Self-Concept Change at Work: Characteristics and Consequences of Workplace Self-Expansion

Self-expansion is generally studied in the context of romantic relationships; however, self-expansion can also occur in a variety of non-relational settings. This chapter explores the opportunities for workplaces to promote self-expansion. People may experience self-expansion at work when their jobs provide them with novel experiences, challenges, resources, new skills, and new identities as organizational contributors. Recent evidence confirms that individuals experience workplace self-expansion and that workplace self-expansion is associated with a variety of beneficial outcomes for employees and organizations such as higher job satisfaction, commitment, engagement, and lower burnout and turnover intentions. Overall, this research suggests that workplace self-expansion may be an important component of employees’ experiences and leaders’ effectiveness

Leaders’ Moral Competence and Employee Outcomes: The Effects of Psychological Empowerment and Person–Supervisor Fit

This study examined how leaders’ moral competence is linked to employees’ task performance and organizational citizenship behaviors. Based on a sample of 102 employee–supervisor pairs from seven organizations in South Korea, the results of this study revealed that leaders’ moral competence was positively associated with employees’ task performance and organizational citizenship behaviors toward leaders (OCBS). As expected, employees’ psychological empowerment partially mediated the relationship between leaders’ moral competence and employees’ task performance and OCBS. Furthermore, person–supervisor fit (PS fit) moderated the relationship between leaders’ moral competence and employees’ psychological empowerment such that the relationships became stronger for individuals higher rather than lower in PS fit