Supervisor-Directed Emotional Labor as Upward Influence: An Emotions-as-Social-Information Perspective

To access organizational resources, subordinates often strive to influence supervisors' impressions. Moreover, subordinates' interactions with supervisors are known to be ripe with emotions. Nevertheless, research on upward impression management has rarely examined how subordinates' emotion regulation in supervisor interactions may shape their tangible outcomes. The present study introduces subordinates' emotional labor toward supervisors as a novel means of upward influence. Building on the emotions‐as‐social‐information model, we propose that supervisor‐directed emotional labor indirectly relates with supervisory reward recommendations by shaping supervisors' liking and perceived competence of subordinates. Moreover, we cast supervisors' epistemic motivation as a boundary condition for these indirect relations. We tested these notions using time‐lagged data from 377 subordinates and 91 supervisors. When supervisors' epistemic motivation was higher (but not lower), (1) supervisor‐directed surface acting related negatively with supervisors' liking and perceived competence of subordinates and (2) supervisor‐directed deep acting related positively with supervisors' liking of subordinates. Liking and perceived competence, in turn, related positively with supervisors' willingness to recommend subordinates for organizational rewards. These findings highlight supervisor‐directed emotional labor as an upward impression management strategy with both beneficial (deep acting) and detrimental (surface acting) implications, and they illustrate important mechanisms and a key contingency factor for these consequences

Leading with heart: Academic leadership during the COVID-19 crisis

The COVID-19 pandemic has impacted every sphere of life. It has brought into sharp focus not only the critical role that leaders have to play in taking charge of their organisations and employees, but the complexity of that leadership role, too. The authors of this paper are both psychologists who occupy leadership positions in a university. The paper briefly explores the evolution of leadership theory, leadership in times of crises, generally, and leadership during the time of COVID-19. In addition, one of the authors offers a personal note on the leadership experience during COVID-19. What became clear during the reflections was that empathy, vulnerability, self-awareness and agility were some of the qualities needed during this crisis. In addition, the psychodynamic concept of containment appears very relevant in managing the affective intensity experienced by staff and students. Leaders were expected to not only fully understand the meaning of empathy and compassion, but to know how to sincerely demonstrate these qualities to staff and students alike

Perceptions of knowledge sharing among small family firm leaders: a structural equation model

Small family firms have many unique relational qualities with implications for how knowledge is passed between individuals. Extant literature posits leadership approach as important in explaining differences in knowledge-sharing climate from one firm to another. This study investigates how leadership approaches interact with family influence to inform perceptions of knowledge sharing. We utilize survey data (n = 110) from owner-managers of knowledge-intensive small family firms in Scotland. Our findings present a choice in leadership intention, contrasting organization-focused participation against family-influenced guidance. Insight is offered on the implications of this leadership choice at both organizational and familial level

Tissue memory CD4+ T cells expressing IL-7 receptor-alpha (CD127) preferentially support latent HIV-1 infection.

The primary reservoir for HIV is within memory CD4+ T cells residing within tissues, yet the features that make some of these cells more susceptible than others to infection by HIV is not well understood. Recent studies demonstrated that CCR5-tropic HIV-1 efficiently enters tissue-derived memory CD4+ T cells expressing CD127, the alpha chain of the IL7 receptor, but rarely completes the replication cycle. We now demonstrate that the inability of HIV to replicate in these CD127-expressing cells is not due to post-entry restriction by SAMHD1. Rather, relative to other memory T cell subsets, these cells are highly prone to undergoing latent infection with HIV, as revealed by the high levels of integrated HIV DNA in these cells. Host gene expression profiling revealed that CD127-expressing memory CD4+ T cells are phenotypically distinct from other tissue memory CD4+ T cells, and are defined by a quiescent state with diminished NFκB, NFAT, and Ox40 signaling. However, latently-infected CD127+ cells harbored unspliced HIV transcripts and stimulation of these cells with anti-CD3/CD28 reversed latency. These findings identify a novel subset of memory CD4+ T cells found in tissue and not in blood that are preferentially targeted for latent infection by HIV, and may serve as an important reservoir to target for HIV eradication efforts

The Paradox of Power in CSR: A Case Study on Implementation

Purpose Although current literature assumes positive outcomes for stakeholders resulting from an increase in power associated with CSR, this research suggests that this increase can lead to conflict within organizations, resulting in almost complete inactivity on CSR. Methods A single in-depth case study, focusing on power as an embedded concept. Results Empirical evidence is used to demonstrate how some actors use CSR to improve their own positions within an organization. Resource dependence theory is used to highlight why this may be a more significant concern for CSR. Conclusions Increasing power for CSR has the potential to offer actors associated with it increased personal power, and thus can attract opportunistic actors with little interest in realizing the benefits of CSR for the company and its stakeholders. Thus power can be an impediment to furthering CSR strategy and activities at the individual and organizational level

Virtual Team Leader Communication:Employee Perception and Organizational Reality

Based on a study of leader communication effectiveness conducted in a large human resource outsourcing firm, this article reports how virtual team members’ perceptions of their leaders’ effective use of communication tools and techniques affect team performance outcomes. The study also investigates the role that trust plays in moderating the relationship between virtual team members’ perceptions of their leaders’ effective use of communication and team performance. Analysis of 458 responses from 68 teams found a positive relationship between virtual team members’ perceptions of leaders’ effective use of communications and team members’ perception of their team’s performance. The study also found that trust strengthens the relationship between perceived leader communication effectiveness and team performance results. Last, the study also revealed serious organizational alignment issues between what team members perceived to be effective leader communication, their perception of team performance outcomes, and the organizations performance measured by a balanced scorecard

Envisioning innovation:Does visionary leadership engender team innovative performance through goal alignment?

Visionary leaders paint an image of the future with the intention to persuade others to contribute to the realization of that specific future. In the current study, we test the hypothesis that visionary leadership stimulates team creativity and innovation because visionary leadership promotes goal alignment amongst team members which, in turn, facilitates team creativity and innovation. In an experimental study (N = 50 groups), we found that goal alignment indeed mediated the relationship between visionary leadership and team creativity, but not between visionary leadership and team innovation. In a field study (N = 308 respondents) we found visionary leadership to be related to both team creativity and innovation through goal alignment. Moreover, the field study also showed that communication quality strengthened the relationship between goal alignment and team innovation. We discuss the theoretical and practical implications of visionary leadership in teams where creativity and innovation are desirable team performance outcomes

Exploring distributed leadership:Solving disagreements and negotiating consensus in a ‘leaderless’ team

This article explores how leadership is done in a 'leaderless' team. Drawing on a corpus of more than 120 hours of audio-recorded meetings of different interdisciplinary research groups and using a discourse analytic framework and tools, we examine how leadership is enacted in a team that does not have an assigned leader or chair. Our specific focus is the discursive processes through which team members conjointly solve disagreements and negotiate consensus – which are two activities associated with leadership. More specifically, we analyse how meaning is collaboratively constructed and how team members arrive at a solution in those instances where there is some kind of disagreement, or even conflict, among team members. This discourse analytic study thus contributes to leadership research in two ways: i) by exploring some of the discursive processes through which leadership is actually performed in a 'leaderless team'; and ii) by looking at a largely under-researched leadership constellation, namely distributed leadership. We thereby illustrate some of the benefits that discourse analytical approaches offer to an understanding of the specific processes that are involved in the complexities of leadership performance