereas self-regulation theory may not be a reliable explanation of the influence of POQ on employees without moderating variables taken into consideration.Last but not the least, we conducted an explorative analysis to identify the correlations between POQ, person-job fit (PJ fit) and person-organization fit (PO fit), as well as their effect sizes on some important psychological and behavioral outcomes including job satisfaction, organizational commitment, strain, CWB, turnover, creativity, OCB, and task performance. With relative weight analysis, we found that POQ was relatively highly correlated to PJ fit, while weakly correlated to PO fit. POQ can best predict strain and turnover among the three, and thus it is unreasonable to take it as a redundant construct.This study contributes to the POQ literature in several ways. First, we integrated previous empirical studies and reported more precise relationships between POQ and important psychological and behavioral outcomes involving emotions, cognitions and performance, which advances research on the outcomes of POQ. We then tested the direct and indirect effects of POQ on negative and positive extra-role behaviors and task performance, and clarified two foundational perspectives (i.e. social comparison and self-regulation) that address the underlying mechanisms of how POQ affects the outcome variables. Moreover, we evaluated the impact of cultural contexts, collectivism/individualism. Also, we suggest that future studies should pay more attention to the distinctions between POQ and other PE fit variables. Collectively, our contribution consists of our integration of the literature on POQ and its outcomes, our clarification of the mechanisms that underlie POQ, and the conclusion that collectivism/individualism exerts influence on the indirect relationships between POQ and performance.
Subjects: Psychology >> Social Psychology submitted time 2023-03-27 Cooperative journals: 《心理学报》
Abstract： Employee boundary-spanning behavior is critically important for organizations. Numerous studies have examined the relationships between employee boundary-spanning behavior and work-related outcomes. However, the findings are inconsistent among studies. This meta-analysis investigated the relationships between of employee boundary-spanning behavior and work attitude, performance, innovation, stress, and burnout, and also examined potential moderators and mediating mechanisms for those relationships based on social exchange theory. We meta-analyzed both Chinese and English primary studies on employee boundary- spanning behavior. Studies were identified with key words including “Boundary spanning”, “Boundary spanning activities/Boundary spanning activity”, “Boundary spanning behavior”, etc., in English databases including Web of Science, ProQuest (Dissertation), EBSCO, Wiley, Sage and Chinese databases of CNKI and CSSCI. Finally, 52 independent samples from 50 empirical studies (with a total sample N = 14366) were included. We chose a random-effect model to conduct the meta-analysis using the R package Psychmeta (Core team, 2020). The results showed considerable heterogeneity among the 52 independent samples, according to the heterogeneity test. The publication bias test was conducted using Egger's test, Begg test, and Failsafe number, which revealed that there was no substantial publication bias in the studies. With the Hunter-Schmidt’s meta-analytic method, employee boundary spanning behavior had significant relationships with job satisfaction and organizational commitment (ˉρρ¯\bar{\rho } between 0.34 to 0.41) and performance outcomes (ˉρρ¯\bar{\rho } between 0.19 to 0.31), as well as a small positive relationship with role stress (ˉρρ¯\bar{\rho } = 0.14). It had no significant relationship with emotional exhaustion (ˉρρ¯\bar{\rho }= -0.10, 95% CI = [-0.25, 0.05]). Employees' boundary-spanning behavior has both benefits and costs. Employee type (knowledge workers-non-knowledge workers), individualism-collectivism, and power distance moderated the relationships between employee's boundary-spanning behavior and its outcomes. The relationships between employee boundary-spanning behavior and performance and innovation were stronger for knowledge workers than for nonknowledge workers, but the relationships between employee boundary-spanning behavior and job satisfaction and role stress were stronger for nonknowledge workers than for knowledge workers. Collectivism positively moderated the relationship between employee boundary-spanning behavior and job satisfaction, performance, innovation. The relationships between employee boundary-spanning behavior and job satisfaction, performance, and role stress were stronger for high power distance regions than low power distance regions. Additionally, a meta mediation analysis was conducted to examine whether work attitudes partially mediated the relationship of employee boundary-spanning behavior with work outcomes. The results revealed that employee boundary-spanning behavior had indirect impacts on performance and innovation, while having suppressing effects on stress and exhaustion. We discuss the important implications for future research and organizational practices.
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