Christoph Nohe

The chicken or the egg? A meta-analysis of panel studies of the relationship between work–family conflict and strain

Does work-family conflict predict strain, does strain predict work-family conflict, or are they reciprocally related? To answer these questions, we used meta-analytic path analyses on 33 studies that had repeatedly measured work interference with family (WIF) or family interference with work (FIW) and strain. Additionally, this study sheds light on whether relationships between WIF/FIW and work-specific strain support the popular cross-domain perspective or the less popular matching perspective. Results showed reciprocal effects; that is, that WIF predicted strain (β = .08) and strain predicted WIF (β = .08). Similarly, FIW and strain were reciprocally related, such that FIW predicted strain (β = .03) and strain predicted FIW (β = .05). These findings held for both men and women and for different time lags between the 2 measurement waves. WIF had a stronger effect on work-specific strain than did FIW, supporting the matching hypothesis rather than the cross-domain perspective.

Transformational Leadership and Organizational Citizenship Behavior: A Meta-Analytic Test of Underlying Mechanisms

Based on social exchange theory, we examined and contrasted attitudinal mediators (affective organizational commitment, job satisfaction) and relational mediators (trust in leader, leader-member exchange; LMX) of the positive relationship between transformational leadership and organizational citizenship behavior (OCB). Hypotheses were tested using meta-analytic path models with correlations from published meta-analyses (761 samples with 227,419 individuals overall). When testing single-mediator models, results supported our expectations that each of the mediators explained the relationship between transformational leadership and OCB. When testing a multi-mediator model, LMX was the strongest mediator. When testing a model with a latent attitudinal mechanism and a latent relational mechanism, the relational mechanism was the stronger mediator of the relationship between transformational leadership and OCB. Our findings help to better understand the underlying mechanisms of the relationship between transformational leadership and OCB.

Effort Gains in Occupational Teams – The Effects of Social Competition and Social Indispensability

Laboratory research has demonstrated social competition and social indispensability as potential triggers of effort gains in teams as compared to working alone. However, it is unclear whether such effects are also relevant for existing occupational teams, collaborating for longer time intervals and achieving meaningful outcomes. We assumed that social indispensability effects are prevalent and stable in occupational teams, whereas social competition effects should mainly be effective in the beginning of teamwork and fade out over time. Hypotheses were confirmed in two studies using within-subjects designs with employees recruited via an online panel (Study 1, N = 137) and in software development companies (Study 2, N = 70). By means of the Event Reconstruction Method, participants re-experienced specific events from past working days (three events working alone, three teamwork events), and rated their effort separately for these events. In both studies, multilevel analyses revealed significant effort gains in teams when event-specific social indispensability was high. These effects were mediated by positive mood and perceived task meaningfulness, and additionally qualified by employees’ preference for teamwork. In contrast, motivating effects due to event-specific social competition were only observed for teams with short as compared to long team tenure in Study 2.