Linn Van Dyne

Cultural Intelligence: Its Measurement and Effects on Cultural Judgment and Decision Making, Cultural Adaptation and Task Performance

We enhance the theoretical precision of cultural intelligence (CQ: capability to function effectively in culturally diverse settings) by developing and testing a model that posits differential relationships between the four CQ dimensions (metacognitive, cognitive, motivational and behavioural) and three intercultural effectiveness outcomes (cultural judgment and decision making, cultural adaptation and task performance in culturally diverse settings). Before testing the model, we describe development and cross-validation (N = 1,360) of the multidimensional cultural intelligence scale (CQS) across samples, time and country. We then describe three substantive studies (N = 794) in field and educational development settings across two national contexts, the USA and Singapore. The results demonstrate a consistent pattern of relationships where metacognitive CQ and cognitive CQ predicted cultural judgment and decision making; motivational CQ and behavioural CQ predicted cultural adaptation; and metacognitive CQ and behavioural CQ predicted task performance. We discuss theoretical and practical implications of our model and findings.

Conceptualizing Employee Silence and Employee Voice as Multidimensional Constructs

Employees often have ideas, information, and opinions for constructive ways to improve work and work organizations. Sometimes these employees exercise voice and express their ideas, information, and opinions; and other times they engage in silence and withhold their ideas, information, and opinions. On the surface, expressing and withholding behaviours might appear to be polar opposites because silence implies not speaking while voice implies speaking up on important issues and problems in organizations. Challenging this simplistic notion, this paper presents a conceptual framework suggesting that employee silence and voice are best conceptualized as separate, multidimensional constructs. Based on employee motives, we differentiate three types of silence (Acquiescent Silence, Defensive Silence, and ProSocial Silence) and three parallel types of voice (Acquiescent Voice, Defensive Voice, and ProSocial Voice) where withholding important information is not simply the absence of voice. Building on this conceptual framework, we further propose that silence and voice have differential consequences to employees in work organizations. Based on fundamental differences in the overt behavioural cues provided by silence and voice, we present a series of propositions predicting that silence is more ambiguous than voice, observers are more likely to misattribute employee motives for silence than for voice, and misattributions for motives behind silence will lead to more incongruent consequences (both positive and negative) for employees (than for voice). We conclude by discussing implications for future research and for managers. Copyright Blackwell Publishing Ltd 2003.

Voice and cooperative behavior as contrasting forms of contextual performance: Evidence of differential relationships with big five personality characteristics and cognitive ability

The results of a laboratory study of 276 individuals replicate past findings for cooperative behavior as a form of contextual performance and extend past research by providing evidence that voice (constructive change-oriented communication) may be another form of contextual performance. Conscientiousness, extraversion, and agreeableness related more strongly to voice behavior and cooperative behavior than to task performance. Cognitive ability related more strongly to task performance than to voice behavior or cooperative behavior. Results also demonstrate contrasting relationships for agreeableness (positive with cooperative behavior and negative with voice behavior). This supports recent research suggesting the possibility of bidirectional relationships with personality characteristics across different dimensions of job performance.

Predicting voice behavior in work groups

This field study of 441 full-time employees in 95 work groups examined voice behavior (constructive challenge to the status quo with the intent of improving the situation rather than merely criticizing) as a function of person-centered (satisfaction with the work. group, global self-esteem) and situational factors (group size, self-managed vs. traditional style of management). Using a measure of voice with demonstrated construct validity, the study showed that these person and situation factors explained 10% of the variance in peer-rated voice assessed 6 months later. Significant Person x Situation interactions suggested that individuals with low global self-esteem or high satisfaction with their group were more responsive to the situational factors than individuals with high global self-esteem or low satisfaction. The authors discuss the importance of including personcentered characteristics, situational factors, and their interactions as predictors of voice. For over 50 years, scholars have recognized the importance of behavior that goes beyond normal role expectations or job requirements and that benefits or is intended to benefit the organization (Barnard, 1938; George &

Personality correlates of the four-factor model of cultural intelligence

We examine relationships between Big Five personality and the four-factor model of cultural intelligence (CQ)—metacognitive CQ, cognitive CQ, motivational CQ, and behavioral CQ. Hierarchical regression analyses conducted on data from 338 business undergraduates—after controlling for age, gender, and years of experience in interacting with people from other cultures—show significant links between (a) conscientiousness and metacognitive CQ; (b) agreeableness and emotional stability with behavioral CQ; (c) extra version with cognitive, motivational, and behavioral CQ; and (d) openness with all four factors of CQ. The intriguing finding of this study is that openness was the only Big Five that was significantly related to all four aspects of CQ. This differs from prior research on openness that found few significant relationships. Our results show that openness to experience is a crucial personality characteristic that is related to a person’s capability to function effectively in diverse cultural settings (CQ).

The joint effects of personality and workplace social exchange relationships in predicting task performance and citizenship performance.

This field study examines the joint effects of social exchange relationships at work (leader-member exchange and team-member exchange) and employee personality (conscientiousness and agreeableness) in predicting task performance and citizenship performance. Consistent with trait activation theory, matched data on 230 employees, their coworkers, and their supervisors demonstrated interactions in which high quality social exchange relationships weakened the positive relationships between personality and performance. Results demonstrate the benefits of consonant predictions in which predictors and outcomes are matched on the basis of specific targets. We discuss theoretical and practical implications.

Collectivism, propensity to trust and self-esteem as predictors of organizational citizenship in a non-work setting

This study examined organizational citizenship of residents in a housing cooperative setting where roles were not influenced by traditional employee–employer work relationships. Results demonstrate that the individual differences of collectivism and propensity to trust predicted organizational citizenship (assessed six months later). In addition, organizational-based self-esteem fully mediated the effects of collectivism and propensity to trust on organizational citizenship, and tenure moderated the trust—self-esteem relationship. We discuss the implications of these results given the changing nature of work and the increasing importance of non-work organizations. Copyright

Psychological Ownership: An Empirical Examination of its Consequences

Analysis of data from 797 residents of university housing cooperatives demonstrated that psychological ownership was positively related to extrarole behavior. In addition, mediated regression analysis supported the hypothesis that the relationship between psychological ownership and extrarole behavior was mediated by organizational commitment. Furthermore, psychological ownership was superior to satisfaction in predicting extrarole behavior. The article concludes with a discussion of potential managerial implications and recommendations for future research.

In-Role Perceptions Buffer the Negative Impact of Low LMX on Helping and Enhance the Positive Impact of High LMX on Voice

In 2 field studies, we demonstrated that the relationship between leader-member exchange (LMX) and organizational citizenship behavior (OCB) is moderated by employee role perceptions--the extent to which employees view specific types of OCB as in-role behavior (IRB) versus extra-role behavior (ERB). In addition, we predicted and demonstrated that the form of these interactions differs on the basis of the type of OCB. For helping (aimed at the supervisor or the organization), results show a substitute effect in which viewing helping as IRB buffers the negative effect of low-quality LMX on helping. In contrast, for voice (aimed at the supervisor or the organization), results demonstrate an enhancer effect in which viewing voice as IRB amplifies the positive effect of high-quality LMX on voice. We discuss theoretical and practical implications with an emphasis on how conceptual differences in types of OCB influence the interactive effects of role perceptions on LMX-OCB relationships.

THE EMPLOYEE-ORGANIZATION RELATIONSHIP: A TIMELY CONCEPT IN A PERIOD OF TRANSITION

The employee-organization relationship (EOR) has increasingly become a focal point for researchers in organizational behavior, human resource management, and industrial relations. Literature on the EOR has developed at both the individual – (e.g. psychological contracts) and the group and organizational-levels of analysis (e.g. employment relationships). Both sets of literatures are reviewed, and we argue for the need to integrate these literatures as a means for improving understanding of the EOR. Mechanisms for integrating these literatures are suggested. A subsequent discussion of contextual effects on the EOR follows in which we suggest that researchers develop models that explicitly incorporate context. We then examine a number of theoretical lenses to explain various attributes of the EOR such as the dynamism and fairness of the exchange, and new ways of understanding the exchange including positive functional relationships and integrative negotiations. The article concludes with a discussion of future research needed on the EOR.