When focus and vision become a nightmare: Bottom-line mentality climate, shared vision, and unit unethical conduct.

Drawing on goal shielding theory (Shah et al., 2002), our study highlights the roles of bottom-line mentality climates and shared vision in encouraging collective unethical conduct in pursuit of financial results. Consistent with the theory, we hypothesize that high bottom-line mentality leaders shape their unit's bottom-line mentality climate by explicitly clarifying the importance of prioritizing financial results above all else and using motivational resources to encourage a sole focus on bottom-line attainment. We further hypothesize that a unit's shared vision, which captures a collective sense of purpose and direction, is a critical aspect of the unit's motivational context that increases the likelihood for collective bottom-line enhancing, unethical behaviors (i.e., concealing errors, bribery, and unethical pro-organizational behavior) in units with a salient bottom-line mentality climate. We test our hypotheses in a two-wave, multi-industry field study of work units in central Italy (N = 96). Results indicate that leaders with a bottom-line mentality foster a bottom-line mentality climate in the units they lead, and the linkages with unit unethical conduct are dependent on the unit's shared vision. While shared vision strengthened the effects of bottom-line mentality climates on concealing errors, it served as a necessary condition to motivate more severe forms of unethical conduct. Our study thus demonstrates a dark side to shared vision in that it channels motivational resources toward a unit's bottom-line priorities. When those priorities are singularly focused on the bottom line, shared vision can help to motivate undesirable behavior. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

By Nature, We're Doers and Problem Solvers: Evolving Job Demands and Resources in Response to COVID-19 Among US-Based Fire Service Personnel (The RAPID Study II).

OBJECTIVE: The US fire service experienced increased demands due to COVID-19. This qualitative study explored the pandemic's impact on work-life balance and safety. METHODS: Five interviews and 10 focus groups were conducted with 15 fire departments in the COVID-19 RAPID Mental Health Assessment. Coding and multilevel content analysis were conducted in NVivo. RESULTS: Four department support themes were identified: emotional/social (33.1%), policy (28.4%), instrumental (22.9%), and informational (15.5%). Four work-life balance themes were identified: life (51.2%), children (18.1%), physiological (16.5%), and work (14.2%). We observed more departmental resources to help mitigate job demands within the work environment compared with those for work-life demands. CONCLUSIONS: Job resources are needed to mitigate demands and improve safety culture and mental well-being of the fire service under normal conditions, and for the next pandemic, natural disaster, or long-term emergency.

Assessing the Mental Health Impact of the COVID-19 Pandemic on US Fire-Based Emergency Medical Services Responders: A Tale of Two Samples (The RAPID Study I).

OBJECTIVE: This study aimed to examine the COVID-19 pandemic's impact on fire service safety culture, behavior and morale, levers of well-being, and well-being outcomes. METHODS: Two samples (Stress and Violence against fire-based EMS Responders [SAVER], consisting of 3 metropolitan departments, and Fire service Organizational Culture of Safety [FOCUS], a geographically stratified random sample of 17 departments) were assessed monthly from May to October 2020. Fire department-specific and pooled scores were calculated. Linear regression was used to model trends. RESULTS: We observed concerningly low and decreasing scores on management commitment to safety, leadership communication, supervisor sensegiving, and decision-making. We observed increasing and concerning scores for burnout, intent to leave the profession, and percentage at high risk for anxiety and depression. CONCLUSIONS: Our findings suggest that organizational attributes remained generally stable but low during the pandemic and impacted well-being outcomes, job satisfaction, and engagement. Improving safety culture can address the mental health burden of this work.

Interplay between Safety Climate and Emotional Exhaustion: Effects on First Responders' Safety Behavior and Wellbeing Over Time.

Various job demands continuously threaten Emergency Medical Service (EMS) first responders' safety and wellbeing. Drawing on Job Demands-Resources Theory, the present study examines the effects of the organizational context-safety climate-and the psychological context-emotional exhaustion-on safety behaviors and wellbeing over time. We tested our hypotheses in a longitudinal study of 208 EMS first responders nested within 45 stations from three fire departments in US metropolitan areas over 6 months during the beginning of the COVID-19 pandemic. Multilevel modeling showed that the relationship between safety climate and safety compliance behaviors can be attenuated when EMS first responders experience high emotional exhaustion. Emotional exhaustion was also negatively associated with morale while safety climate was positively associated with morale. Additionally, EMS first responders experienced increased depression when their emotional exhaustion levels were high. Higher safety climate was associated with decreased depression when emotional exhaustion was within a low-to-medium range. Higher safety climate was also associated with lower absolute levels of depression across the entire range of emotional exhaustion. These findings suggest that promoting safety climate and mitigating emotional exhaustion can augment EMS first responders' safety behaviors and wellbeing.].

Hostile climate, abusive supervision, and employee coping: does conscientiousness matter?

The current study draws on the transactional theory of stress to propose that employees cope with hostile work environments by engaging in emotion-based coping in the forms of organization-directed deviance and psychological withdrawal. Specifically, we propose that supervisors' hostile organizational climate perceptions act as distal environmental stressors that are partially transmitted through supervisors' abusive actions and that conscientiousness moderates the proposed effects. First, we hypothesize that supervisor conscientiousness has a buffering effect by decreasing the likelihood of abusive supervision. Second, we hypothesize that highly conscientious employees cope differently from less conscientious employees. Among a sample of employees and their immediate supervisors, results indicated that while hostile climate perceptions provide a breeding ground for destructive behaviors, conscientious individuals are less likely to respond to perceived hostility with hostile acts. As supervisor conscientious levels increased, supervisors were less likely to engage in abusive supervision, which buffered employees from the negative effects of hostile climate perceptions. However, when working for less conscientious supervisors, employees experienced the effects of perceived hostile climates indirectly through abusive supervision. In turn, less conscientious employees tended to cope with the stress of hostile environments transmitted through abusive supervision by engaging in acts of organization-directed deviance. At the same time, all employees, regardless of their levels of conscientiousness, tended to cope with their hostile environments by psychologically withdrawing. Theoretical and practical implications are discussed.

Building team adaptive capacity: the roles of sensegiving and team composition.

The current study draws on motivated information processing in groups theory to propose that leadership functions and composition characteristics provide teams with the epistemic and social motivation needed for collective information processing and strategy adaptation. Three-person teams performed a city management decision-making simulation (N=74 teams; 222 individuals). Teams first managed a simulated city that was newly formed and required growth strategies and were then abruptly switched to a second simulated city that was established and required revitalization strategies. Consistent with hypotheses, external sensegiving and team composition enabled distinct aspects of collective information processing. Sensegiving prompted the emergence of team strategy mental models (i.e., cognitive information processing); psychological collectivism facilitated information sharing (i.e., behavioral information processing); and cognitive ability provided the capacity for both the cognitive and behavioral aspects of collective information processing. In turn, team mental models and information sharing enabled reactive strategy adaptation.

The bright-side and the dark-side of CEO personality: examining core self-evaluations, narcissism, transformational leadership, and strategic influence.

This article reports on an examination of the relationships between chief executive officer (CEO) personality, transformational and transactional leadership, and multiple strategic outcomes in a sample of 75 CEOs of Major League Baseball organizations over a 100-year period. CEO bright-side personality characteristics (core self-evaluations) were positively related to transformational leadership, whereas dark-side personality characteristics (narcissism) of CEOs were negatively related to contingent reward leadership. In turn, CEO transformational and contingent reward leadership were related to 4 different strategic outcomes, including manager turnover, team winning percentage, fan attendance, and an independent rating of influence. CEO transformational leadership was positively related to ratings of influence, team winning percentage, and fan attendance, whereas contingent reward leadership was negatively related to manager turnover and ratings of influence.

Person-organization fit and work-related attitudes and decisions: examining interactive effects with job fit and conscientiousness.

This study examined boundary conditions that surround the importance of perceived person-organization (P-O) fit for work-related attitudes and decisions. The authors hypothesized that P-O fit is more strongly related to satisfaction and job choice decisions when needs-supplies (N-S) job fit or demands-abilities (D-A) job fit is low, and that P-O fit is more strongly related to job choice decisions for highly conscientious individuals. Hypotheses were tested among 299 participants in a 12-week internship program. Results indicated that P-O fit was more strongly related to satisfaction when individuals experienced low N-S job fit. P-O fit was more strongly related to job choice intentions when individuals experienced low D-A job fit or were highly conscientious. Finally, P-O fit was related to job offer acceptance for highly conscientious individuals.

When organizational climate is unambiguous, it is also strong.

Several recent studies have addressed the topic of climate strength--the degree to which there is agreement among an organization's members regarding the practices and policies as well as the shared values that characterize the organization. To further investigate antecedents of climate strength, the authors used data from the GLOBE Project, totaling 3,783 individuals from 123 organizations. The authors hypothesized that they would find greater climate strength in organizations with climates reflecting mechanistic as opposed to organic organizational forms. Although the authors did in fact find such a trend, they also unexpectedly uncovered significant and strong nonlinear effects, such that climates that are clearly mechanistic or clearly organic have strong climates, with weaker climates emerging for organizations with more ambiguous climates. These findings provide interesting new avenues to pursue in understanding the origins of climate strength.

Embedding leader characteristics: an examination of homogeneity of personality and values in organizations.

The authors (a) investigated trait homogeneity in organizations by examining within-organization similarity among members' personality traits and personal values and (b) tested the relationship between the top leaders' personal characteristics and organizational profiles of personality and values. Results replicate and extend B. Schneider, D. B. Smith, S. Taylor, and J. Fleenor's (1998) hypothesis of the homogeneity of personality in organizations. Using data from CEOs and 467 employee participants from 32 organizations, the authors found evidence of within-organization homogeneity of both personality and values. Results also suggest initial empirical support for assumptions presented by E. Schein (1992) and B. Schneider (1987) about leader-follower congruence. Some implications regarding leadership and organizational behavior are discussed.