Christian J. Resick

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 organizations 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.

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.

Ethical leadership, moral equity judgments, and discretionary workplace behavior

The current study examines the role of ethical cognition as a psychological mechanism linking ethical leadership to employee engagement in specific discretionary workplace behaviors. Hypotheses are developed proposing that ethical leadership is associated with employees’ negative moral equity judgments of workplace deviance (a discretionary antisocial behavior) and positive moral equity judgments of organizational citizenship (a discretionary prosocial behavior). In addition, hypotheses propose that moral equity judgments are a key type of ethical cognition linking ethical leadership with employee behaviors. Hypotheses are tested in a cross-organizational sample of 190 supervisor–employee dyads. Results indicate that employees who work for ethical leaders tended to judge acts of workplace deviance as morally inequitable and acts of organizational citizenship as morally equitable. In turn, these judgments guided employee regulation of behavior, and mediated the relationships between ethical leadership and employee avoidance of antisocial conduct and engagement in prosocial behavior.

Helping and harming others in the workplace: The roles of personal values and abusive supervision:

Drawing on models of competing values and self-verification theory, this article proposes that social dominance orientation (SDO) and psychological collectivism (PC) represent contrasting values that motivate opposing workplace interpersonal behaviors. SDO values are hypothesized to motivate interpersonal deviance and the avoidance of interpersonal citizenship as these behaviors verify social dominance as a guiding self-principle. PC values are hypothesized to motivate behaviors that verify collectivism as a guiding self-principle, including interpersonal citizenship and the avoidance of interpersonal deviance. Further, drawing on the values activation literature, abusive supervision is hypothesized to moderate the values-to-behavior relationships. In a cross-organizational sample of 490 working adults, SDO was positively related to interpersonal deviance and negatively related to interpersonal citizenship. Highly abusive supervision strengthened, whereas minimally abusive supervision weakened relationships with SDO. PC values were positively related to interpersonal citizenship, but were unrelated to interpersonal deviance and did not interact with abusive supervision.

Ethical Leadership Across Cultures: A Comparative Analysis of German and Us Perspectives

This paper examines beliefs about four aspects of ethical leadership Character/Integrity, Altruism, Collective Motivation and Encouragement in Germany and the United States using data from Project GLOBE (Global Leadership and Organizational Behavior Effectiveness) and a supplemental analysis. Within the context of a push toward convergence driven by the demands of globalization and the pull toward divergence underpinned by different cultural values and philosophies in the two countries, we focus on two questions: Do middle managers from the United States and Germany differ in their beliefs about ethical leadership? And, do individuals from these two countries attribute different characteristics to ethical leaders? Results provide evidence that while German and US middle managers, on average, differed in the degree of endorsement for each aspect, they each endorsed Character/Integrity, Collective Motivation and Encouragement as important for effective leadership and had a more neutral view of the importance of Altruism. The findings are reviewed within the social-cultural context of each country.

Work‐to‐family spillover effects of abusive supervision

Purpose – The current study seeks to examine the link between abusive supervision and subordinate family undermining by focusing on the mediating role of work‐to‐family conflict and the moderating role of boundary strength at home.Design/methodology/approach – Data were collected using a three‐wave survey research design. Participants included 209 employees from a manufacturing company in China. Hierarchical regression analyses and a bootstrapping algorithm were used to test the hypothesized relationships.Findings – The results indicate that abusive supervision is positively related to family undermining, and this relationship is mediated by work‐to‐family conflict. Moreover, boundary strength at home attenuates the direct relationship of abusive supervision with work‐to‐family conflict and its indirect relationship with family undermining.Research limitations/implications – This research contributes to the integration of the work‐family interface model and the abusive supervision literature by providing ...

Seeking explanations in people, not in the results of their behavior: Twenty-plus years of the attraction-selection-attrition model.

Without question, one of Ben Schneider’s most important contributions has been to formulate and test the attraction-selection-attrition (ASA) model (e.g., Schneider, 1987). One can view his 1987 seminal paper in the context of research and debates that preceded it, particularly through the theoretical lens of the person-situation debate. Though psychologists had long struggled to answer the nature-nurture question of whether stable person characteristics or situational attributes account for more variation in behavior, the debate became most heated after Walter Mischel wrote a treatise on the primacy of situations in 1968. Many, such as Block (1978) and Bowers (1973), argued against Mischel’s initial position. Most researchers in organizational psychology now accept that behavior is a function of characteristics of the person and the environment (Magnusson & Endler, 1977). The challenge, however, as Schneider (1987) astutely noted, has been to develop concepts and methods that determine not only

Culture, corruption, and the endorsement of ethical leadership

In this chapter, we propose that society- and organization-level social context cues influence the endorsement of ethical leadership. More specifically, we propose that certain organizational culture values provide proximal contextual cues that people use to form perceptions of the importance of ethical leadership. We further propose that specific societal culture values and societal corruption provide a set of more distal, yet salient, environmental cues about the importance of ethical leadership. Using data from Project GLOBE, we provide evidence that both proximal and distal contextual cues were related to perceptions of four dimensions of ethical leadership as important for effective leadership, including character/integrity, altruism, collective motivation, and encouragement.