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 one’s 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 employees’ 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 employees’ 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