Sharing the Same Political Ideology Yet Endorsing Different Values: Left- and Right-Wing Political Supporters Are More Heterogeneous Than Moderates

Members of extreme political groups are usually perceived as more homogeneous than moderates. We investigated whether members of the general public who share the same political ideology would exhibit different levels of heterogeneity in terms of human values across 20 European countries and Israel. We directly compared the variability across moderate-, left-, and right-wing groups. Our findings suggest that the values of more extreme (left-wing or right-wing) supporters are usually more heterogeneous than those with more moderate views. We replicated this finding for politics-related variables such as attitudes toward immigrants and trust in (inter)national institutions. We also found that country-level variables (income, religiosity, and parasite stress level) did not moderate the pattern of value variability. Overall, our results suggest that endorsing the same political ideology is not necessarily associated with sharing the same values, especially in the case of common citizens holding extreme political attitudes

Work-Unit Absenteeism: Effects of Satisfaction, Commitment, Labor Market Conditions, and Time

Prior research is limited in explaining absenteeism at the unit level and over time. We developed and tested a model of unit-level absenteeism using five waves of data collected over six years from 115 work units in a large state agency. Unit-level job satisfaction, organizational commitment, and local unemployment were modeled as time-varying predictors of absenteeism. Shared satisfaction and commitment interacted in predicting absenteeism but were not related to the rate of change in absenteeism over time. Unit-level satisfaction and commitment were more strongly related to absenteeism when units were located in areas with plentiful job alternatives

Team knowledge exchange: How and when does transformational leadership have an effect?

In this study, we examined how and when transformational leadership affected team knowledge exchange. Taking a goal pursuit perspective, we hypothesized two parallel mediating mechanisms—team knowledge goal generation and team knowledge goal striving—linking transformational leadership to team knowledge exchange. In addition, we investigated whether team-level team-member exchange served as a boundary condition that qualified the effects of transformational leadership on team knowledge goal generation and striving. We tested our hypotheses using time-lagged data from 118 work teams of a large Chinese manufacturing firm. Our findings provided support for the proposed parallel mediating mechanisms (i.e., team knowledge goal generation and team knowledge goal striving) that linked transformational leadership to team knowledge exchange. In addition, we found that team-level team-member exchange could strengthen the positive effect of transformational leadership on team knowledge exchange via team knowledge goal generation. By taking the novel lens of team goal pursuit, this study contributes to the literature on leadership and teams by shedding light on how transformational leadership triggers the goal pursuit process of team knowledge exchange

Combat and Trajectories of Physical Health Functioning in US Service Members

Introduction Previous research has demonstrated that different forms of mental health trajectories can be observed in service members, and that these trajectories are related to combat. However, limited research has examined this phenomenon in relation to physical health. This study aims to determine how combat exposure relates to trajectories of physical health functioning in U.S. service members. Methods This study included 11,950 Millennium Cohort Study participants who had an index deployment between 2001 and 2005. Self-reported physical health functioning was obtained 5 times between 2001 and 2016 (analyzed in 2017), and latent growth mixture modeling was used to identify longitudinal trajectories from these assessments. Differences in the shape and prevalence of physical health functioning trajectories were investigated in relation to participants’ self-reported combat exposure over the index deployment. Results Five physical health functioning trajectories were identified (high-stable, delayed-declining, worsening, improving-worsening, and low-stable). Combat exposure did not influence the shape of trajectories (p=0.12) but did influence trajectory membership. Relative to personnel not exposed to combat, participants reporting combat exposure were more likely to be in the delayed-declining, worsening, and low-stable classes and less likely to be in the high-stable class. However, the high-stable class (i.e., the most optimal class) was the most common trajectory class among not exposed (73.0%) and combat-exposed (64.5%) personnel. Conclusions Combat exposure during military deployment is associated with poorer physical health functioning trajectories spanning more than a decade of follow-up. However, even when exposed to combat, consistently high physical health functioning is the modal response

A closer look at how managerial support can help improve patient experience: Insights from the UK’s National Health Service

Recent debates in healthcare have emphasized the need for more respectful and responsive services that meet patients’ preferences. These debates centre on patient experience, one of the most critical factors for measuring healthcare performance. In exploring the relevance of patient experience key questions need answers: what can managers or supervisors do to help improve the quality of healthcare? What is the role of employees? Addressing these questions, this study examines whether perceived supervisor support (PSS) promotes patient experience through a serial mediation involving perceived organizational support (POS), and positive employee outcomes such as engagement, involvement and advocacy. Using two-wave data from the British National Health Service, we show that PSS is strongly associated with POS, which in turn improves engagement, involvement and advocacy among employees. PSS also has a positive indirect influence on patient experience through POS and advocacy; but the indirect paths involving engagement and involvement are not supported. We offer useful guidance on how healthcare employers can support employees towards improving the quality of services rendered to patients

Differences that matter: hiring modes and demographic (dis)similarity in executive selection

Scholars, practitioners, and policymakers have long acknowledged the importance of understanding the antecedents of top management team (TMT) composition. Yet, research on how and why firms select executives who are demographically dissimilar to incumbent TMT members remains limited. We take a step toward answering these questions by employing a sample of 575 individual-level executive appointments at 170 large European firms between 2005 and 2009. Drawing on the person-group fit perspective, we argue that firms are more likely to appoint socio-demographically dissimilar executives through internal promotion – while external hires are more likely to socio-demographically resemble incumbent top managers. Our results support the hypothesized relationship. They also show that this relationship is influenced by the level of administrative complexity and environmental uncertainty facing the firm. Overall, our theory and results enhance our understanding of ‘why top management teams are composed the way they are’, by highlighting the impact of internal and external hiring modes in the selection of demographically (dis)similar executives

The consequences of (not) seeing eye-to-eye about the past:The role of supervisor–team fit in past temporal focus for supervisors' leadership behavior

This study seeks to advance our understanding of the leadership consequences that may ensue when supervisors and their teams have similar versus differing orientations toward the past. Integrating a leader–team fit perspective with functional leadership theory, we cast incongruence between supervisor and team past temporal focus as a key antecedent of supervisors' active (i.e., task-oriented and relationship-oriented) and passive (i.e., laissez-faire) leadership behaviors toward the team. We tested our hypotheses in a team-level study that included a field sample of 84 super-visors and their teams using polynomial regression and response surface analyses.Results illustrated that supervisors demonstrated more task-oriented and relationship-oriented leadership when supervisors' and their team's past temporal focus were incongruent rather than aligned. Furthermore, in situations of supervisor–team congruence, supervisors engaged in less task-oriented and relationship-oriented leadership and more laissez-faire leadership with higher (rather than lower)levels of supervisor and team past temporal focus. In sum, these findings support a complex (mis)fit model such that supervisors' attention to the past may hinder their productive leadership behaviors in some team contexts but not in others. Hence, this research advances a novel, multiple-stakeholder perspective on the role of both supervisors' and their team's past temporal focus for important leadership behavio

The Dark Side of Visionary Leadership in Strategy Implementation:Strategic Alignment, Strategic Consensus, and Commitment

Drawing from visionary leadership and strategy process research, we theorize and test the mechanism through which middle and lower-level managers’ visionary leadership affects their teams’ strategic commitment. The management literature extols the virtues of visionary leadership. In contrast to this positive stance, we reveal a dark side to visionary leadership. Our theoretical framework suggests that team manager visionary leadership harms team strategic consensus when the manager is not strategically aligned with the CEO, which in turn diminishes team commitment to the strategy. In contrast, when a team manager is strategically aligned with the CEO, team manager visionary leadership is positively related to team strategic consensus and subsequently to team strategic commitment. Data from 136 teams from two organizations support our moderated mediation model. A supplemental analysis of the content of strategic consensus and additional qualitative interviews with managers and employees in one of these organizations provide additional insights concerning the meaning of the theorized relations in practice