Effects of Leaders’ Power Construal on Leader-Member Exchange:The Moderating Role of Competitive Climate at Work

How leaders construe their power may greatly affect the quality of relationships they have with their followers. Indeed, we propose that when leader power is (perceived to be) construed as responsibility, this will positively affect the extent to which followers perceive high quality leader-follower relationships (LMX), whereas the opposite will be true when leader power is (perceived to be) construed as opportunity. Moreover, we argue that these relationships are contingent on contextual influences, such that the effects will be particularly strong in environments characterized by competition, because such environments exacerbate the impact of leaders’ behavior. The results of a scenario experiment (Study 1), and a two-week time-lagged study among organizational employees (Study 2), showed that a manipulation of leaders’ tendency to view power as responsibility (Study 1), and followers’ perception of the extent to which their leader sees power as responsibility (Study 2) is positively related to follower LMX perceptions. Moreover, both Studies 1 and 2 and a dyadic field study in which we asked leaders to report on their tendency to view power as responsibility (Study 3) showed that this effect is stronger when the organizational climate is highly competitive. The results pertaining to power as opportunity were less consistent, but suggest a negative relationship with perceived LMX (Study 2), particularly when the organizational climate is highly competitive (Study 3). We conclude that the potential effects of leaders’ construal of power as responsibility or opportunity deserve more research attention than previously awarded and provide managerial ramifications of our findings

Shift, Suppress, Sever:Systemic Strategies for Dealing with Dark Leadership

Leaders with dark personalities are notorious for their destructive influences at work. Yet, it may not be enough for organizations to solely focus their interventions on leaders exhibiting dark personalities. Instead, we argue that systemic interventions that rely on levers at multiple organizational levels may be more fruitful in tackling destructive leadership. Specifically, we propose that interventions accounting for the individual characteristics of leaders and followers, as well as the organizational contexts in which destructive leadership is allowed to occur, are more likely to be effective and sustainable. By integrating literature from management, psychology, and educational sciences, we propose a framework that could serve as a guideline for organizational interventions and spur future research on how to mitigate destructive leadership processes. </p

Leader-Member Exchange (LMX) and Innovation:A Test of Competing Hypotheses

In this paper, we address the relation between Leader‐Member Exchange (LMX; the quality of the relationship between leader and subordinate), employee creativity (the generation of novel and useful ideas), and employee innovation (the promotion and implementation of these ideas). In the current set of studies, we test the competing hypotheses that LMX will either have a direct effect on employee innovation, or an indirect effect through employee creativity. In a field study of leader–subordinate dyads (N = 118), we found that LMX had no direct effect on employee innovation, and that employee creativity fully mediated the relationship between LMX and innovation. In a follow‐up two‐wave field study of employees (N = 398), we found that the LMX dimension professional respect predicted innovation through creativity, while the other dimensions did not. The results of this work indicate that research on LMX and innovation requires a multidimensional perspective, and that it may be valuable to differentiate between creativity and innovation

How objectifiers are granted power in the workplace

Objectification often has profound negative consequences for the victims, yet we argue that objectification may have positive ancillary implications for the perpetrators. Drawing from system justification theory, we posit that especially in organizations characterized by higher power distance, objectifying supervisors would be afforded more power by their subordinates because they would deem such behavior as more typical (i.e., descriptive justification) and more desirable (i.e., prescriptive justification). The results of two experiments (N = 443 and N = 211) showed that high (vs. low) power distance subordinates afforded less power to a non-objectifying supervisor (but not more power to an objectifying supervisor), and that prescriptive justification (but not descriptive justification) mediated the interaction effect of objectification and power distance on power affordance. In a field survey with dyads of supervisors and subordinates (N = 122), we found that subordinates with relatively high power distance orientations afforded power to their objectifying supervisors through prescriptive justification. Our research contributes to objectification literature by demonstrating when and how supervisor objectification can be rationalized and perpetuated through granting objectifiers power

Students' career exploration:A meta-analysis

Career exploration refers to the exploration of the environment and the self with the aim of gathering career-related information. On the basis of Lent and Brown's (2013) model of career self-management (CSM), the current meta-analysis examined the antecedents and outcomes of career exploration among college students (K = 109, N = 34,969 students). We found support for the applicability of the CSM model to the context of students' career exploration. Specifically, positive associations were found for the association of the three core person-cognitive variables self-efficacy for career exploration and decision-making (rc = 0.52), outcome expectations (rc = 0.31), and career-exploratory goals (rc = 0.42) with career exploration. Results of path analyses suggest that the effects of both self-efficacy and outcome expectations on career exploration are mediated by career-exploratory goals. Further, in line with the CSM model, career exploration was positively related to career-related support (rc = 0.33) and negatively related to barriers (rc = −0.15). Moreover, career exploration was associated with important career-related outcomes, such as career decidedness (rc = 0.22), and perceived employability (rc = 0.35). Exploratory moderator analyses revealed that some relationships are influenced by sample (i.e., age, gender, cultural background) and measurement (e.g., publication date) characteristics. The findings of this meta-analysis highlight several implications for the further development of the CSM model, future research on students' career exploration, and career development practice

Efects of lactation room quality on working mothers’ feelings and thoughts related to breastfeeding and work::a randomized controlled trial and a feld experiment

Background: The challenging combination of breastfeeding and work is one of the main reasons for early breastfeeding cessation. Although the availability of a lactation room (defined as a private space designated for milk expression or breastfeeding) is important in enabling the combination of breastfeeding and work, little is known about the effects of lactation room quality on mothers’ feelings and thoughts related to breastfeeding and work. We hypothesized that a high-quality lactation room (designed using the Theory of Supportive Design) would cause mothers to experience less stress, have more positive thoughts about milk expression at work, perceive more organizational support, and report more subjective well-being, than a low-quality lactation room. Methods: In an online randomized controlled trial (Study 1), Dutch mothers (N = 267) were shown either a high-quality or a low-quality lactation room (using pictures and descriptions for the manipulation) and were then asked about their feelings and thoughts. In a subsequent field experiment (Study 2) we modified the lactations rooms in a large organization in Groningen, the Netherlands, to manipulate lactation room quality, and asked mothers (N = 61) who used either a high-quality or low-quality lactation room to fill out surveys to assess the dependent variables. Results: The online study showed that mothers exposed to the high-quality lactation room anticipated less stress, more positive cognitions about milk expression at work, more perceived organizational support, and more subjective well-being than mothers exposed to the low-quality lactation room (p < 0.05). Moreover, the effect of lactation room quality on perceived organizational support was especially pronounced for mothers who were higher in environmental sensitivity. The field experiment showed that use of the high-quality room led to less reported stress than use of the low-quality room (p < 0.05). We also found that mothers who were higher in environmental sensitivity perceived more control over milk expression at work and experienced more subjective well-being in the high-quality condition than in the low-quality condition (p < 0.05). Conclusion: The current studies show that not only the availability, but also the quality of lactation rooms is important in facilitating the combination of breastfeeding and work