Bryan Fuller

Exploring touch as a positive workplace behavior

Whereas most research has focused on the negative aspects of touch in the workplace (i.e. sexual harassment), this study focuses upon the positive use of touch. In an effort to explain individual differences in the use of workplace touch, three sequential studies are used to introduce the concepts of workplace touch self-efficacy and workplace touch initiation anxiety. In Study 1 we develop scales to assess the constructs. Study 2 provides an initial examination of the construct validity of the measures developed in Study 1. Results of Study 3 indicate that supervisor reports of touch self-efficacy and physiological touch anxiety are related to subordinate reports of supervisor touch. Additionally, results show that supervisor use of touch is related to several indicators of supervisor social effectiveness. Finally, sex of the supervisor appears to play a role in workplace touch as female supervisors report less touch anxiety, greater touch self-efficacy and more use of touch than male supervisors.

Leader reactions to follower proactive behavior: Giving credit when credit is due:

In the present study, we rely upon an integration of proactive motivation and performance theories to investigate a neglected research question – when is proactive behavior likely to be rewarded or punished? Based upon a self-determination theory perspective of proactive motivation, we hypothesize that leader feelings of responsibility for constructive change moderate the relationship between follower proactive behavior and performance evaluation. The results of a time-lagged study support this hypothesis, indicating that follower taking charge behavior is rewarded with higher performance evaluations only when leaders feel responsible for constructive change. Following the discussion of findings, we discuss practical implications, potential limitations of the present study and directions for future research.

Linking authentic leadership to subordinate behaviors

The purpose of this paper is to examine how authentic leadership influences employees’ workplace behavior through three intermediate mechanisms.,The cross-sectional surveys were conducted at a large health organization with over 500 employees. Multi-source data were drawn from 124 employees and 16 supervisors.,This study provides empirical evidence that authentic leadership is positively related to subordinates’ proactive behavior and negatively related to subordinates’ workplace deviance behavior through mediation effects of three psychological factors, including supervisor identification, psychological safety, and job engagement.,Due to the selected survey approach, the data are correlational. The small sample size of the study may reduce the ability to find statistically significant results. The current study would have benefited from organizational data on individual performance and proactive behavior, such as archival annual performance appraisals.,To practitioners, this study provides evidence that authentic leadership is sufficient in creating a positive work climate within which the employees feel safe to contribute their effort on their jobs. Based on the current findings, the practitioners can be more confident to hire or to promote authentic persons to be leaders in the organization.,This study is among those few empirical studies which help to validate the authentic leadership theory and provide a clear understanding of the mechanisms by which authentic leadership influences outcomes.