Klodiana Lanaj

Regulatory Focus and Work-Related Outcomes: A Review and Meta-Analysis

Regulatory focus theory (Higgins, 1997) has received growing attention in organizational psychology, necessitating a quantitative review that synthesizes its effects on important criteria. In addition, there is need for theoretical integration of regulatory focus theory with personality research. Theoretical integration is particularly relevant, since personality traits and dispositions are distal factors that are unlikely to have direct effects on work behaviors, yet they may have indirect effects via regulatory focus. The current meta-analysis introduces an integrative framework in which the effects of personality on work behaviors are best understood when considered in conjunction with more proximal motivational processes such as regulatory focus. Using a distal-proximal approach, we identify personality antecedents and work-related consequences of regulatory foci in a framework that considers both general and work-specific regulatory foci as proximal motivational processes. We present meta-analytic results for relations of regulatory focus with its antecedents (approach and avoid temperaments, conscientiousness, openness to experience, agreeableness, self-esteem, and self-efficacy) and its consequences (work behaviors and attitudes). In addition to estimates of bivariate relationships, we support a meta-analytic path model in which distal personality traits relate to work behaviors via the mediating effects of general and work-specific regulatory focus. Results from tests of incremental and relative validity indicated that regulatory foci predict unique variance in work behaviors after controlling for established personality, motivation, and attitudinal predictors. Consistent with regulatory focus theory and our integrative theoretical framework, regulatory focus has meaningful relations with work outcomes and is not redundant with other individual difference variables.

Approaching Success or Avoiding Failure? Approach and Avoidance Motives in the Work Domain

In our set of studies, we extended research on approach and avoidance motivations by investigating (i) motives in a work setting, (ii) interactions among approach and avoidance motives, and (iii) motives at implicit levels. Results of Studies 1 through 3 provided support for the construct validity of our work motives measure by demonstrating that approach and avoidance work motives are markers of more general approach and avoidance temperaments, they are distinct from other individual difference variables commonly studied by organisational psychologists (e.g. conscientiousness, regulatory focus and cognitive ability) and they are stable over time. In Studies 4 through 7, we confirmed our predictions that approach and avoidance motives predict employees’ goal orientations, job appraisals and attitudes (e.g. job satisfaction and perceived support) and supervisor–rated job behaviours (e.g. task performance and citizenship behaviour). Importantly, we provide the first empirical evidence that approach and avoidance motives interact to predict task performance and that the motives operate at implicit levels. Copyright

Nonlinear effects of team tenure on team psychological safety climate and climate strength: Implications for average team member performance

The teams literature suggests that team tenure improves team psychological safety climate and climate strength in a linear fashion, but the empirical findings to date have been mixed. Alternatively, theories of group formation suggest that new and longer tenured teams experience greater team psychological safety climate than moderately tenured teams. Adopting this second perspective, we used a sample of 115 research and development teams and found that team tenure had a curvilinear relationship with team psychological safety climate and climate strength. Supporting group formation theories, team psychological safety climate and climate strength were higher in new and longer tenured teams compared with moderately tenured teams. Moreover, we found a curvilinear relationship between team tenure and average team member creative performance as partially mediated by team psychological safety climate. Team psychological safety climate improved average team member task performance only when team psychological safety climate was strong. Likewise, team tenure influenced average team member task performance in a curvilinear manner via team psychological safety climate only when team psychological safety climate was strong. We discuss theoretical and practical implications and offer several directions for future research. (PsycINFO Database Record

Seeing the Big Picture: A Within-Person Examination of Leader Construal Level and Vision Communication:

Despite the importance of leader vision communication to effective leadership, little is known about what prompts leaders to communicate a vision in the first place. Drawing from construal level theory, we examined the within-person relationship of leader construal level in the morning with vision communication during that workday. Leadership self-identity, or the extent to which “being a leader” is central to one’s self-concept, was specified as a cross-level moderator of the daily construal level–vision communication relationship. We tested our predictions using an experience sampling design across 15 consecutive workdays. In total, we obtained a total of 394 matched morning and afternoon surveys from 44 mid- to high-level managers. Results revealed that a high-level construal level in the morning was positively associated with vision communication during the day but only when leadership self-identity is high (vs. low). We discuss the theoretical implications of our findings, in particular with regard to the emerging field of visionary leadership as well as the emerging literature that uses construal level theory to explain leadership phenomena.

Energizing leaders via self-reflection: A within-person field experiment.

The leader role is demanding and depleting, explaining why many leaders struggle to remain engaged while doing their job. In this study, we present theory and an intervention focused on improving leader energy. Integrating cognitive energetics theory (Kruglanski et al., 2012) with leader identity theory and expressive writing research, we develop and test a positive leader self-reflection intervention, which asks leaders to reflect on aspects of their selves that make them good leaders. We expected that this intervention would improve leaders’ access to and application of their energy in ways that would make them more influential at work. We tested these theoretical expectations in an experimental experience sampling study where, as expected, we found that leaders experienced less depletion and through it heightened work engagement on intervention versus control days. Work engagement, in turn, improved perceived prosocial impact and clout, two markers of leaders’ influence at work. We conceptually replicated the depletion-reducing effect of the intervention in a second study and showed that its effectiveness was specific to those who held leadership roles within their organizations. We discuss the theoretical and practical implications of the intervention and of our findings.