7 research outputs found
Transformational Leadership and Incivility: A Multilevel and Longitudinal Test
This research examines group-level perceptions of transformational leadership (TFL) as negative longitudinal predictors of witnessing person-related (e.g., insults/affronts) and work-related (e.g., negation/intentional work overload) acts of incivility at work. Witnessing workplace incivility was also postulated to negatively predict employee need satisfaction. Data were collected among production employees in different Canadian plants of a major manufacturing company (N = 344) who worked for 42 different managers (Mgroup size= 9.76). Two waves of data collection occurred 1 year apart. Results from multilevel analyses showed that workgroups where managers were perceived to engage in more frequent TFL behaviors reported reduced levels of person- and work-related incivility 1 year later. However, group-level incivility did not predict change in group-level need satisfaction 1 year later. At the individual level, results showed that witnessing higher levels of person-related incivility than oneâs colleagues predicted reduced satisfaction of the need for relatedness 1 year later. These longitudinal findings build upon previous literature by identifying TFL as a potential managerial strategy to reduce incivility in workgroups over time. They also show that mere exposure to workplace misbehavior still affects employeesâ adjustment, suggesting that every effort to reduce deviance in workplaces is worthwhile
Unravelling the relationship between role overload and citizenship behaviours among Canadian employees: A test of mediating and moderating effects
Building on the conservation of resources theory and self-determination theory, the present study develops and tests a moderated mediation model of organizational citizenship behaviour, in which a) emotional exhaustion serves as a mediating mechanism linking role overload with organizational citizenship behaviour, and b) supervisor autonomy support moderates the relationship between role overload and organizational citizenship behaviour through emotional exhaustion. Results of a time-lagged study of 144 workers from various Canadian organizations provided support for the hypothesized model: supervisor autonomy support buffered a negative effect of role overload on emotional exhaustion and, indirectly, organizational citizenship behaviour. This research sheds light on the intervening variables that may explain the relationship between challenge stressors and extra-role behaviours. It also provides information on managerial practices that may protect employeesâ optimal functioning against an excessive workload
Self-compassion at work: A key for enhancing well-being and innovation across levels.
The purpose of this study is to examine the mechanisms underlying the influence of self-compassion on innovation and well-being at work at multiple levels. Building on the tripartite model of affect regulation, we propose and test a mediation model in which social safeness explains self-compassion's relationship with innovation and well-being at the individual and group levels. The study participants were 101 employees on 26 teams from different organizations in Canada. The data were collected at two measurement times and were analyzed via multilevel modelling. Consistent with our predictions, the results indicated that social safeness mediated the relationship of self-compassion with well-being and innovation at the individual and group levels. We discuss the implications of this research for theory and practice
A Conservation of resources perspective on negative affect and innovative work behaviour: The role of affect activation and mindfulness
The present study aimed to clarify the inconsistent
relationship between negative affect and innovative work behaviour
by taking into account the role of affect activation and
mindfulness. Building on the conservation of resources theory,
we hypothesized that low-activated negative affect can be
associated with increased innovativeness, but only for employees
with high levels of mindfulness. Conversely, highactivated
negative affect is expected to have a positive, direct
relationship with innovative work behaviour. Data were collected
from two independent samples, namely 163 French
Canadian and 101 Italian employees. Consistent with our predictions,
multiple regression analysis results showed that lowactivated
negative affect was positively related to innovative
behaviour only when mindfulness was high (vs. low), whereas
high-activated negative affect was directly associated with
higher innovativeness. Our findings challenge the assumption
that low-activated negative affects are associated with
undermined innovative behaviour, suggesting that these affective
states can be related to increased innovativeness if employees
are mindful. On the other hand, they support the view
that high-activated negative affects provide the energizing potential
for instigating innovative actions. This study is unique
in examining mindfulness as a moderator that is capable of
shaping the link between deactivating negative affect and employee
innovativeness. As such, it answers recent calls for
research on how mindfulness can contribute to workplace
functioning. Moreover, this is the first study to take into account
the role of activation level in the negative affectinnovative
work behaviour relationship