Birgit Schyns

A new occupational self-efficacy scale and its relation to personality constructs and organizational variables.

Three studies on occupational self-efficacy are presented. In the first study, a scale of occupational self-efficacy is developed and set in relation to several personality constructs (general self-efficacy, self-esteem, internal control beliefs, and neuroticism). The correlations found are in the expected direction and of the expected size. In a second and third study, results on the relation to task demands, leader-member exchange (that is quality of exchange between a leader and his/her subordinates), job satisfaction, and to commitment (third study) are reported and were all found to be positive and significant. In addition, occupational selfefficacy can be shown to have some incremental validity in predicting job satisfaction beyond core self-evaluation constructs. In general, occupational selfefficacy can be recommended as a reliable, one-dimensional construct. Its relations to personality constructs and organizational variables show acceptable construct and criterion validity. Implications for practical use of the instrument are discussed.

A Short Version of the Occupational Self-Efficacy Scale: Structural and Construct Validity across Five Countries.

Occupational self-efficacy is an important resource for individuals in organizations. To be able to compare the occupational self-efficacy of employees across different countries, equivalent versions of the standard instruments need to be made available in different languages. In this article, the authors report on the structural and construct validity of an instrument that assesses occupational self-efficacy across five countries (Germany, Sweden, Belgium, United Kingdom, Spain), based on an overall sample of N =1,535. The instrument can be recommended for comparative use in German, Swedish, Belgian, Spanish, and British organizational contexts.

Self-initiated expatriation: implications for HRM

The decision of an employee to move from their home country in order to work in another country/culture will create a myriad of issues for the employees to face. Every year, many employees take the decision to migrate. So far the literature has focused on the motivation to expatriate, on the one hand, or Human Resource Management (HRM) for international assignments within an organization, on the other hand. Little regard is paid to the opportunities HRM can play in supporting the adjustment of self-initiated expatriates to the new organization and culture. The paper derives assumptions based on Black, Mendenhall and Oddous (1991) model of adjustment to help self-initiated expatriates to adjust and reach their performance potential more quickly. We argue that organizations should consider whether their current practices enhance or hinder the successful employment of self-initiated expatriates. Besides work-related HRM practices, HRM for self-initiated expatriates should consider expanding support into non-work areas, such as supporting partner relocation or helping to find accommodation.

Leader-Member Exchange Theory and Research: Accomplishments and Future Challenges

In the Leader-Member Exchange (LMX) theory of leadership, the quality of the exchange relationship between a leader and a particular member of a work unit, team or organization is the basic unit of analysis (dyad). In this article, we try to answer the question whether research on the various aspects of the exchange processes between leaders and their subordinates is consistent with the theoretical underpinnings of LMX theory. Our focus is on the similarities and differences between the theoretical assumptions of LMX theory and the way the core concepts are elaborated in empirical studies. Although LMX theory has resulted in a number of useful accomplishments, both theoretical and practical, it still faces a number of challenges. The main challenges are to carry out a thorough and consistent refinement of the measuring instruments used, and to gain more insight into the mutual behaviours, attributions, and evaluations which facilitate or inhibit the development of high-quality working relationships.

Work satisfaction, organizational commitment and withdrawal behaviours

Purpose – The focus of this research paper is on the effects of work satisfaction and organizational commitment on withdrawal behaviours. In order to acquire a better understanding of this relationship, the moderating effects of work satisfaction and organizational commitment are examined.Design/methodology/approach – A questionnaire study was undertaken with Dutch and Slovakian respondents.Findings – Although the results do yield support for the claim that work satisfaction and organizational commitment have moderating effects on withdrawal behaviours, not all the hypotheses were confirmed, particularly in the case of sample two.Research limitations/implications – Although a cross‐sectional design was used, light was shed on the complex relationship between work satisfaction, organizational commitment and withdrawal behaviours.Practical implications – The results suggest that targeting one employee attitude in order to prevent withdrawal behaviours may not be enough. It is recommended to focus on a combi...

The Influence of Occupational Self-Efficacy on the Relationship of Leadership Behavior and Preparedness for Occupational Change:

A theoretical framework for the relationship between preparedness for occupational change, occupational self-efficacy, and leadership is presented. Preparedness for occupational change is defined as the wish to acquire higher task demands (i.e. greater complexity) in the sense that employees have thought about change but have not yet acted to seek change. It explained why preparedness for occupational change is central prior to, during, and after organizational change is introduced. A model of determinants of preparedness for occupational change is established. The application of this model in different stages of organizational change is demonstrated. Central aspects in this model are self-efficacy and leadership. Self-efficacy influences preparedness for occupational change in the different stages. This effect is demonstrated using the three assumed outcomes of self-efficacy (i.e., initiation of behavior, persistence, and effort) and their relationship to preparedness for occupational change. It is assumed that perceived leadership influences occupational self-efficacy. Three factors influencing self-efficacy (mastery experience, vicarious learning, and verbal persuasion) are regarded as possibly being responsible for this effect. The implications of the model for organizational practice are discussed.

Implicit Leadership Theories: Think Leader, Think Effective?:

In general, although research into leadership acknowledges negative aspects of leadership, research into implicit leadership theories lags behind in this respect. Most implicit leadership theories research implies that the image of a leader in general reflects an effective leader. However, recent results in leadership research as well as headlines and reports in the popular press cast doubt on this assumption. This article reports a qualitative study, focusing on general implicit leadership theories rather than effective images of leaders. The analysis of 349 statements results in 15 categories that describe leaders in general. The results imply that implicit leadership theories are composed of both effective and ineffective attributes. The study challenges previous assumptions on the effectiveness implied in implicit leadership theories.

A model of task demands, social structure, and leader–member exchange and their relationship to job satisfaction

In the present study, we examine task demands, leader–member exchange, and social structure in their relationship to job satisfaction. Based on the reflections of Seers and Graen in their dual attachment model, in the present study we combined task demands, leader–member exchange, and social structure in a model of antecedents of job satisfaction. The resulting model was tested using structural equation modelling. While task demands and leader–member exchange are related to their respective equivalents in job satisfaction, social structure is positively related to a latent factor job satisfaction, indicating that the social structure of a job has an impact on different facets of job satisfaction. The results are discussed with respect to sample characteristics.

Organizational climate, relative psychological climate and job satisfaction: The example of supportive leadership climate

Purpose – Organizational climate has been shown to predict job satisfaction and other employee attitudes. Using the concept of organizational climate, strength has shown mixed success. However, diversity in psychological climate at the individual level has not been explored. The paper aims to introduce a new individual‐level concept: relative psychological climate paper.Design/methodology/approach – Using the example of supportive leadership climate, the significance of this concept for predicting job satisfaction is assessed. Data from a large national British survey (the Workplace Employment Relations Survey of 2004) of 19,993 employees within 1,593 workplaces are used.Findings – Workplace supportive leadership climate quality, climate strength and individual relative leadership climate position are shown to be significantly associated with job satisfaction. So is the interaction of climate quality and climate strength. When all three variables are assessed simultaneously, only the individual relative p...

Leading Question: The Romance Lives On: Contemporary Issues Surrounding the Romance of Leadership

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