Trapped at Work: The Barriers Model of Abusive Supervision.

While research on abusive supervision is thriving, we still know very little about the sustained nature of the phenomenon. Additionally, most papers focusing on the prolonged character of the detrimental relational dynamic take a within-dyad perspective, largely ignoring within-person, group or other external influences. Addressing these gaps in the literature, we introduce the Barriers Model of Abusive Supervision. This model posits a hierarchically organized set of obstacles that make it difficult for followers to escape the abusive supervisor, explaining why abuse can continue over long periods of time. Specifically, we present an onion-shaped model in which the follower has a central position with each subsequent layer representing a more external cluster of barriers to leaving the abusive supervisor. Ranging from external to internal, these layers are: Barriers in the larger societal context (Layer 1; e.g., ambiguous laws), barriers in the organizational context (Layer 2; e.g., unclear policies), barriers due to the abusive supervisor (Layer 3; e.g., isolating followers), and barriers within the abused follower (Layer 4; e.g., implicit leadership theories). We hope that our model inspires future research on the sustained nature of abusive supervision and provides practitioners with the necessary background information to help abused followers escape their supervisors

Editorial: Fifty Shades of Grey: Exploring the Dark Sides of Leadership and Followership

“I could stand in the middle of Fifth Avenue and shoot somebody and I wouldn’t lose any voters. Okay. It’s like incredible!” Donald J. Trump, President of the United States, in January 2016 at a campaign rally in Iowa. In light of corporate and political turmoil and subsequent questions raised about leaders’ dark sides, this Research Topic is particularly timely. We set out to contribute to theoretical, empirical and methodological advancements, focusing on dark sides of personality, processes, and perceptions, and how they relate to leader-follower relationships. Studies of the dark side of leadership follow a long-standing tradition (Conger, 1990), and initially focused mainly on negative leader traits such as narcissism (Braun, 2017) and leader behaviors such as abusive supervision (Schyns & Schilling, 2013; Tepper, 2007; Tepper, Simon, & Park, 2017; Hogan & Kaiser, 2005). The particular potential for toxicity to unfold at the intersections of leadership and followership has been noted (Padilla, Hogan, & Kaiser, 2007), yet research into this domain remains largely underdeveloped. While followership theories receive increasing attention (Uhl-Bien, Riggio, Lowe, & Carsten, 2014), the potential dark sides of followership or followers’ impact on dark-side leaders remain unclear. Deviating from the unidimensional view that leaders are omnipotent and to be blamed for negative outcomes, we seek to place emphasis on the different ‘shades’ of dark leadership by focusing on how dark leadership can be explained by taking leaders, followers, and their interaction in specific contexts into account. In line with the purpose to explore the intersections between dark-side leadership and followership, we saw three main themes emerging from the articles published in this Research Topic. The first theme revolves around leader traits and behaviors. It focuses on questions such as what makes a ‘dark-side’ leader and what ‘dark-side’ leaders do. The second theme accounts for the interaction between leaders’ and followers’ characteristics, and zooms in on the extent to which this interaction may affect the negative impact of ‘dark-side’ leadership or followership. Finally, the articles also reflect novel ideas, extensions and integration of current theories at the interface between leadership and followership

Shady Strategic Behavior: Recognizing Strategic Followership of Dark Triad Followers

The importance of strategic behavior in organizations has long been recognized. However, so far the literature has primarily focused on leaders’ strategic behavior, largely ignoring followers’ strategic behavior. In the present paper, we take a follower trait perspective to strategic follower behavior, specifically focusing on how followers’ Dark Triad traits (i.e., narcissism, Machiavellianism, and psychopathy) influence their strategic behavior. We argue that Dark Triad related strategic follower behavior is likely to have negative effects for fellow organizational members and the organization as a whole. We also present ‘red flag’ behaviors that may signal followers' tendencies to engage in shady strategic behaviors. Then, we put forward factors that may mitigate or increase the occurrence of shady strategic behaviors of followers scoring high on Dark Triad traits, focusing especially on leader attributes and specifics of the organizational context. Finally, we discuss if and how followers’ Dark Triad traits could benefit the organization, and highlight emerging issues in research on strategic follower behavior

Goal pursuit during the three stages of the migration process

Migration poses a strong contextual change for individuals and it necessitates the adjustment of goals and aspirations. Although goal-related processes seem highly relevant to migration success (e.g., migrant well-being and adjustment), existing research in the area is scattered and lacks an overarching theoretical framework. By systematically analyzing the current literature on goal pursuit in the migration context, we aim to give an overview of the current state of the field, identify areas that need further research attention, and recommend alternative methodological approaches for future studies. This systematic literature review uses the different stages of the migration process (pre-migration, during migration, and potential repatriation or onward migration) and the three different goal facets (goal structure, goal process, and goal content) as an organizing framework. Our discussion focuses on the theoretical and methodological implications of our findings. The article demonstrates the need for further research in the field of goal pursuit in the migration context

Catering to the needs of an aging workforce : the role of employee age in the relationship between corporate social responsibility and employee satisfaction.

Contemporary organizations often reciprocate to society for using resources and for affecting stakeholders by engaging in corporate social responsibility (CSR). It has been shown that CSR has a positive impact on employee attitudes. However, not all employees may react equally strongly to CSR practices. Based on socio-emotional selectivity theory (Carstensen in Science 312:1913–1915, 2006), we contend that the effect of CSR on employee satisfaction will be more pronounced for older than for younger employees, because CSR practices address those emotional needs and goals that are prioritized when people’s future time perspective decreases. In one multi-source field study (N = 143) and one experimental study (N = 500), we demonstrate that CSR indeed has a stronger positive effect on employee satisfaction for older relative to younger employees. Accordingly, engaging in CSR can be an attractive tool for organizations that aim to keep their aging workforce satisfied with their job

Motivation in words: promotion- and prevention-oriented leader communication in times of crisis

Research demonstrates that situational uncertainty or crisis strongly influences the endorsement of the more charismatic or decisive leadership styles and that inspirational communication is at the heart of these styles. However, there is currently little understanding of what leaders should convey through their communication to be endorsed in crisis. Based on regulatory focus theory, we argue that times of crisis make leaders who use more promotion-oriented communication more likely to be endorsed and leaders who use more prevention-oriented communication less likely to be endorsed. Results of Study 1, an archival study of U.S. presidents, show that presidents who use more promotion-oriented communication are more endorsed but only if economic growth is low or if inflation is high, while no effects of the use of prevention orientation of communication surfaces. Results of Study 2, a laboratory experiment, show that leaders who communicate a promotion orientation, as compared to a prevention orientation, motivate higher performance in participants in a crisis condition, but that there is no difference in a no-crisis (i.e. control) condition. Finally, results of Study 3, a scenario experiment, demonstrate that organizational leaders that communicate more promotion-oriented (as opposed to more prevention-oriented) have a higher chance of being endorsed but only in times of crisis and that this effect is mediated by followers’ motivation to realize the plans of the leader

Motivation in words : promotion- and prevention-oriented leader communication in times of crisis.

Research demonstrates that situational uncertainty or crisis strongly influences the endorsement of the more charismatic or decisive leadership styles and that inspirational communication is at the heart of these styles. However, there is currently little understanding of what leaders should convey through their communication to be endorsed in crisis. Based on regulatory focus theory, we argue that times of crisis make leaders who use more promotion-oriented communication more likely to be endorsed and leaders who use more prevention-oriented communication less likely to be endorsed. Results of Study 1, an archival study of U.S. presidents, show that presidents who use more promotion-oriented communication are more endorsed but only if economic growth is low or if inflation is high, while no effects of the use of prevention orientation of communication surfaces. Results of Study 2, a laboratory experiment, show that leaders who communicate a promotion orientation, as compared to a prevention orientation, motivate higher performance in participants in a crisis condition, but that there is no difference in a no-crisis (i.e. control) condition. Finally, results of Study 3, a scenario experiment, demonstrate that organizational leaders that communicate more promotion-oriented (as opposed to more prevention-oriented) have a higher chance of being endorsed but only in times of crisis and that this effect is mediated by followers’ motivation to realize the plans of the leader

A machine learning approach to explore predictors of graft detachment following posterior lamellar keratoplasty:a nationwide registry study

Machine learning can be used to explore the complex multifactorial patterns underlying postsurgical graft detachment after endothelial corneal transplantation surgery and to evaluate the marginal effect of various practice pattern modulations. We included all posterior lamellar keratoplasty procedures recorded in the Dutch Cornea Transplant Registry from 2015 through 2018 and collected the center-specific practice patterns using a questionnaire. All available data regarding the donor, recipient, surgery, and practice pattern, were coded into 91 factors that might be associated with the occurrence of a graft detachment. In this research, we used three machine learning methods; a regularized logistic regression (lasso), classification tree analysis (CTA), and random forest classification (RFC), to select the most predictive subset of variables for graft detachment. A total of 3647 transplants were included in our analysis and the overall prevalence of graft detachment was 9.9%. In an independent test set the area under the curve for the lasso, CTA, and RFC was 0.70, 0.65, and 0.72, respectively. Identified risk factors included: a Descemet membrane endothelial keratoplasty procedure, prior graft failure, and the use of sulfur hexafluoride gas. Factors with a reduced risk included: performing combined procedures, using pre-cut donor tissue, and a pre-operative laser iridotomy. These results can help surgeons to review their practice patterns and generate hypotheses for empirical research regarding the origins of graft detachments

Prediction of stable walking for a toy that cannot stand

Previous experiments [M. J. Coleman and A. Ruina, Phys. Rev. Lett. 80, 3658 (1998)] showed that a gravity-powered toy with no control and which has no statically stable near-standing configurations can walk stably. We show here that a simple rigid-body statically-unstable mathematical model based loosely on the physical toy can predict stable limit-cycle walking motions. These calculations add to the repertoire of rigid-body mechanism behaviors as well as further implicating passive-dynamics as a possible contributor to stability of animal motions.Comment: Note: only corrections so far have been fixing typo's in these comments. 3 pages, 2 eps figures, uses epsf.tex, revtex.sty, amsfonts.sty, aps.sty, aps10.sty, prabib.sty; Accepted for publication in Phys. Rev. E. 4/9/2001 ; information about Andy Ruina's lab (including Coleman's, Garcia's and Ruina's other publications and associated video clips) can be found at: http://www.tam.cornell.edu/~ruina/hplab/index.html and more about Georg Bock's Simulation Group with whom Katja Mombaur is affiliated can be found at http://www.iwr.uni-heidelberg.de/~agboc