When are the bigger fish in the small pond better citizens? A multilevel examination of relative overqualification in workgroups

This is the author accepted manuscript. The final version is available from SAGE Publications via the DOI in this record In this study, we extend overqualification research to employees' social context of workgroup membership. Drawing upon social comparison theory and integrating with social exchange theory, we contend that employees' relative overqualification (ROQ, defined as individual overqualification relative to other group members' overqualification perceptions) is associated with their relative standing with their leader (measured as LMXSC, leader–member exchange social comparison), which in turn relates to employees' organizational citizenship behaviors (OCB). Furthermore, we assert that workgroup structural attributes and individual values (leader span of control and power distance orientation) influence the ROQ–LMXSC–OCB relationship. Multilevel modeling using data from 243 employees nested in 36 workgroups suggested patterns of moderated mediation where leader span of control and employee power distance orientation moderate the indirect link between ROQ and OCB through LMXSC. That is, the indirect relationship between ROQ and OCB is stronger in workgroups with a narrow leader span of control and for employees high in power distance orientation. Implications and directions for meso- and group-level research are discussed

Are we friends? Relative overqualification, citizenship, and the mediating role of friendship network centrality

This is the author accepted manuscript. The final version is available from Springer via the DOI in this record Integrating overqualification research with the social network perspective, we examine how social networks represent a mechanism linking relative overqualification and supervisors’ perceptions of employee organizational citizenship behaviors. Specifically, drawing upon social comparison and social exchange theories, we suggest that relative overqualification (ROQ) has implications for employees’ centrality in a friendship network and that friendship network centrality mediates the relationship between ROQ and supervisors’ perception of a focal employee’s organizational citizenship behaviors directed at coworkers (OCBI). Further, extending social comparison theory to the context of workgroup membership, we identify focal employees’ perception of workgroup team orientation as a moderator determining the strength of the indirect relationship between ROQ and OCBI via friendship network centrality. Multilevel modeling using multi-source time-lagged data from 182 employees and 33 supervisors working in restaurants in the Southwestern United States showed a negative relationship between ROQ and friendship network centrality with friendship network centrality mediating the relationship between ROQ and OCBI. Moreover, the results of path analysis indicated that the indirect relationship between ROQ and OCBI via friendship network centrality was stronger for employees who perceived low levels of team orientation. Implications and directions for perceived overqualification and social network research are discussed

Authentic leadership and followers’ cheating behaviour: A laboratory experiment from a self-concept maintenance perspective

This chapter presents insights into the question whether followers’ perceptions of authentic leadership attenuate cheating. From the perspective of self-concept maintenance theory, followers will cheat so long as they can maintain a positive self-concept. We suggested that authentic leadership lowers the perceptual threshold under which followers can still consider themselves honest. A laboratory experiment combined video-based variations of authentic leadership with a cheating-of-mind experiment. We collected data from 343 students at a German university. Results indicate that participants cheated, but not to the fullest extent possible. Authentic leadership did not affect the extent to which participants cheated. These results held when moderating variables were tested (e.g., cheating norm, victimization). Hence, the findings do not support the notion that a short-term authentic leadership intervention attenuates cheating