Journal of Managerial Psychology

Kim, Seckyoung Loretta; Yun, Seokhwa; Cheong, Minyoung

2023 Journal of Managerial Psychology

doi: 10.1108/jmp-10-2022-0518

This study aims to investigate the associations among different leadership styles and employees' taking charge. Applying Person–Environment (P-E) fit theory, the current study further explores employees' intrinsic motivation as an important individual factor that possibly moderates the hypothesized relationships.Design/methodology/approachIn this field study, 212 supervisor–employee matched multi-source data were collected from multiple organizations located in South Korea. Data were analyzed with multiple hierarchical regression.FindingsEmpowering leadership is positively related to employees' taking charge, whereas directive leadership is negatively associated with it. Results of the current study further support that intrinsically motivated employees exhibit more taking charge when their leader shows empowering leadership but reduce their taking charge when their leader demonstrates directive leadership.Research limitations/implicationsThe current empirical results could not infer causality due to a cross-sectional research design.Practical implicationsOrganizations should develop and embrace empowering leadership if the employees' self-started and change-oriented behavior, taking charge, is particularly critical to fostering organizational effectiveness.Originality/valueThis study extends the literature on leadership and employee proactivity by examining different leadership styles as predictors of employees' taking charge. Based on the current study results, empowering leadership could work as a facilitator and directive leadership as a barrier to employees' taking charge.

Mayiwar, Lewend; Hærem, Thorvald

2023 Journal of Managerial Psychology

doi: 10.1108/jmp-03-2023-0140

The authors draw on arousal-based models to develop and test a model of open-office noise and information processing. Specifically, the authors examined whether open-office noise changes how people process information and whether such a change has consequences for task performance.Design/methodology/approachIn a laboratory experiment, the authors randomly assigned participants (107 students at a business school) to either a silent condition or a condition that exposed them to open-office noise (irrelevant speech) while completing a task that requires cognitive flexibility. The authors measured participants' physiological arousal and the extent to which they processed information intuitively and analytically during the task.FindingsOpen-office noise increased urgent processing and decreased analytical processing, which led to a respective decrease and increase in task performance. In line with a neuroscientific account of cognitive processing, an increase in arousal (subjective and physiological) drove the detrimental effect of open-office noise on task performance.Practical implicationsUnderstanding the information-processing consequences of open-office noise can help managers make more informed decisions about workplace environments that facilitate performance.Originality/valueThe study is one of the first to examine the indirect effects of open-office noise on task performance through intuitive and analytical processing, while simultaneously testing and providing support for the accompanying physiological mechanism.

Arnold, Miriam; Rigotti, Thomas

2023 Journal of Managerial Psychology

doi: 10.1108/jmp-01-2023-0030

Health-oriented leadership (HoL) encompasses leaders' health behaviors and attitudes toward their followers (StaffCare) and themselves (SelfCare), and there is ample evidence of its positive effects on employee well-being. However, research on the antecedents of StaffCare is still in its infancy and does not account for within-person variability. Therefore, the authors adopt a leader-centered perspective and propose a serial mediation model that links leaders' intrapersonal fluctuations in job resources and demands to StaffCare, mediated by leaders' SelfCare, work engagement and emotional exhaustion.Design/methodology/approachOver five working weeks, 234 school principals responded to a weekly questionnaire, resulting in a total of 956 responses. Multilevel structural equation models were used for analysis.FindingsThe data supported SelfCare as a mechanism in leaders' motivational and health-impairment processes. The proposed serial mediation of the relationship between job resources and StaffCare via leader SelfCare and work engagement was also supported.Practical implicationsThe study can guide job redesign for leaders by highlighting the role of job resources. Investing in interventions aimed at the SelfCare of leaders is likely to have a positive impact on their leadership.Originality/valueThese findings suggest that job characteristics and the leader's well-being shape leader cognitions and behaviors. Therefore, the authors suggest integrating the HoL model into the job demands–resources (JD-R) model for leaders.

Xu, Zhihua; Yang, Fu; Yuan, Yingjie; Jia, Dan

2023 Journal of Managerial Psychology

doi: 10.1108/jmp-10-2021-0538

This study investigated the effect of individual perceptions of innovation-oriented human resource system (IHRS) on individual innovative work behavior (IWB) and how this effect is realized.Design/methodology/approachThe authors conducted an online questionnaire survey at three time points with 481 employees in three Chinese organizations. Structural equation modeling was used to test the hypothesized relationships among the variables.FindingsPerceived IHRS was found to positively influence IWB, and this effect was sequentially mediated by individual perceptions of innovative culture and intrinsic motivation.Practical implicationsIn order to elicit IWB, HR systems should be constructed around the strategic objective of innovation. Moreover, there should be a match between IHRS and innovative culture to trigger intrinsic motivation and ultimately IWB.Originality/valueThis study examines the effect of perceptions of IHRS on individuals' IWBs; Moreover, it integrates organizational culture and individual motivation and finds a chain mediating role of individual perceptions of innovative culture and intrinsic motivation in the relationship between IHRS and IWB.

Cao, Yinyin; Lee, Kyungwon

2023 Journal of Managerial Psychology

doi: 10.1108/jmp-10-2022-0528

Drawing on social identity theory, this study aims to disentangle the values and prestige-related mechanisms through which an organization's external corporate social responsibility (CSR) leads to increased employee participation in, and communication of, CSR. The moderating effect of internally-directed CSR initiatives on employees' external CSR (ECSR) behaviors is also examined.Design/methodology/approachA longitudinal survey of 196 employees was conducted and structural equation modeling (SEM) was employed to assess the relationship between ECSR and employee CSR engagement.FindingsThe relationship between employee perceptions of ECSR and the employee perceptions' engagement in CSR was fully mediated by value congruence, but not by the organization's perceived external prestige. The effects of ECSR on both value congruence and prestige were stronger when employees also experienced high levels of internal CSR (ICSR).Practical implicationsWhen employees perceive consistency in the respective organizations' external and ICSR efforts, this strengthens the employees' initial beliefs about the firm's values and reputation and enhances employees' willingness to promote the employees' company's CSR initiatives to organizational outsiders.Originality/valueThis study advances the authors' theoretical understanding of why, and when, organizational CSR initiatives generate greater CSR engagement among employees.