The Interactive Effect of Stressor Appraisals and Personal Traits on Employees' Procrastination Behavior: The Conservation of Resources Perspective.

Purpose: Procrastination has become a pervasive phenomenon in the workplace, yet knowledge of its antecedents remains limited. Therefore, this study explains when and why employees procrastinate. As procrastination is an individual intentional behavior to escape potential resource loss by taking actions to relax; this study regards procrastination as resource-protection behavior. Building on the conservation of resources (COR) theory, the purpose of the current study is to explore the direct impact of external situational factors (ie, stressor appraisals) and individual traits (ie, personality) and their interactive effect on workplace procrastination behavior. Participants and Methods: The study adopts a quantitative approach and uses two-wave data. Data was collected through the randomized cluster sampling technique and a structured questionnaire survey. The sample consisted of civil servants in an organization located in the Shandong province of China. Received 347 valid questionnaires representing an overall response rate of 87%. The theoretical model was tested through confirmatory factor analysis and regression analyses using Mplus 7.2. Results: The results show that hindrance stressor appraisal is positively related to procrastination, whereas challenge stressor appraisal is negatively related to procrastination. Neuroticism had a positive relationship with procrastination, while conscientiousness had a negative relationship with procrastination. Conscientiousness moderates the relationship between challenge stressor appraisal and procrastination such that the relationship is salient under high conscientiousness. Conclusion: Overall, our study suggests that procrastination is affected by personal traits and workplace stressor appraisals. This study makes potential contributions to employees' procrastination literature by and its understanding within the job procrastination knowledge base. Also, this study confirms the comprehensive reach and applicability of the COR theory developed by scholars such as Hobfoll (1989). In practically, the research benefits organizations by providing suggestions for managing employees' procrastination behavior.

Female leaders' social network structures and managerial performance: The moderating effects of promotional orientation and climate for inclusion.

Leaders' managerial performance is influenced not only by their attributes and leadership styles but also by their social network structures. This study examines the effect of female leaders' in-degree centrality on their managerial performance and how the relationship is moderated by leaders' regulatory focus and workplace climate for inclusion. Hereby, we used survey data of 340 female leaders working in multinational organizations and managerial performance ratings by their supervisors. Results showed that the leaders' in-degree centrality positively related to their managerial performance and that a high climate for inclusion increases this relationship, whereas female leaders' promotional orientation did not. However, when the climate for inclusion was high, female leaders' promotional orientation positively related to managerial performance. This study reveals that female leaders' feeling of inclusion at a workplace complements their promotional orientation and augments the effect of network structures on managerial performance. Our findings provide new prospects for future studies to examine a leader's managerial performance by incorporating social, relational, and structural contexts. This study contributes to women's leadership and social network literature by explaining the boundary conditions that enhance female leaders' managerial performance.

The Influence of Perceived Red Tape on Public Employees' Procrastination: The Conservation of Resource Theory Perspective.

Procrastination is a prevalent phenomenon in organizations, yet limited knowledge is available on how situational antecedents influence it. Based on the conservation of resource theory, we explore how and when perceived red tape influences public sector employees' procrastination behavior. Using survey data of 751 public sector employees from China, we revealed that perceived red tape is positively associated with procrastination behavior, and role overload partially mediates the relationship between perceived red tape and procrastination behavior. Employees' perceived overqualification augments the relationship between role overload and procrastination. Further, the moderated mediation model test illuminates that the indirect effect of perceived red tape on procrastination through role overload depends on perceived overqualification, which means that higher perceived overqualification amplifies the indirect effect. Our research enriches the literature on public sector employees' procrastination behavior.

When Is Authoritarian Leadership Less Detrimental? The Role of Leader Capability.

We developed and tested a moderated mediation model of the relationship between authoritarian leadership and employees' task performance as well as their affective organizational commitment. Analyses of multilevel, multisource, and three-wave data from 99 supervisors and 341 subordinates showed that leader effectiveness evaluations mediated the time-lagged relationship of authoritarian leadership with employees' task performance and affective organizational commitment. Moreover, when leader capability is high, it mitigates the negative relationship between AL and employees' outcomes. Furthermore, the leader capability moderates the indirect relationship of authoritarian leadership with employees' task performance and affective organizational commitment via leader effectiveness evaluation. This study contributes to leadership research and extends our understanding of how and under what circumstances AL is less detrimental to employees' workplace outcomes.

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.

A moderated mediation model linking transactive memory system and social media with shared leadership and team innovation.

This study examines how and to what extent social and technological factors promote shared leadership that leads to team innovation in knowledge work teams. It hypothesizes that a transactive memory system influence team innovation and shared leadership conduits the relationship between them. Additionally, the relationship effectiveness between the transactive memory system and shared leadership increases with the use of social media by team members. Time-lagged, multi-sourced data are collected from the information technology industry in China. In addition, we used a network-based measure to assess the level of shared leadership in teams. Empirical analysis found support for the hypotheses of this study. The results reveal that transactive memory system is a significant predictor of team innovation and the shared leadership channels the relationship between transactive memory system and team innovation. Furthermore, use of social media by team members amplifies the relationship between transactive memory system and shared leadership. The implications of the study are discussed in the later sections.

An Exploratory Study of Police Officers' Perceptions of Health Risk, Work Stress, and Psychological Distress During the COVID-19 Outbreak in China.

BACKGROUND: How do the police officers perceive health risk, psychological distress, and work stress during the COVID-19 outbreak in China? This study explores the health risk perception, work stress, and psychological distress of police officers who worked at the front line to implement lockdown measures. MATERIALS AND METHODS: We conducted a large-scale field survey (N = 5,611) with police officers sample in the northwestern part of China from February 29 to March 7, 2020. Independent-sample T-test and ANOVA were used to analyze whether there are differences in health risk perception, work stress, and psychological distress between different groups. The regression analysis was employed to figure out the factors that influence police officers' psychological distress. RESULTS: Results showed a gender difference in perceiving work stress among police officers. Also, police officers with chronic disease perceived higher health risks, more psychological distress, and higher work stress. Additionally, police officers above 45 years old significantly perceived higher health risks than young officers did. It also revealed that working hours contribute to police officers' health risk perception, psychological distress, and work stress. Finally, our results highlight that age, working hours, chronic disease, health risk perception, and work stress significantly contribute to police officers' psychological distress. CONCLUSION: Our research verifies that there is a gender difference in perceiving work stress among police officers. Police officers with ongoing medical issues and above 45 years old suffer more during the COVID-19 outbreak in China. Our research suggests that the government should pay more attention to their physical health and mental health. The heavy workload containing the COVID-19 extends police officers' working hours, causing higher health risks, work stress, and psychological distress. This study contributes to the psychological distress literature and provides a way forward to other countries struggling to contain the COVID-19.