Coworker support amplifies strain in the COVID-19 pandemic for working parents.

The COVID-19 pandemic directly threatened our health and safety, while contradictory scientific and media reports generated uncertainty. Social information processing theory suggests that employees may have relied on their coworkers, via coworker support, to make sense of the confusion. Because previous research shows that coworker support can counterintuitively increase strain, we investigated the effects of coworker support on strain during the pandemic. Specifically, we collected data from a heterogeneous US sample of 314 working parents in May 2020 to illustrate the path from personal traits (i.e., optimism, generalized self-efficacy, and internal locus of control) to COVID-19 anxiety to workplace outcomes (i.e., self-rated performance, emotional exhaustion, and work-family conflict) in a multiphasic study design. Employees with low levels of these traits reported more COVID-19 anxiety, and in turn, more decrement to their workplace outcomes. This mediation is moderated by coworker social support, such that the indirect effect is exacerbated by coworker social support. This is consistent with social information processing theory, which states that coworker social support can unintentionally corroborate and amplify employee stress perceptions. We therefore recommend that, when faced with significant adversity, organizations provide communication training oriented toward increasing positive coworker interactions and guiding social information.

Followership at a distance: Follower adjustment to distal leadership during COVID-19.

Leader distance theory has received scant empirical attention in the extant literature; however, the "work from home" orders associated with COVID-19 have made this theory and its empirical findings highly relevant for organizations. Our study integrates leader distance theory and followership theory to understand how follower role beliefs affect follower effort, performance, and withdrawal under physical leader distance and varying conditions of leader interaction frequency. Using a three-wave survey methodology with 260 adults working remotely, our study finds that followers' levels of effort, performance, and withdrawal were contingent on leader interaction frequency. Specifically, followers with a coproduction role orientation, who see their role as more collaborative, reported higher levels of effort under conditions of high leader interaction. Furthermore, the indirect effect of coproduction on follower performance and withdrawal via effort was moderated by leader interaction frequency. The results for followers with passive role orientations, however, were in the opposite direction. These followers reported less effort when leader interaction was high, and the mediational chain predicting performance and withdrawal was contingent on leader interaction frequency. Our study contributes to the ongoing conversation about the positive and negative effects of leader distance and positions followership characteristics as important boundary conditions of distal leadership.