Learning Agility: In Search of Conceptual Clarity and Theoretical Grounding

Peer Reviewedhttp://deepblue.lib.umich.edu/bitstream/2027.42/92376/1/j.1754-9434.2012.01444.x.pd

Proactivity with image in mind: How employee and manager characteristics affect evaluations of proactive behaviours

This paper investigates image cost as a potential downside of proactivity. Drawing on attribution theory, we examine how people construct subjective evaluations of one manifestation of proactivity, feedback-seeking behaviour. Using a scenario methodology, we examined how employees' performance history, their manager's implicit person theory (IPT), and the frequency of their feedback-seeking affect how managers evaluate employees' feedback seeking. Results indicate that manager attribute average performers' feedback seeking significantly less to performance-enhancement motives than superior performers' seeking. Results further show that the frequency of feedback seeking and a manager's IPT interact in influencing managers' attributions for feedback seeking, with more entity oriented managers attributing frequent feedback seeking significantly more to impression-management motives than infrequent feedback requests. These results highlight the importance of not only the instrumental benefits of employee proactivity, but also its potential costs.Peer Reviewedhttp://deepblue.lib.umich.edu/bitstream/2027.42/79279/1/096317909X479529.pd

Learning Agility: Many Questions, a Few Answers, and a Path Forward

Peer Reviewedhttp://deepblue.lib.umich.edu/bitstream/2027.42/92383/1/j.1754-9434.2012.01465.x.pd

Conveying more (or less) than we realize: The role of impression-management in feedback-seeking

This paper reports two studies concerning impression management, impression formation, and feedback-seeking. Study 1 demonstrated that people seek less feedback when being observed and respond to situational norms regarding the appropriate frequency of seeking. However, Study 2 showed that when an individual has a superior performance history, seeking enhances observers' impressions of the seeker's personal characteristics and performance potential in the organization. The implications of these findings for feedback-seeking and the provision of feedback in organizations are discussed.Peer Reviewedhttp://deepblue.lib.umich.edu/bitstream/2027.42/29699/1/0000031.pd

Reducing job insecurity and increasing performance ratings: Does impression management matter?

Prior research on job insecurity has demonstrated its detrimental effects on both employees and the organization, yet no research has detailed how people actively deal with it. Drawing from proactivity research, this article argues that job insecurity prompts a proactive use of impression management tactics in the workplace. The effectiveness of these tactics depends on the level of supervisory liking for the employee and the attributions supervisors make regarding the employee's motives for the impression management behaviors (i.e., for the good of the organization or for self-interest). A 3-wave survey study of 271 Chinese employees and their supervisors showed that employees experiencing job insecurity in Time 1 reported using a variety of tactics to impress their supervisors at Time 2 and that these tactics curbed the affect associated with job insecurity and enhanced supervisor rated performance, through supervisor's liking and attributed motives. The relationship between impression management and increased supervisor-rated performance was moderated by supervisor attributions; the relationship between impression management and reduced affective job insecurity depended on supervisor liking. © 2013 American Psychological Association.postprin

Two roads to effectiveness: CEO feedback seeking, vision articulation, and firm performance

Peer Reviewedhttps://deepblue.lib.umich.edu/bitstream/2027.42/141707/1/job2211_am.pdfhttps://deepblue.lib.umich.edu/bitstream/2027.42/141707/2/job2211.pd

Reading the wind: how middle managers assess the context for selling issues to top managers

Issue selling is an important mechanism for creating change initiatives in organizations. This paper presents two studies that examine what middle managers think about as they decide whether or not to sell strategic issues to top management. In Study 1 middle managers identify themes that indicate a favorable or unfavorable context for issue selling. Top management’s willingness to listen and a supportive culture were the most often named contributors to context favorability, while fear of negative consequences, downsizing conditions and uncertainty were thought to signal that a context was unfavorable for issue selling. Study 2 identifies factors that middle managers associate with image risk in the context of issue selling. Violating norms for issue selling, selling in a politically vulnerable way and having a distant relationship with top management were regarded as major contributors to a middle manager’s level of image risk. Both studies enrich our understanding of the social psychological mechanisms that undergird the strategic change process. © 1997 by John Wiley & Sons, Ltd.Peer Reviewedhttp://deepblue.lib.umich.edu/bitstream/2027.42/34603/1/881_ftp.pd