Can losing teams cope with destructive voice behaviour? The role of game results and athletes' perceived motivational climate.

This study examined the relation between losing a game and players' destructive voice about the coach. As team performances would suffer when such behaviours are not managed properly, we tested the motivational climate as a potential mechanism by which coaches can manage these destructive behaviours. Twelve volleyball and basketball teams (N = 136) were weekly assessed during eight weeks using questionnaires. Players rated the extent to which their teammates expressed destructive voice about their coach. Each player's indegree centrality (i.e. the average score received from all teammates) functioned as measurement of his/her destructive voice about the coach. As hypothesized, losing a game increased players' expression of destructive voice about the coach. At both the within- and between-person level, perceived mastery (performance) climate negatively (positively) predicted players' destructive voice about the coach. When players perceived a more salient performance climate than usual after a loss, their increase in destructive voice about the coach was magnified. These results highlight the dynamics of players' destructive voice about the coach and how a single loss can start the utterance of such voice. A coach would be able to counter this process by increasing the focus on a mastery rather than a performance climate.

Servant Leadership, Organisational Citizenship Behavior and Creativity: The Mediating Role of Team-Member Exchange.

Using a multi-source field study design with 184 unique triads of employees-supervisor dyads, this paper examines whether servant leaders install a serving attitude among employees. That is, servant leaders aim to encourage employees to take responsibility, to cooperate and to create high quality interactions with each other (team-member exchange; TMX). We hypothesise that servant leadership will have an influence on Organisational Citizenship Behavior (OCB) and creativity through team-member exchange. Two facets of OCB are distinguished: organisational citizenship behaviour towards individuals (OCBI), on the one hand, and taking up extra tasks that benefit the organisation (OCBO), on the other hand. The results show that servant leadership is positively related to team-member exchange, and that team-member exchange is positively related to OCBI, OCBO and creativity. The bootstrapping estimates indicated significant indirect effects of servant leadership on the three target variables through team-member exchange. The study's findings add to the body of literature on servant leadership, OCB and creativity at the workplace, and underline the importance of creating favourable working conditions that foster positive and high quality team-member exchange. This study also broadens our understanding on the importance of co-workers on the relation between servant leadership and organizational citizenship behavior (OCB) and creativity.

The Power of Peer Leaders: Exploring the Link between Peer Leadership Behaviors and Sustainable Work Outcomes.

Most leadership studies primarily focus on formal leaders, often overlooking the influence of leaders within the team. While prior research has shown that peer leaders can have a beneficial impact on various team outcomes, it is yet unclear which peer leadership behaviors precisely foster a supportive and sustainable work environment. Building upon the recent identification of 10 peer leadership roles and 37 underlying functions, the current study aims to investigate the relationships between these peer leadership roles and functions and key outcomes (i.e., job satisfaction, team cohesion, team effectiveness, and OCB). A total of 31 organizational teams, comprising 182 employees from diverse sectors, participated in a quantitative survey. Employing multilevel modeling analysis, the findings demonstrated that each leadership role and nearly every function predicted at least one outcome, highlighting their significance within organizational teams. Additionally, Necessary Condition Analysis revealed that specific roles and functions were necessary for generating one or more outcomes. Finally, we found that most of the significant relationships remained consistent across teams, regardless of their size, tenure, or level of team identification. These findings refine our understanding of shared leadership and how peer leaders can create a sustainable workplace by fostering employee well-being and productivity in organizational teams.

Identity Leadership, Employee Burnout and the Mediating Role of Team Identification: Evidence from the Global Identity Leadership Development Project.

Do leaders who build a sense of shared social identity in their teams thereby protect them from the adverse effects of workplace stress? This is a question that the present paper explores by testing the hypothesis that identity leadership contributes to stronger team identification among employees and, through this, is associated with reduced burnout. We tested this model with unique datasets from the Global Identity Leadership Development (GILD) project with participants from all inhabited continents. We compared two datasets from 2016/2017 (n = 5290; 20 countries) and 2020/2021 (n = 7294; 28 countries) and found very similar levels of identity leadership, team identification and burnout across the five years. An inspection of the 2020/2021 data at the onset of and later in the COVID-19 pandemic showed stable identity leadership levels and slightly higher levels of both burnout and team identification. Supporting our hypotheses, we found almost identical indirect effects (2016/2017, b = -0.132; 2020/2021, b = -0.133) across the five-year span in both datasets. Using a subset of n = 111 German participants surveyed over two waves, we found the indirect effect confirmed over time with identity leadership (at T1) predicting team identification and, in turn, burnout, three months later. Finally, we explored whether there could be a "too-much-of-a-good-thing" effect for identity leadership. Speaking against this, we found a u-shaped quadratic effect whereby ratings of identity leadership at the upper end of the distribution were related to even stronger team identification and a stronger indirect effect on reduced burnout.

Engaging Leadership and Its Implication for Work Engagement and Job Outcomes at the Individual and Team Level: A Multi-Level Longitudinal Study.

The current study investigates how supervisors' engaging leadership, as perceived by their employees, increases employees' job outcomes at the individual and team level, as mediated by (team) work engagement. Job outcome indicators at the team level are team performance, team learning, and team innovation; and at the individual level, job performance, employee learning, and innovative work behavior. The novel concept of engaging leadership is presented as the specific type of leadership to foster (team) work engagement. A multi-level longitudinal study is conducted among 224 blue collar employees nested in 54 teams in an Indonesian state-owned holding company in the agricultural industry using a one-year time lag. The findings show, as expected, that at the team level, engaging leadership at time 1 predicted team learning and team innovation (but not team performance) at time 2, via team work engagement at time 2. Additionally, an expected cross-level effect was observed from engaging leadership at the team level at time 1 predicting individual job performance (but not employee learning and innovative work behavior) at time 2, via team work engagement at time 2. Finally, an expected second cross-level effect was observed for engaging leadership at the team level at time 1, which predicted individual job performance, employee learning, and innovative work behavior at time 2, via work engagement at time 2.

Bootstrap confidence intervals in multi-level simultaneous component analysis.

Multi-level simultaneous component analysis (MLSCA) was designed for the exploratory analysis of hierarchically ordered data. MLSCA specifies a component model for each level in the data, where appropriate constraints express possible similarities between groups of objects at a certain level, yielding four MLSCA variants. The present paper discusses different bootstrap strategies for estimating confidence intervals (CIs) on the individual parameters. In selecting a proper strategy, the main issues to address are the resampling scheme and the non-uniqueness of the parameters. The resampling scheme depends on which level(s) in the hierarchy are considered random, and which fixed. The degree of non-uniqueness depends on the MLSCA variant, and, in two variants, the extent to which the user exploits the transformational freedom. A comparative simulation study examines the quality of bootstrap CIs of different MLSCA parameters. Generally, the quality of bootstrap CIs appears to be good, provided the sample sizes are sufficient at each level that is considered to be random. The latter implies that if more than a single level is considered random, the total number of observations necessary to obtain reliable inferential information increases dramatically. An empirical example illustrates the use of bootstrap CIs in MLSCA.

The trickle-down effects of perceived trustworthiness on subordinate performance.

We study when and why perceptions of trustworthiness trickle down the organizational hierarchy to influence the performance of subordinates. Building on social learning theory, we argue that when supervisors perceive their managers as trustworthy, subordinates are more likely to also perceive their supervisor as trustworthy, which in turn enhances subordinate performance. We further argue that this trickle-down effect of trustworthiness perceptions emerges especially when the manager invites the supervisor to participate in decision-making. Finally, we propose that social learning processes that lead to supervisors exhibiting more trusting behavior toward their subordinates mediate this trickle-down effect. We find support for our predictions across one multisource field study (Study 1) and two experiments (Studies 2 and 3) that both use a yoked design. This research represents the first attempt to examine trickle-down effects related to trustworthiness, its impact on performance, and the mediating mechanisms by which those effects emerge. This research also provides the first empirical evidence about the role that social learning processes play in explaining trickle-down processes. (PsycINFO Database Record (c) 2018 APA, all rights reserved).

Violating equality in social dilemmas: emotional and retributive reactions as a function of trust, attribution, and honesty.

In social dilemmas, equality is an important coordination rule. When equality is violated, people seek explanations. In Experiment 1, the authors assessed dispositional trust and found that especially high trusters were affected by the given explanation. High trusters reacted less negatively to external than internal explanations. Experiment 2, using a manipulation of trust in others, revealed a similar pattern across a wider range of negative emotions. In Experiment 3, the authors only induced high trust and showed that when the external explanation turned out to be a lie, emotional and retributive reactions became more negative. Moreover, attribution information did not influence reactions when participants realized that the information was dishonest.

The Relation Between Supervisors' Big Five Personality Traits and Employees' Experiences of Abusive Supervision.

The present study investigates the relation between supervisors' personality traits and employees' experiences of supervisory abuse, an area that - to date - remained largely unexplored in previous research. Field data collected from 103 supervisor-subordinate dyads showed that contrary to our expectations supervisors' agreeableness and neuroticism were not significantly related to abusive supervision, nor were supervisors' extraversion or openness to experience. Interestingly, however, our findings revealed a positive relation between supervisors' conscientiousness and abusive supervision. That is, supervisors high in conscientiousness were more likely to be perceived as an abusive supervisor by their employees. Overall, our findings do suggest that supervisors' Big Five personality traits explain only a limited amount of the variability in employees' experiences of abusive supervision.

The cognitive-behavioral system of leadership: cognitive antecedents of active and passive leadership behaviors.

In the present paper, we propose a cognitive-behavioral understanding of active and passive leadership. Building on core evaluations theory, we offer a model that explains the emergence of leaders' active and passive behaviors, thereby predicting stable, inter-individual, as well as variable, intra-individual differences in both types of leadership behavior. We explain leaders' stable behavioral tendencies by their fundamental beliefs about themselves, others, and the world (core evaluations), while their variable, momentary behaviors are explained by the leaders' momentary appraisals of themselves, others, and the world (specific evaluations). By introducing interactions between the situation the leader enters, the leader's beliefs, appraisals, and behavior, we propose a comprehensive system of cognitive mechanisms that underlie active and passive leadership behavior.

Clusterwise simultaneous component analysis for analyzing structural differences in multivariate multiblock data.

Many studies yield multivariate multiblock data, that is, multiple data blocks that all involve the same set of variables (e.g., the scores of different groups of subjects on the same set of variables). The question then rises whether the same processes underlie the different data blocks. To explore the structure of such multivariate multiblock data, component analysis can be very useful. Specifically, 2 approaches are often applied: principal component analysis (PCA) on each data block separately and different variants of simultaneous component analysis (SCA) on all data blocks simultaneously. The PCA approach yields a different loading matrix for each data block and is thus not useful for discovering structural similarities. The SCA approach may fail to yield insight into structural differences, since the obtained loading matrix is identical for all data blocks. We introduce a new generic modeling strategy, called clusterwise SCA, that comprises the separate PCA approach and SCA as special cases. The key idea behind clusterwise SCA is that the data blocks form a few clusters, where data blocks that belong to the same cluster are modeled with SCA and thus have the same structure, and different clusters have different underlying structures. In this article, we use the SCA variant that imposes equal average cross-products constraints (ECP). An algorithm for fitting clusterwise SCA-ECP solutions is proposed and evaluated in a simulation study. Finally, the usefulness of clusterwise SCA is illustrated by empirical examples from eating disorder research and social psychology.