The planned decision to transfer an entrepreneurial company.

The Theory of Planned Behavior (TPB) is used in this paper to empirically study whether an entrepreneur successfully transfers his/her firm, conditional on exiting the firm. TPB posits that entrepreneurial intentions drive actions, being the transfer of a business. We expand the TPB framework with business characteristics (intangible assets and profitability) to further explain the gap between intentions to transfer and the transfer outcome. Based on survey responses of 198 Belgian entrepreneurs that exited their company between 2001 and 2006, we show that intentions drive transfer outcomes. Further, the personal desirability of a transfer, the perceived control over the transfer process and the level of intangible assets influence intentions. Business profitability has a direct positive effect on the probability of transferring a business, that is partially mediated through intentions.

Energy’s Role in the Extraversion (Dis)advantage: How Energy Ties and Task Conflict Help Clarify the Relationship Between Extraversion and Proactive Performance

While academic and practitioner literatures have proposed that extraverts are at an advantage in team-based work, it remains unclear exactly what that advantage might be, how extraverts attain such an advantage, and under which conditions. Theory highlighting the importance of energy in the coordination of team efforts helps to answer these questions. We propose that extraverted individuals are able to develop more energizing relationships with their teammates and as a result are seen as proactively contributing to their team. However, problems in coordination (i.e., team task conflict) can reverse this extraversion advantage. We studied 27 project-based teams at their formation, peak performance, and after disbandment. Results suggest that when team task conflict is low, extraverts energize their teammates and are viewed by others as proactively contributing to the team. However, when team task conflict is high, extraverts develop energizing relationships with fewer of their teammates and are not viewed as proactively contributing to the team. Our findings regarding energizing relationships and team task conflict clarify why extraversion is related to proactive performance and in what way, how, and when extraverts may be at a (dis)advantage in team-based work

The planned decision to transfer an entrepreneurial company

We expand and test Ajzen’s Theory of Planned Behavior (TPB) to explain the transfer of an entrepreneurial venture upon exit. Our results confirm TPB: transfer intentions and perceived control over the transfer are the main drivers of the likelihood to transfer. In addition, contextual business characteristics complement TPB in explaining transfer outcomes. While intangibility of firm assets directly impacts transfer outcomes, business viability is partially mediated via transfer intentions. These results shed more light on the role of implicit planning in transfer decisions and help to better understand contextual factors impacting the process of entrepreneurial exits

Honesty Is Not Always the Best Policy:The Role of Self-Esteem Based on Others’ Approval in Qualifying the Relationship Between Leader Transparency and Follower Voice

In this article, we integrate social exchange theory with insights from contingent self-esteem to explain why leader transparency (LT) might not always be reciprocated by enhanced follower voice. We theorize that when leaders are transparent, they initiate a social process that offers the exchange of honesty by signaling that the work environment is psychologically safe enough for followers to express their opinions in return. Yet, for individuals whose self-esteem fragilely relies on the approval of others (i.e., self-esteem based on others’ approval), reciprocating transparent communication is more difficult because speaking up exposes their self-worth to the potential for rejection. We test our model at the individual and team level. In Study 1 (individual level), we find that LT is positively related to follower self-rated voice one-month later through enhanced follower psychological safety, but only when follower self-esteem based on others’ approval is low as opposed to high. In Study 2 (team level), we find that team LT is positively related to leader-rated team voice six-months later through team psychological safety; however, only when team level self-esteem based on others’ approval is low, but not high. These results underscore that leader transparency can be reciprocated with enhanced follower voice, but only when followers have secure and stable self-esteem.</p

Honesty Is Not Always the Best Policy:The Role of Self-Esteem Based on Others’ Approval in Qualifying the Relationship Between Leader Transparency and Follower Voice

In this article, we integrate social exchange theory with insights from contingent self-esteem to explain why leader transparency (LT) might not always be reciprocated by enhanced follower voice. We theorize that when leaders are transparent, they initiate a social process that offers the exchange of honesty by signaling that the work environment is psychologically safe enough for followers to express their opinions in return. Yet, for individuals whose self-esteem fragilely relies on the approval of others (i.e., self-esteem based on others’ approval), reciprocating transparent communication is more difficult because speaking up exposes their self-worth to the potential for rejection. We test our model at the individual and team level. In Study 1 (individual level), we find that LT is positively related to follower self-rated voice one-month later through enhanced follower psychological safety, but only when follower self-esteem based on others’ approval is low as opposed to high. In Study 2 (team level), we find that team LT is positively related to leader-rated team voice six-months later through team psychological safety; however, only when team level self-esteem based on others’ approval is low, but not high. These results underscore that leader transparency can be reciprocated with enhanced follower voice, but only when followers have secure and stable self-esteem.</p

Behavioral integrity for safety, priority of safety, psychological safety, and patient safety: a team-level study

This article clarifies how leader behavioral integrity for safety helps solve follower's double bind between adhering to safety protocols and speaking up about mistakes against protocols. Path modeling of survey data in 54 nursing teams showed that head nurse behavioral integrity for safety positively relates to both team priority of safety and psychological safety. In turn, team priority of safety and team psychological safety were, respectively, negatively and positively related with the number of treatment errors that were reported to head nurses. We further demonstrated an interaction effect between team priority of safety and psychological safety on reported errors such that the relationship between team priority of safety and the number of errors was stronger for higher levels of team psychological safety. Finally, we showed that both team priority of safety and team psychological safety mediated the relationship between leader behavioral integrity for safety and reported treatment errors. These results suggest that although adhering to safety protocols and admitting mistakes against those protocols show opposite relations to reported treatment errors, both are important to improving patient safety and both are fostered by leaders who walk their safety talk