The adoption of human resource practices to support employees affected by intimate partner violence: Women representation in leadership matters

Intimate partner violence (IPV) is a global public health issue that negatively impacts organizations and their employees. Research suggests that organizations can play a supportive role to lessen this negative impact. However, it has been relatively silent on the conditions under which organizations choose to play such a role. Integrating social role and critical mass perspectives, we examine the extent to which organizations adopt human resource (HR) practices to support employees affected by IPV. Specifically, we argue that organizations are more likely to adopt IPV-related HR practices when they are led by female Chief Executive Officers (CEOs) and Top Management Teams (TMTs) with more female members. Furthermore, we argue that when women's representation reaches a critical mass plateau, appointing more women in TMTs has no incremental impact, and this non-linear relationship moderates the CEO gender effect. Overall, we found support for our hypotheses based on a survey study of HR professionals from 414 Australian organizations (Study 1) and an archival study using 2 years of the Workplace Gender Equality Agency data from 4186 Australian organizations (Study 2). Theoretical and practical implications on the influence of gender configurations in leadership positions on the adoption of diversity, equity, and inclusion-related HR practices are discussed

The stress-relieving benefits of positively experienced social sexual behavior in the workplace

The current research examines the understudied consequences of non-harassing social sexual behavior in the workplace. In a programmatic series of studies, we argue and test the proposition that being the recipient of enjoyed social sexual behavior can provide psychosocial resources (such as feeling powerful, socially connected, and physically attractive) that protect recipients from stress and its negative outcomes. In Study 1, we develop and validate a measure of non-harassing social sexual behavior that is conceptually and empirically distinct from sexual harassment and is positively correlated with daily resource accumulation. We also uncover two distinct forms of social sexual behavior: flirtation and sexual storytelling. In Study 2, we use time-lagged data to demonstrate that the frequency of receiving flirtation at work is more positively related to psychosocial resource accumulation to the extent that it is enjoyed, and the resulting resources predict lower levels of stress. Finally, in Study 3, we use multi-source data to demonstrate that enjoyed flirtation buffers the relationship between workplace injustice and the stress-related outcomes of job tension and insomnia

Transnational contexts for professional identity development in accounting

Global expansion in the boundaries of professional work, the introduction of managerial concepts and thinking, and changes in the organizational form of professional service firms all impact the process by which professionals come to identify with their profession. The focus of this paper is on transnational professional careers and professional identity development, which remain an under-researched aspect of how globalization affects the professions. Based on original survey data from Australia, we chart the influence of social and organizational contexts on professional identity development for migrant and local accounting professionals respectively. Findings suggest that unlike the “boundaryless” opportunities associated with globe-trotting professionals, the majority of professional migrants are significantly constrained by the organizational and inter-subjective settings in which they work. Theoretically, we extend the concept of professional identity development to include not only formative early career experiences, but also large institutional jolts such as those provided by migration. Findings also help expand current understandings of organizations as sites of professionalization by shedding light on their impact on transnational careers

Outperforming whom? A multi-level study of performance-prove goal orientation, performance, and the moderating role of shared team identification

Performance-prove goal orientation affects performance because it drives people to try to outperform others. A proper understanding of the performance-motivating potential of performance-prove goal orientation requires, however, that we consider the question of whom people desire to outperform. In a multilevel analysis of this issue, we propose that the shared team identification of a team plays an important moderating role here, directing the performance-motivating influence of performance-prove goal orientation to either the team level or the individual level of performance. A multilevel study of salespeople nested in teams supports this proposition, showing that performance-prove goal orientation motivates team performance more with higher shared team identification, whereas performance-prove goal orientation motivates individual performance more with lower shared team identification. Establishing the robustness of these findings, a second study replicates them with individual and team performance in an educational context

We do not exist in an affective vacuum! Cross-level effects of trait affect and group affective properties on individual performance

This research aimed to enhance understanding of how relationships among trait affect and individual performance are influenced by group affective properties. To do this, we integrated trait affect and affective diversity theories within a self-regulatory framework to generate predictions regarding the moderating effect of group trait affect and group affective diversity on the relationship between trait affect and individual performance. Hypotheses were tested in groups working for 6-months on industry-relevant thesis projects. Trait affect was collected on Day 1 of the course. Group trait affect was operationalized as mean level of trait affect within each group. Group affective diversity was operationalized as the standard deviation of trait affect within each group. Individual performance was measured via peer-ratings of work-role proficiency and supervisor-rated thesis grades. The detrimental effect of trait negative affect on individual performance was buffered for individuals who were working with affectively similar peers – groups characterized by high group trait negative affect and low group negative affective diversity. Further, the beneficial effect of group trait positive affect on individual performance was strengthened when group positive affective diversity was low. Our findings highlight the importance of considering multiple affective properties at both individual and group levels in order to understand affective influences on individual performance

Career adaptation: the relation of adaptability to goal orientation, proactive personality, and career optimism

Abstract not availableLaramie R. Tolentino, Patrick Raymund James M. Garcia, Vinh Nhat Lu, Simon Lloyd D. Restubog, Prashant Bordia, Carolin Plew

Does anger help or harm leader effectiveness? The role of competence-based versus integrity based violations and abusive supervision.

The question of how leaders’ expressions of anger influence their effectiveness has long intrigued researchers and practitioners. Drawing on emotions as social information theory, we suggest the effects of leaders’ expressions of anger depend on both the type of violation about which anger is expressed and the type of leader who expresses it. We test this in a series of studies using experimental and field methods. Study 1 shows that a leader’s anger expression in response to followers’ integrity-based violations enhances observers’ perceptions of leader effectiveness, whereas anger in response to followers’ competence-based violations diminishes observers’ perceptions of leader effectiveness. Study 2 shows that these divergent effects occur because anger in response to integrity-based violations elicits beneficial inferential reactions among followers who observed the anger, whereas anger in response to competence-based violations provokes harmful affective reactions. Study 3 demonstrates that the negative effects of anger expressed toward competence-based violations are exacerbated, and positive effects of anger expressed toward integrity-based violations weakened, when a leader is perceived as abusive. These findings help reconcile divergent perspectives on the effects of leader anger expression, suggesting that anger can enhance perceived leader effectiveness when expressed in the right situation and by the right person

Does anger expression help or harm leader effectiveness? The role of competence-based versus integrity-based violations and abusive supervision

The question of how leaders' expressions of anger influence their effectiveness has long intrigued researchers and practitioners alike. Drawing on Emotions as Social Information (EASI) theory, we suggest the effects of leaders' expressions of anger depend on both the type of violation about which anger is expressed and the type of leader who expresses it. We tested these ideas in a programmatic series of studies using both experimental and field methods. Study 1 shows that a leader's anger expression in response to followers' integrity-based violations enhances observers' perceptions of leader effectiveness, whereas anger in response to followers' competence-based violations diminishes observers' perceptions of leader effectiveness. Study 2 provides evidence that these divergent effects occur because anger in response to integrity-based violations elicits beneficial inferential reactions among followers who observed the anger, whereas anger in response to competence-based violations provokes harmful affective reactions. Study 3 further demonstrates that the negative effects of anger expressed towards competence-based violations are exacerbated and positive effects of anger expressed towards integrity-based violations are weakened when a leader is perceived to be abusive. Together, these findings help reconcile divergent perspectives on the effects of leader anger expression, and suggest that anger can indeed enhance perceived leader effectiveness when it is expressed in the right situation and by the right person