We develop a model in which transformational leadership bolsters followers' internalization of core organizational values, which in turn influences... more
We develop a model in which transformational leadership bolsters followers' internalization of core organizational values, which in turn influences their performance and willingness to report peers' transgressions. The model also specifies a distinct process wherein transformational leadership enhances follower performance by promoting followers' role self-efficacy. We tested the model on 2 large units (i.e., companies) of soldiers undergoing training and socialization. The study bracketed changes in soldiers' internalization of the organizational values and role self-efficacy over a 14-week period. The results support the widely held but empirically unestablished views that transformational leadership promotes change in value internalization and that this partially explains its influence on follower performance. Findings also indicate a distinct intervening process through which transformational leadership promotes performance by enhancing followers' beliefs in their own capabilities (i.e., self-efficacy). This research thus shows that 2 key processes both contribute to the understanding of how transformational leadership transforms followers and influences their behavior. (PsycINFO Database Record
Research Interests:
Research Interests:
Research Interests:
Inconsistent published findings regarding a proposed buffering role of self-efficacy in stress coping led us to develop a model in which within-person variability in self-efficacy over time affects how individuals' mean levels of... more
Inconsistent published findings regarding a proposed buffering role of self-efficacy in stress coping led us to develop a model in which within-person variability in self-efficacy over time affects how individuals' mean levels of self-efficacy moderate the relationship between demands and psychological symptoms. Results from two independent samples (manufacturing workers and college students) supported the hypothesized interaction between demands, self-efficacy mean level, and self-efficacy variability. Demands were more positively associated with psychological strain among those with high and stable self-efficacy than those with high and variable self-efficacy. We discuss the implications of intrapersonal variability in self-efficacy for research on stress coping. (PsycINFO Database Record (c) 2015 APA, all rights reserved).
Research Interests:
Research Interests:
Research Interests:
Despite burgeoning interest in how groups and organizations learn from failures, little is known about how leader behavior influences these learning processes. We analyzed longitudinal data collected at a large hospital and found that... more
Despite burgeoning interest in how groups and organizations learn from failures, little is known about how leader behavior influences these learning processes. We analyzed longitudinal data collected at a large hospital and found that leader inclusiveness was positively associated with members' perceptions of psychological safety at Time 1, and that this relationship was stronger for members in low-performing units. Unit psychological safety climate appeared to facilitate learning from failures within the work unit (Time 2), which was positively associated with subsequent unit performance (Time 3).
Research Interests:
Research Interests:
Research Interests:
Research Interests:
Research Interests:
Research Interests:
Research Interests:
We develop and test a model based on social cognitive theory (Bandura, 1991) that links abusive supervision to followers' ethical intentions and behaviors. Results from a sample of 2,572 military members show that abusive supervision... more
We develop and test a model based on social cognitive theory (Bandura, 1991) that links abusive supervision to followers' ethical intentions and behaviors. Results from a sample of 2,572 military members show that abusive supervision was negatively related to followers' moral courage and their identification with the organization's core values. In addition, work unit contexts with varying degrees of abusive supervision, reflected by the average level of abusive supervision reported by unit members, moderated relationships between the level of abusive supervision personally experienced by individuals and both their moral courage and their identification with organizational values. Moral courage and identification with organizational values accounted for the relationship between abusive supervision and followers' ethical intentions and unethical behaviors. These findings suggest that abusive supervision may undermine moral agency and that being personally abused is not...
Research Interests:
We develop a model in which cognitive and affective trust in the leader mediate the relationship between leader behavior and team psychological states that, in turn, drive team performance. The model is tested on a sample of 191 financial... more
We develop a model in which cognitive and affective trust in the leader mediate the relationship between leader behavior and team psychological states that, in turn, drive team performance. The model is tested on a sample of 191 financial services teams in Hong Kong and the U.S. Servant leadership influenced team performance through affect-based trust and team psychological safety. Transformational leadership influenced team performance indirectly through cognition-based trust. Cognition-based trust directly influenced team potency and indirectly (through affect-based trust) influenced team psychological safety. The effects of leader behavior on team performance were fully mediated through the trust in leader variables and the team psychological states. Servant leadership explained an additional 10% of the variance in team performance beyond the effect of transformational leadership. We discuss implications of these results for research on the relationship between leader behavior an...
Research Interests:
Research Interests:
Research Interests:
This study extends existing research about how peers and leaders influence newcomers' adjustment to an organization or profession by examining how specific trust perceptions evolve over time. We test a model of how affect-based trust... more
This study extends existing research about how peers and leaders influence newcomers' adjustment to an organization or profession by examining how specific trust perceptions evolve over time. We test a model of how affect-based trust in a leader and work unit peers develops from a basis of cognition-based trust and later influences organizational identification and role-related performance. U.S. Army soldiers were examined at the beginning, middle, and end of an intensive, 14-week residential entry program of training and collective socialization. Cross-lagged structural equation analyses supported a causal relationship of individuals' cognition-based trust with affect-based trust directed toward their unit peers and, separately, their leaders. Individuals with high levels of chronic relational identity exhibited a stronger time-lagged relationship between cognition-based trust and affect-based trust for trust in peers but not for trust in a leader. Affect-based trust in the...