Michael B. Hargis
University of Central Arkansas
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Featured researches published by Michael B. Hargis.
Human Relations | 2013
Christian J. Resick; Michael B. Hargis; Ping Shao; Scott B. Dust
The current study examines the role of ethical cognition as a psychological mechanism linking ethical leadership to employee engagement in specific discretionary workplace behaviors. Hypotheses are developed proposing that ethical leadership is associated with employees’ negative moral equity judgments of workplace deviance (a discretionary antisocial behavior) and positive moral equity judgments of organizational citizenship (a discretionary prosocial behavior). In addition, hypotheses propose that moral equity judgments are a key type of ethical cognition linking ethical leadership with employee behaviors. Hypotheses are tested in a cross-organizational sample of 190 supervisor–employee dyads. Results indicate that employees who work for ethical leaders tended to judge acts of workplace deviance as morally inequitable and acts of organizational citizenship as morally equitable. In turn, these judgments guided employee regulation of behavior, and mediated the relationships between ethical leadership and employee avoidance of antisocial conduct and engagement in prosocial behavior.
The Journal of Psychology | 2008
Nima Ghorbani; P. J. Watson; Michael B. Hargis
The authors used Iranian (N = 723) and American (N = 900) samples to develop an Integrative Self-Knowledge Scale for measuring a temporally integrated understanding of processes within the self. They administered this new instrument, the Mindfulness Scale (K. W. Brown & R. M. Ryan, 2003), the Reflective and Experiential Self-Knowledge Scales (N. Ghorbani, M. N. Bing, P. J. Watson, H. R. Davison, & D. L. Lebreton, 2003), and additional sample-specific measures to 3 separate groups of university students in each society. The Integrative Self-Knowledge Scale displayed internal reliability and measurement equivalence, along with convergent, criterion, discriminant, and incremental validity. This new instrument may be useful in promoting cross-cultural research in positive psychology.
Human Relations | 2011
Ping Shao; Christian J. Resick; Michael B. Hargis
Drawing on models of competing values and self-verification theory, this article proposes that social dominance orientation (SDO) and psychological collectivism (PC) represent contrasting values that motivate opposing workplace interpersonal behaviors. SDO values are hypothesized to motivate interpersonal deviance and the avoidance of interpersonal citizenship as these behaviors verify social dominance as a guiding self-principle. PC values are hypothesized to motivate behaviors that verify collectivism as a guiding self-principle, including interpersonal citizenship and the avoidance of interpersonal deviance. Further, drawing on the values activation literature, abusive supervision is hypothesized to moderate the values-to-behavior relationships. In a cross-organizational sample of 490 working adults, SDO was positively related to interpersonal deviance and negatively related to interpersonal citizenship. Highly abusive supervision strengthened, whereas minimally abusive supervision weakened relationships with SDO. PC values were positively related to interpersonal citizenship, but were unrelated to interpersonal deviance and did not interact with abusive supervision.
Personnel Psychology | 2007
James M. LeBreton; Michael B. Hargis; Brian K. Griepentrog; Frederick L. Oswald
Journal of Business and Psychology | 2010
John D. Watt; Michael B. Hargis
Journal of Vocational Behavior | 2008
Jesse S. Michel; Michael B. Hargis
Organization Development Journal | 2011
Michael B. Hargis; John D. Watt; Chris Piotrowski
Journal of Managerial Issues | 2011
Michael B. Hargis; Lindsey M. Kotrba; Ludmila Zhdanova; Boris B. Baltes
Journal of Vocational Behavior | 2008
Jesse S. Michel; Michael B. Hargis
Motivation and Emotion | 2017
Jesse S. Michel; Michael B. Hargis