I. M. Jawahar

Self-Efficacy and Political Skill as Comparative Predictors of Task and Contextual Performance: A Two-Study Constructive Replication

Task and contextual performance are distinct and critical components of job performance. However, empirical studies of antecedents have tended to focus on one or the other type of performance, but not both. Furthermore, sound theoretical rationale has not always been provided for the prediction of different dimensions of job performance. Two studies were conducted to address these issues. In Study 1, as hypothesized, we found self-efficacy to be more strongly related to task than to contextual performance, and political skill to be more strongly related to contextual than to task performance. In addition, and as expected, results indicated self-efficacy to be a better predictor of task performance than political skill, and political skill to be a better predictor of contextual performance than self-efficacy. These results were constructively replicated (Lykken, 1968) in Study 2, thus providing strong support for the validity of the hypothesized and obtained empirical results. Implications of these results and limitations of the research are discussed, as are suggestions for future work.

Are leaders defined by followers? Role of follower’s ILT and the mediating influence of LMX on follower outcomes

Purpose – The purpose of this paper is to cast followers in an active role, and proposes a research model in which follower’s implicit leadership theory (ILT) congruence (ILT congruence) influences perceptions of transformational leadership (TL) and the quality of leader-member exchange (LMX) relationship. In addition, the authors expect LMX to mediate the influence of ILT congruence and TL on outcomes. Design/methodology/approach – The research model was tested with data collected at three different points in time from 210 newly hired employees. Results of structural equation modeling provided strong support for the overall model. Findings – This study focussed on extending the understanding of leader-follower relationships. First, ILTs measured on the first day of employment shaped new entrants’ perceptions of TL measured 30 days after date of hire. Second, both ILT congruence and TL influenced the quality of LMX measured approximately 90 days from followers’ date of hire. As expected, LMX fully mediate...

Moderators of the personality-performance relationship: An investigation of job meaning and autonomy

Purpose The purpose of this paper is to investigate whether job meaning and job autonomy moderate the relationship between emotional stability and organizational citizenship behavior. Design/methodology/approach In total, 190 supervisor-subordinate dyads completed three surveys. Linear and curvilinear analyses were used to assess the data. Findings Results indicate emotionally stable individuals are more likely to perform OCBOs in low autonomy and/or low job meaning situations than are employees low in emotional stability. Conversely, individuals who have high autonomy and/or high meaning jobs are likely to engage in OCBOs regardless of personality. Research limitations/implications As a survey-based research study, causal conclusions cannot be drawn from this study. Results suggest future research on the personality-performance relationship needs to more closely consider context and the potential for curvilinear relationships. Practical implications Managers should note that personality may significantly affect job performance and consider placing individuals in jobs that best align with their personality strengths. Originality/value This study sheds light on factors which may have led to erroneous conclusions in the extant literature that the relationship between personality and performance is weak.

Gender differences in supervisors’ multidimensional performance ratings: Large sample evidence

ABSTRACT We examined gender differences in supervisor ratings of overall job performance and 37 performance dimensions. Based on data from a large, diverse sample of managers (N = 3,367) and nonmanagers (N = 9,670), we found that gender had only minimal effects on ratings for a small number of specific job performance dimensions. This was generally true regardless of whether the job performance dimension was more agentic or communal in nature, whether the job was a managerial or a nonmanagerial position, and regardless of the proportion of men or women that traditionally occupy a specific job. Overall, our results are more consistent with the gender similarities hypothesis than the agency/communion paradigm, role congruity theory, and the lack of fit model. We discuss future research avenues and implications.

The double-edged sword of having a unique perspective: Feelings of discrimination and perceived career advantages among LGBT employees

Purpose Drawing on social identity theory and the concept of perceived organizational support, the authors conducted an online, exploratory survey of 150 lesbian, gay, bisexual, and transgender (LGBT) workers in 28 countries to examine whether being LGBT provides a unique perspective in the workplace, if they perceive their employer appreciates this perspective, and what effects this has on perceived discrimination and perceived career advancement. Collectively these questions have implications for work engagement and career prospects of LGBT workers. The paper aims to discuss these issues. Design/methodology/approach Multiple regression and qualitative analyses were used to analyze Likert scale questions along with open-ended options. Findings The majority of respondents agree that being LGBT offers a unique perspective compared to heterosexual workers. The more respondents agree that they have a different perspective, the more they feel discriminated against. After controlling for demographic variables as well as education, tenure, job level, and disclosure, hierarchical linear regression analyses showed offering a unique perspective increases perceived career advantages. Results also showed increased perceived career advantages if the employer appreciates this perspective. Results of a second regression analysis also showed that a unique perspective is associated with more perceived discrimination, unless their employer appreciates this perspective. Research limitations/implications Although single-item measures and a small international sample limit generalizability, rich qualitative responses provide insights into LGBT attitudes across multiple countries. Practical implications This study can be applied to future understandings of the diverse nature of LGBT perceptions and attitudes in the workplace. Social implications This is one of the first studies to examine LGBT perceptions that they possess a unique perspective that should be valued by employers. Originality/value This exploratory study is one of the first to recognize unique LGBT perspectives and examine the relationship between their perspectives and perceived discrimination and career advantages.

Career implications of job performance: persistence of OCB and CWB behaviors across domains

The domain of (job) performance has evolved to include organizational citizenship behaviors (OCB) and deviant or counter-productive behaviors (CWB), in addition to task-related behaviors. This chapter discusses the significance of task, citizenship, and counterproductive performance behaviors for sustainable career development in organizational settings. We focus on OCB and CWB behaviors as these behaviors are likely to be learned early in one’s career and to persist. Additionally, such behaviors learned in one domain may spill over to another domain. We show that cheating behaviors and reporting cheating in academic settings manifest in the form of CWB and OCB in organizational settings. After reviewing research on OCB and CWB focusing on antecedent behaviors common to each, we review academic integrity research that focused on personality as antecedents of academic misconduct. Next, these streams of research are integrated to argue that personality variables (adjustment, prudence and likeability), and behavioral samples (reporting cheating and cheating behavior) from one domain (academic world) could be useful predictors of desirable (OCB) and undesirable (CWB) behaviors in another domain. We then describe a study investigating our predictions. Finally, we discuss implications of study results for career theory and practice, and offer suggestions for future research.