John Schaubroeck

Antecedents of workplace emotional labor dimensions and moderators of their effects on physical symptoms

The present study distinguished between two modal emotional display rules, demands to express positive efference and demands to suppress negative efference, that partially constitute the work roles of many employees. Perceived demands to express positive emotion were positively related to health symptoms primarily among those reporting: (1) lower identification with the organization; (2) lower job involvement; and (3) lower emotional adaptability. The effects of various personality traits and situational variables on perceived emotional labor differed depending on the nature of the emotional labor. The findings are discussed in terms of implications of emotional labor for health and practices through which organizations might intervene to minimize its unhealthful consequences among employees. We also attempt to reconcile the findings with some of the related research in psychology suggesting that some forms of required efference may have salutary physiological consequences. Copyright

Embracing transformational leadership: team values and the impact of leader behavior on team performance.

The authors investigated the relationship between transformational leadership behavior and group performance in 218 financial services teams that were branches of a bank in Hong Kong and the United States. Transformational leadership influenced team performance through the mediating effect of team potency. The effect of transformational leadership on team potency was moderated by team power distance and team collectivism, such that higher power distance teams and more collectivistic teams exhibited stronger positive effects of transformational leadership on team potency. The model was supported by data in both Hong Kong and the United States, which suggests a convergence in how teams function in the East and West and highlights the importance of team values.

DIVERGENT EFFECTS OF JOB CONTROL ON COPING WITH WORK STRESSORS: THE KEY ROLE OF SELF-EFFICACY

This study identifies job self-efficacy as a moderating variable that may determine whether job control contributes positively or negative to coping with work stressors. Data from two samples (health professionals and an occupationally diverse group) demonstrated similar interactions between demands, control, and self-efficacy predicting blood pressure. These results may reconcile the previous inconsistent and largely method-bound support for Karaseks job demands-control model and suggest that efforts to improve job self-efficacy may be as important to reducing the cardiovascular consequences of job stress as efforts to enhance control.

Cognition-Based and Affect-Based Trust as Mediators of Leader Behavior Influences on Team Performance

We develop a model in which cognitive and affective trust in the leader mediate the relationship between leader behavior and team psychological states that, in turn, drive team performance. The model is tested on a sample of 191 financial services teams in Hong Kong and the U.S. Servant leadership influenced team performance through affect-based trust and team psychological safety. Transformational leadership influenced team performance indirectly through cognition-based trust. Cognition-based trust directly influenced team potency and indirectly (through affect-based trust) influenced team psychological safety. The effects of leader behavior on team performance were fully mediated through the trust in leader variables and the team psychological states. Servant leadership explained an additional 10% of the variance in team performance beyond the effect of transformational leadership. We discuss implications of these results for research on the relationship between leader behavior and team performance, and for efforts to enhance leader development by combining knowledge from different leadership theories.

Participative Decision Making and Employee Performance in Different Cultures: The Moderating Effects of Allocentrism/Idiocentrism and Efficacy

The relationship between perceived participative decision making and employee performance was examined in matched samples of employees from the Hong Kong and U.S. branches of one organization. Self...

Collective efficacy versus self-efficacy in coping responses to stressors and control: a cross-cultural study.

This study examined how cultural differences and efficacy perceptions influence the role of job control in coping with job demands. Perceiving higher control mitigated the effects of demands on psychological health symptoms and turnover intentions only among American bank tellers reporting high job self-efficacy. Among American tellers reporting low job self-efficacy, perceived control exacerbated the effects of demands. However, in a matched Hong Kong sample, collective efficacy interacted in the same way with control and demands as job self-efficacy had in the American sample. These differences appear to be explained by the individual attributes of idiocentrism and allocentrism that are linked to the societal norms of individualism and collectivism, respectively.

HOW SIMILARITY TO PEERS AND SUPERVISOR INFLUENCES ORGANIZATIONAL ADVANCEMENT IN DIFFERENT CULTURES

This study tested hypotheses concerning how similarity of personality traits between promotion candidates and their peers and supervisors influences promotion decisions in different work unit cultu...

Dispositional Affect and Work-Related Stress

Trait negative affectivity (NA) has been asserted to be a factor that spuriously inflates relationships between self-reported stressors and self-reported strain outcomes. We tested this hypothesis with conventional work stress instrument responses and physiological assessments obtained from 311 fire and police department employees. Confirmatory factor analyses indicated that NA did not measure a factor in common with measures of subjective strain. Latent-variable structural equations analyses, however, found that estimating the effects of NA on strain significantly attenuated the effects of work stressors. NA had no correlation with physiological stress outcomes. Trait positive affectivity did not attenuate relationships between work stressors and either subjective or objective stress outcomes. Implications for work stress research methodology and recommendations are discussed.

Facilitating and inhibiting effects of job control and social support on stress outcomes and role behavior: a contingency model

High levels of job control and social support are often related to effective job performance and coping with work stressors. However, support may have more positive effects on role behavior when job control is low. In addition, despite theoretical expectations, simple demands–control and demands–support interactions are infrequently found to predict health and psychological strain outcomes. The ‘demands–control–support’ model (Johnson and Hall, 1988) of stress coping integrates these ‘stress buffering’ and ‘decision latitude’ models and observes more consistent findings. This model posits that social support buffers the adverse effects of high demand, low control jobs. However, explicit tests of the interaction of these variables suggest that control can have positive or negative effects on strain, depending on the level of social support. In this study, supervisor consideration was positively related to subordinate job performance, extra-role behavior, and in-role prosocial behavior (conscientiousness) among subordinates perceiving low job control. The relationship between consideration and performance and extra-role behavior was negative among high control subordinates. The demands×control×support interaction predicted health symptoms, organizational commitment, supervisor satisfaction, and absence due to illness, but the interaction plots do not support the prevailing perspective that support buffers the effects of ‘high strain’ (i.e. low control, high demand) jobs. Patterns were similar for different demands and different social support loci (i.e. supervisor, co-workers). An alternative theoretical process of the demands–control–support interaction is proffered, and implications for organizational intervention are discussed.

Confirmatory Modeling in Organizational Behavior/Human Resource Management: Issues and Applications

This article reviews confirmatory or latent variable models (LVMs) with regard to technicallmethodological issues and applications in OBIHRM. Suggestions are provided concerning when and how to use and interpret LVMs. In addition, we review applications in OBIHRM and highlight issues for further research.