John M Schaubroeck
Datos Biográficos
| ID | 4626252 |
|---|---|
| NOMBRE | John M Schaubroeck |
| NOMBRES | John M |
| APELLIDO | Schaubroeck |
| FIRMA | SCHAUBROECK J M |
| AFILIACIONES | Michigan State University |
| ORCID | 0000-0001-9204-3603 |
| VERIFICADO | Sí |
| TOTAL DE OBRAS | 26 |
| TOTAL DE CITAS | 89 |
| TOTAL COMO AUTOR | 26 |
| TOTAL COMO EDITOR | 0 |
| PRIMER AÑO DE PUBLICACIÓN | 1988 |
| AÑO MÁS RECIENTE DE PUBLICACIÓN | 2024 |
| ÍNDICE H | 5 |
A Functional Model of Social Loafing
How leader and follower prototypical and antitypical attributes influence ratings of transformational leadership in an extreme context
Leadership is a process where leaders enact certain behaviors to influence followers. Yet, each follower may view the leader’s enactment differently, owing to differences in disposition and context. Here we examine leadership as a property attributed by followers to their leader, influenced by both the leader and followers’ personal attributes and the situation in which leaders and followers interact. Guiding this study, we asked: how do follower…
Social support as a source of vitality among college students
Whereas social support contributes to individual vitality and academic performance, the theoretical process through which social support promotes performance, and for whom it is most beneficial in this respect, remain open questions. We developed a conceptual model in which social support influences academic performance by promoting vitality, particularly among individuals who are low on social self‐efficacy (SSE). Social support has a positive e…
Can Humble Leaders Get Results? The Indirect and Contextual Influences of Skip-Level Leaders
We draw from social learning theory to propose a model in which humble behaviors displayed by higher-level leaders trickle down to lower-level team leaders and thereby indirectly promote team performance. We also propose that skip-level leader humility enhances the positive effect of team leader humility on team performance. Results based on time-lagged, multisource data from a sample of 128 work teams supported our model. Also, the trickle-down …
Is being a leader a mixed blessing? A dual‐pathway model linking leadership role occupancy to well‐being
Recent leadership research has drawn greater attention to how the well‐being of leaders influences leadership behaviors, follower performance and well‐being, and overall leadership effectiveness. Yet little attention has been paid to the relationship between occupying leadership positions and job incumbents' well‐being. This research addresses this question by developing and testing a dual‐pathway model. Our model proposes that incumbency in lead…
Enabling team learning when members are prone to contentious communication
Members of teams are often prone to interpersonal communication patterns that can undermine the team’s capacity to engage in self-learning processes that are critical to team adaptation and performance improvement. We argue that team leader coaching behaviors are critical to ensuring that team discussions that may foster learning new teamwork skills and strategies are unfettered by the tendency of two or more members to exhibit contentious interp…
Supervision, Abusive
Embedding Ethical Leadership within and across Organization Levels
We develop and test a model linking ethical leadership with unit ethical culture, both across and within organizational levels, examining how both leadership and culture relate to ethical cognitions and behaviors of lower-level followers. The data were collected from 2,572 U.S. Army soldiers representing three organizational levels deployed in combat. Findings provide limited support for simple trickle-down mechanisms of ethical leadership but br…
Lack of sleep and unethical conduct
Cognition-based and affect-based trust as mediators of leader behavior influences on team performance.
We develop a model in which cognitive and affective trust in the leader mediate the relationship between leader behavior and team psychological states that, in turn, drive team performance. The model is tested on a sample of 191 financial services teams in Hong Kong and the U.S. Servant leadership influenced team performance through affect-based trust and team psychological safety. Transformational leadership influenced team performance indirectl…
The Role of Self-Efficacy Beliefs in Leader Development
This article examines various ways in which self-efficacy belief influences leader development. Drawing from social cognitive theory, we discuss four self-efficacy concepts that are pertinent to leader development: (a) preparatory self-efficacy, (b) efficacy spirals, (c) learning self-efficacy, and (d) resilient self-efficacy. We argue that the role of self-efficacy in leader development is more complex than traditionally considered. The article …
A moderated mediation test of personality, coping, and health among deployed soldiers
Our study examines how personality and coping influence soldiers' psychological health among 648 US Army personnel who were at that time deployed in Iraq at the height of an insurgency. Conscientiousness, neuroticism, and extraversion were associated with different coping behaviors, and these were in turn related to psychological distress. Conscientiousness was positively associated with problem‐focused coping and negatively with avoidance coping…
Leader personality traits and employee voice behavior
The antecedents and consequences of ethical leadership were examined in a study of 894 employees and their 222 immediate supervisors in a major financial institution in the United States. The leader personality traits of agreeableness and conscientiousness were positively related to direct reports' ratings of the leader's ethical leadership, whereas neuroticism was unrelated to these ratings. Ethical leadership influenced followers' voice behavio…
Embracing transformational leadership
The authors investigated the relationship between transformational leadership behavior and group performance in 218 financial services teams that were branches of a bank in Hong Kong and the United States. Transformational leadership influenced team performance through the mediating effect of team potency. The effect of transformational leadership on team potency was moderated by team power distance and team collectivism, such that higher power d…
Relationship between organizational justice and employee work outcomes
This study examined the influence of organizational justice perceptions on employee work outcome relationships as moderated by individual differences that are influenced by societal culture. Power distance, but not country or individualism, moderated the relationships between perceived justice and satisfaction, performance, and absenteeism. The effects of perceived justice on these outcomes were stronger among individuals scoring lower on power d…
Antecedents of workplace emotional labor dimensions and moderators of their effects on physical symptoms
The present study distinguished between two modal emotional display rules, demands to express positive efference and demands to suppress negative efference, that partially constitute the work roles of many employees. Perceived demands to express positive emotion were positively related to health symptoms primarily among those reporting: (1) lower identification with the organization; (2) lower job involvement; and (3) lower emotional adaptability…
Should the subjective be the objective? On studying mental processes, coping behavior, and actual exposures in organizational stress research
Emphasis on measuring actual (‘objective’) job exposures has increased in recent organizational behavior/human resource management research. I argue that this approach has greater potential for increasing knowledge about how to make work environments more healthy than the alternative approach of focusing on mental processes and individual coping behaviors suggested by Perrewe and Zellars. Incorporating psychological knowledge about attributions a…
Total quality management and performance appraisal
This study investigated the effect of a process versus a results focus as well as a group versus individual-based approach to performance appraisals. Four experimental conditions were investigated, with dependent variables of appraisal satisfaction, perceived accuracy of the performance appraisal, expectations of performance improvement, and actual performance. The results showed that a process focus appraisal had a more positive impact than an e…
Facilitating and inhibiting effects of job control and social support on stress outcomes and role behavior
High levels of job control and social support are often related to effective job performance and coping with work stressors. However, support may have more positive effects on role behavior when job control is low. In addition, despite theoretical expectations, simple demands–control and demands–support interactions are infrequently found to predict health and psychological strain outcomes. The ‘demands–control–support’ model (Johnson and Hall, 1…
Does trait affect promote job attitude stability
Trait affect has been studied as a factor which may help explain why job attitudes tend to be rather enduring over time. In this study, test-retest correlations of various job attitudes measured 7 years apart were relatively unaffected by controlling for five measures of affective disposition
Pay status hierarchy and organizational attachment
A Longitudinal Investigation of Factors Mediating the Participative Decision Making Job Satisfaction Linkage
Recent research has attempted to identify mediators of the relationship between participative decision making (PDM) and job satisfaction. The importance of role perceptions and the performance-reward expectancy (E2) as plausible mediators have been established, but theorists have identified additional variables that may have rival or complementary mediational effects. This study identified the plausible mediators and conducted a covariance struct…
Beyond the Call of Duty
The present study investigated factors influencing voluntary organization members' engaging in a specific extra-role behavior, participation in a telethon, on behalf of their organizations. Affective organizational commitment was hypothesized to mediate the relationship between intrinsic satisfaction and the voluntarism criterion, and organization purpose (service vs. non-service) and organization membership size were hypothesized to moderate the…
Investigating reciprocal causation in organizational behavior research
This paper examines issues that should be considered by researchers interested in testing nonrecursive causal models. It identifies choices that can be made in specifying those models which will minimize bias in estimation as well as facilitate the overall interpretation. A series of analyses demonstrate the importance of these issues. Implications for organizational behavior research and recommendations are discussed
Antecedents and consequences of role stress
An earlier model of the consequences of role conflict and role ambiguity is expanded to incorporate antecedent job conditions and the outcome of organizational commitment. This newer model clarifies the impact of role stressors on commitment and other established outcomes (i.e. tension, job dissatisfaction, and turnover intention). The antecedent job conditions are added in consideration of research indicating that role conflict and ambiguity do …
Relationship between organizational justice and employee work outcomes
This study examined the influence of organizational justice perceptions on employee work outcome relationships as moderated by individual differences that are influenced by societal culture. Power distance, but not country or individualism, moderated the relationships between perceived justice and satisfaction, performance, and absenteeism. The effects of perceived justice on these outcomes were stronger among individuals scoring lower on power d…
Antecedents and consequences of role stress
An earlier model of the consequences of role conflict and role ambiguity is expanded to incorporate antecedent job conditions and the outcome of organizational commitment. This newer model clarifies the impact of role stressors on commitment and other established outcomes (i.e. tension, job dissatisfaction, and turnover intention). The antecedent job conditions are added in consideration of research indicating that role conflict and ambiguity do …
Beyond the Call of Duty
The present study investigated factors influencing voluntary organization members' engaging in a specific extra-role behavior, participation in a telethon, on behalf of their organizations. Affective organizational commitment was hypothesized to mediate the relationship between intrinsic satisfaction and the voluntarism criterion, and organization purpose (service vs. non-service) and organization membership size were hypothesized to moderate the…
Investigating reciprocal causation in organizational behavior research
This paper examines issues that should be considered by researchers interested in testing nonrecursive causal models. It identifies choices that can be made in specifying those models which will minimize bias in estimation as well as facilitate the overall interpretation. A series of analyses demonstrate the importance of these issues. Implications for organizational behavior research and recommendations are discussed
Is being a leader a mixed blessing? A dual‐pathway model linking leadership role occupancy to well‐being
Recent leadership research has drawn greater attention to how the well‐being of leaders influences leadership behaviors, follower performance and well‐being, and overall leadership effectiveness. Yet little attention has been paid to the relationship between occupying leadership positions and job incumbents' well‐being. This research addresses this question by developing and testing a dual‐pathway model. Our model proposes that incumbency in lead…
Enabling team learning when members are prone to contentious communication
Members of teams are often prone to interpersonal communication patterns that can undermine the team’s capacity to engage in self-learning processes that are critical to team adaptation and performance improvement. We argue that team leader coaching behaviors are critical to ensuring that team discussions that may foster learning new teamwork skills and strategies are unfettered by the tendency of two or more members to exhibit contentious interp…
The Role of Self-Efficacy Beliefs in Leader Development
This article examines various ways in which self-efficacy belief influences leader development. Drawing from social cognitive theory, we discuss four self-efficacy concepts that are pertinent to leader development: (a) preparatory self-efficacy, (b) efficacy spirals, (c) learning self-efficacy, and (d) resilient self-efficacy. We argue that the role of self-efficacy in leader development is more complex than traditionally considered. The article …
A moderated mediation test of personality, coping, and health among deployed soldiers
Our study examines how personality and coping influence soldiers' psychological health among 648 US Army personnel who were at that time deployed in Iraq at the height of an insurgency. Conscientiousness, neuroticism, and extraversion were associated with different coping behaviors, and these were in turn related to psychological distress. Conscientiousness was positively associated with problem‐focused coping and negatively with avoidance coping…
How leader and follower prototypical and antitypical attributes influence ratings of transformational leadership in an extreme context
Leadership is a process where leaders enact certain behaviors to influence followers. Yet, each follower may view the leader’s enactment differently, owing to differences in disposition and context. Here we examine leadership as a property attributed by followers to their leader, influenced by both the leader and followers’ personal attributes and the situation in which leaders and followers interact. Guiding this study, we asked: how do follower…
Can Humble Leaders Get Results? The Indirect and Contextual Influences of Skip-Level Leaders
We draw from social learning theory to propose a model in which humble behaviors displayed by higher-level leaders trickle down to lower-level team leaders and thereby indirectly promote team performance. We also propose that skip-level leader humility enhances the positive effect of team leader humility on team performance. Results based on time-lagged, multisource data from a sample of 128 work teams supported our model. Also, the trickle-down …
A Meta‐analysis of Self‐supervisor, Self‐peer, and Peer‐supervisor Ratings
Reviews of self–supervisor, self–peer, and peer–supervisor ratings have generally concluded that there is at best a modest correlation between different rating sources. Nevertheless, there has been much inconsistency across studies. Accordingly, a meta‐analysis was conducted. The results indicated a relatively high correlation between peer and supervisor ratings (ρ= .62) but only a moderate correlation between self‐supervisor (ρ= .35) and self‐pe…
Antecedents and consequences of role stress
An earlier model of the consequences of role conflict and role ambiguity is expanded to incorporate antecedent job conditions and the outcome of organizational commitment. This newer model clarifies the impact of role stressors on commitment and other established outcomes (i.e. tension, job dissatisfaction, and turnover intention). The antecedent job conditions are added in consideration of research indicating that role conflict and ambiguity do …
Investigating reciprocal causation in organizational behavior research
This paper examines issues that should be considered by researchers interested in testing nonrecursive causal models. It identifies choices that can be made in specifying those models which will minimize bias in estimation as well as facilitate the overall interpretation. A series of analyses demonstrate the importance of these issues. Implications for organizational behavior research and recommendations are discussed
A Longitudinal Investigation of Factors Mediating the Participative Decision Making Job Satisfaction Linkage
Recent research has attempted to identify mediators of the relationship between participative decision making (PDM) and job satisfaction. The importance of role perceptions and the performance-reward expectancy (E2) as plausible mediators have been established, but theorists have identified additional variables that may have rival or complementary mediational effects. This study identified the plausible mediators and conducted a covariance struct…
Beyond the Call of Duty
The present study investigated factors influencing voluntary organization members' engaging in a specific extra-role behavior, participation in a telethon, on behalf of their organizations. Affective organizational commitment was hypothesized to mediate the relationship between intrinsic satisfaction and the voluntarism criterion, and organization purpose (service vs. non-service) and organization membership size were hypothesized to moderate the…
Does trait affect promote job attitude stability
Trait affect has been studied as a factor which may help explain why job attitudes tend to be rather enduring over time. In this study, test-retest correlations of various job attitudes measured 7 years apart were relatively unaffected by controlling for five measures of affective disposition
Pay status hierarchy and organizational attachment
Facilitating and inhibiting effects of job control and social support on stress outcomes and role behavior
High levels of job control and social support are often related to effective job performance and coping with work stressors. However, support may have more positive effects on role behavior when job control is low. In addition, despite theoretical expectations, simple demands–control and demands–support interactions are infrequently found to predict health and psychological strain outcomes. The ‘demands–control–support’ model (Johnson and Hall, 1…
Should the subjective be the objective? On studying mental processes, coping behavior, and actual exposures in organizational stress research
Emphasis on measuring actual (‘objective’) job exposures has increased in recent organizational behavior/human resource management research. I argue that this approach has greater potential for increasing knowledge about how to make work environments more healthy than the alternative approach of focusing on mental processes and individual coping behaviors suggested by Perrewe and Zellars. Incorporating psychological knowledge about attributions a…
Total quality management and performance appraisal
This study investigated the effect of a process versus a results focus as well as a group versus individual-based approach to performance appraisals. Four experimental conditions were investigated, with dependent variables of appraisal satisfaction, perceived accuracy of the performance appraisal, expectations of performance improvement, and actual performance. The results showed that a process focus appraisal had a more positive impact than an e…
Antecedents of workplace emotional labor dimensions and moderators of their effects on physical symptoms
The present study distinguished between two modal emotional display rules, demands to express positive efference and demands to suppress negative efference, that partially constitute the work roles of many employees. Perceived demands to express positive emotion were positively related to health symptoms primarily among those reporting: (1) lower identification with the organization; (2) lower job involvement; and (3) lower emotional adaptability…
Relationship between organizational justice and employee work outcomes
This study examined the influence of organizational justice perceptions on employee work outcome relationships as moderated by individual differences that are influenced by societal culture. Power distance, but not country or individualism, moderated the relationships between perceived justice and satisfaction, performance, and absenteeism. The effects of perceived justice on these outcomes were stronger among individuals scoring lower on power d…
Embracing transformational leadership
The authors investigated the relationship between transformational leadership behavior and group performance in 218 financial services teams that were branches of a bank in Hong Kong and the United States. Transformational leadership influenced team performance through the mediating effect of team potency. The effect of transformational leadership on team potency was moderated by team power distance and team collectivism, such that higher power d…
Leader personality traits and employee voice behavior
The antecedents and consequences of ethical leadership were examined in a study of 894 employees and their 222 immediate supervisors in a major financial institution in the United States. The leader personality traits of agreeableness and conscientiousness were positively related to direct reports' ratings of the leader's ethical leadership, whereas neuroticism was unrelated to these ratings. Ethical leadership influenced followers' voice behavio…
Lack of sleep and unethical conduct
Cognition-based and affect-based trust as mediators of leader behavior influences on team performance.
We develop a model in which cognitive and affective trust in the leader mediate the relationship between leader behavior and team psychological states that, in turn, drive team performance. The model is tested on a sample of 191 financial services teams in Hong Kong and the U.S. Servant leadership influenced team performance through affect-based trust and team psychological safety. Transformational leadership influenced team performance indirectl…
The Role of Self-Efficacy Beliefs in Leader Development
This article examines various ways in which self-efficacy belief influences leader development. Drawing from social cognitive theory, we discuss four self-efficacy concepts that are pertinent to leader development: (a) preparatory self-efficacy, (b) efficacy spirals, (c) learning self-efficacy, and (d) resilient self-efficacy. We argue that the role of self-efficacy in leader development is more complex than traditionally considered. The article …
A moderated mediation test of personality, coping, and health among deployed soldiers
Our study examines how personality and coping influence soldiers' psychological health among 648 US Army personnel who were at that time deployed in Iraq at the height of an insurgency. Conscientiousness, neuroticism, and extraversion were associated with different coping behaviors, and these were in turn related to psychological distress. Conscientiousness was positively associated with problem‐focused coping and negatively with avoidance coping…
Embedding Ethical Leadership within and across Organization Levels
We develop and test a model linking ethical leadership with unit ethical culture, both across and within organizational levels, examining how both leadership and culture relate to ethical cognitions and behaviors of lower-level followers. The data were collected from 2,572 U.S. Army soldiers representing three organizational levels deployed in combat. Findings provide limited support for simple trickle-down mechanisms of ethical leadership but br…
Supervision, Abusive
Enabling team learning when members are prone to contentious communication
Members of teams are often prone to interpersonal communication patterns that can undermine the team’s capacity to engage in self-learning processes that are critical to team adaptation and performance improvement. We argue that team leader coaching behaviors are critical to ensuring that team discussions that may foster learning new teamwork skills and strategies are unfettered by the tendency of two or more members to exhibit contentious interp…
Is being a leader a mixed blessing? A dual‐pathway model linking leadership role occupancy to well‐being
Recent leadership research has drawn greater attention to how the well‐being of leaders influences leadership behaviors, follower performance and well‐being, and overall leadership effectiveness. Yet little attention has been paid to the relationship between occupying leadership positions and job incumbents' well‐being. This research addresses this question by developing and testing a dual‐pathway model. Our model proposes that incumbency in lead…
Can Humble Leaders Get Results? The Indirect and Contextual Influences of Skip-Level Leaders
We draw from social learning theory to propose a model in which humble behaviors displayed by higher-level leaders trickle down to lower-level team leaders and thereby indirectly promote team performance. We also propose that skip-level leader humility enhances the positive effect of team leader humility on team performance. Results based on time-lagged, multisource data from a sample of 128 work teams supported our model. Also, the trickle-down …
Social support as a source of vitality among college students
Whereas social support contributes to individual vitality and academic performance, the theoretical process through which social support promotes performance, and for whom it is most beneficial in this respect, remain open questions. We developed a conceptual model in which social support influences academic performance by promoting vitality, particularly among individuals who are low on social self‐efficacy (SSE). Social support has a positive e…
How leader and follower prototypical and antitypical attributes influence ratings of transformational leadership in an extreme context
Leadership is a process where leaders enact certain behaviors to influence followers. Yet, each follower may view the leader’s enactment differently, owing to differences in disposition and context. Here we examine leadership as a property attributed by followers to their leader, influenced by both the leader and followers’ personal attributes and the situation in which leaders and followers interact. Guiding this study, we asked: how do follower…
Psychology (26 obras) · Social Psychology (22 obras) · Job Satisfaction and Organizational Behavior (17 obras) · Social Psychology (16 obras) · Management (8 obras) · Applied Psychology (6 obras) · Computer Science (6 obras) · Job satisfaction (6 obras) · Political science (6 obras) · Developmental psychology (5 obras)