John J Sumanth
Biographic Data
| ID | 1317238 |
|---|---|
| NAME | John J Sumanth |
| GIVEN NAMES | John J |
| FAMILY NAME | Sumanth |
| SIGNATURE | SUMANTH J J |
| AFFILIATIONS | Wake Forest University |
| ORCID | 0000-0003-1187-3694 |
| VERIFIED | Yes |
| TOTAL WORKS | 5 |
| TOTAL CITATIONS | 13 |
| WORKS AS AUTHOR | 5 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 2009 |
| LATEST PUBLICATION YEAR | 2024 |
| H-INDEX | 2 |
Generating the Moral Agency to Report Peers’ Counterproductive Work Behavior in Normal and Extreme Contexts
Reporting peers’ counterproductive work behaviors (CWBs) is important for maintaining an ethical organization, but is a significant and potentially risky action. In Bandura’s Theory of Moral Thought and Action (Bandura, 1991) he states that such acts require significant moral agency, which is generated when an individual possesses adequate moral self-regulatory capacities to address the issue and is in a context that activates and reinforces thos…
Fueling the Creative Spark
Creativity is a critical determinant of organizations’ abilities to compete and perform in rapidly changing and complex contexts. Though scholars have identified several contextual factors, such as leadership, that motivate employees’ creative performance, the psychological mechanisms and boundary conditions underpinning this relationship are relatively unknown. Drawing on social exchange theory, we propose that a proactive orientation, a psychol…
Enhancing employees' duty orientation and moral potency
Based on social cognitive theory (SCT), we develop and test a model that links ethical psychological climate to ethically focused proactive behavior (i.e., ethical voice and ethical taking charge) via two distinct mechanisms (i.e., duty orientation and moral potency). Results from multi‐wave field studies conducted in the United States, Turkey, France, Vietnam, and India demonstrate that an ethical psychological climate indirectly influences empl…
Debunking the false dichotomy of leadership idealism and pragmatism
Leadership theories have shifted over the last few decades from a focus on managerial functions and economic leader–follower exchanges toward greater focus on the interpersonal dynamics occurring within the leadership process. Theories such as transformational, ethical, authentic, and other “newer genre” theories were created to address neglected topics such as leader vision and inspirational messages, transparency, emotional effects, morality, i…
Mission possible? The performance of prosocially motivated employees depends on manager trustworthiness.
The authors propose that in mission-driven organizations, prosocially motivated employees are more likely to perform effectively when trust cues enhance their perceptions of task significance. The authors develop and test a model linking prosocial motivation, trust cues, task significance, and performance across 3 studies of fundraisers using 3 different objective performance measures. In Study 1, perceiving managers as trustworthy strengthened t…
Debunking the false dichotomy of leadership idealism and pragmatism
Leadership theories have shifted over the last few decades from a focus on managerial functions and economic leader–follower exchanges toward greater focus on the interpersonal dynamics occurring within the leadership process. Theories such as transformational, ethical, authentic, and other “newer genre” theories were created to address neglected topics such as leader vision and inspirational messages, transparency, emotional effects, morality, i…
Fueling the Creative Spark
Creativity is a critical determinant of organizations’ abilities to compete and perform in rapidly changing and complex contexts. Though scholars have identified several contextual factors, such as leadership, that motivate employees’ creative performance, the psychological mechanisms and boundary conditions underpinning this relationship are relatively unknown. Drawing on social exchange theory, we propose that a proactive orientation, a psychol…
Mission possible? The performance of prosocially motivated employees depends on manager trustworthiness.
The authors propose that in mission-driven organizations, prosocially motivated employees are more likely to perform effectively when trust cues enhance their perceptions of task significance. The authors develop and test a model linking prosocial motivation, trust cues, task significance, and performance across 3 studies of fundraisers using 3 different objective performance measures. In Study 1, perceiving managers as trustworthy strengthened t…
Debunking the false dichotomy of leadership idealism and pragmatism
Leadership theories have shifted over the last few decades from a focus on managerial functions and economic leader–follower exchanges toward greater focus on the interpersonal dynamics occurring within the leadership process. Theories such as transformational, ethical, authentic, and other “newer genre” theories were created to address neglected topics such as leader vision and inspirational messages, transparency, emotional effects, morality, i…
Enhancing employees' duty orientation and moral potency
Based on social cognitive theory (SCT), we develop and test a model that links ethical psychological climate to ethically focused proactive behavior (i.e., ethical voice and ethical taking charge) via two distinct mechanisms (i.e., duty orientation and moral potency). Results from multi‐wave field studies conducted in the United States, Turkey, France, Vietnam, and India demonstrate that an ethical psychological climate indirectly influences empl…
Fueling the Creative Spark
Creativity is a critical determinant of organizations’ abilities to compete and perform in rapidly changing and complex contexts. Though scholars have identified several contextual factors, such as leadership, that motivate employees’ creative performance, the psychological mechanisms and boundary conditions underpinning this relationship are relatively unknown. Drawing on social exchange theory, we propose that a proactive orientation, a psychol…
Generating the Moral Agency to Report Peers’ Counterproductive Work Behavior in Normal and Extreme Contexts
Reporting peers’ counterproductive work behaviors (CWBs) is important for maintaining an ethical organization, but is a significant and potentially risky action. In Bandura’s Theory of Moral Thought and Action (Bandura, 1991) he states that such acts require significant moral agency, which is generated when an individual possesses adequate moral self-regulatory capacities to address the issue and is in a context that activates and reinforces thos…
Job Satisfaction and Organizational Behavior (5 works) · Psychology (5 works) · Social Psychology (5 works) · Political science (3 works) · Social Psychology (3 works) · Business ethics (2 works) · Ethics in Business and Education (2 works) · Law (2 works) · Law (2 works) · Moderated mediation (2 works)