Talya N Bauer
Biographic Data
| ID | 5069052 |
|---|---|
| NAME | Talya N Bauer |
| GIVEN NAMES | Talya N |
| FAMILY NAME | Bauer |
| SIGNATURE | BAUER T N |
| AFFILIATIONS | Portland State University |
| ORCID | 0000-0002-6443-636X |
| VERIFIED | Yes |
| TOTAL WORKS | 22 |
| TOTAL CITATIONS | 17 |
| WORKS AS AUTHOR | 19 |
| WORKS AS EDITOR | 3 |
| FIRST PUBLICATION YEAR | 1996 |
| LATEST PUBLICATION YEAR | 2024 |
| H-INDEX | 3 |
Patient mistreatment and new nurse adjustment
During organizational entry, newcomers often draw upon internal resources like coworkers and supervisors to navigate their roles. Could external interactions with customers or patients hold the key to newcomer adjustment in certain job contexts? Our study, rooted in the conservation of resources theory, identifies a critical link between mistreatment from external parties and newcomer adjustment—a connection that is explained by rumination and wo…
Newcomer work-to-nonwork conflict to withdrawal via work-to-nonwork self-efficacy
Dynamic relationships between leader–member exchange and employee role-making behaviours
We set out to understand how role-making works and what roles employees and leaders play in this process. Employees often make changes to their work roles, such as by negotiating their job responsibilities and seeking challenging tasks. In this study, we suggest that role-making behaviours influence and are influenced by the dyadic relationship between leaders and employees, otherwise known as leader–member exchange (LMX). We collected three wave…
Perceived overqualification, felt organizational obligation, and extra‐role behavior during the Covid‐19 crisis
Past research has found that employees who view themselves as overqualified for their jobs tend to hold negative job attitudes and be unwilling to go beyond the call of duty. In challenging situations such as during the COVID‐19 crisis, when having “all hands‐on deck” may be important to an organization's survival, mitigating the negative tendencies of these employees becomes important. Adopting a sensemaking perspective on crisis management, we …
Psychology and Work
An interpersonal perspective of perceived stress
We adopt an interpersonal perspective and examine the adaptive effects of managers' perceived stress on their behavior towards subordinates. Drawing from the transactional model of stress (Lazarus & Folkman, 1984), we advance a model that highlights the propensity for stressed managers to engage in prosocial coping behaviors towards their employees, which in turn are related to lower levels of turnover and higher levels of job performance. We tes…
Leader humility and team creativity
In this study, we identify leader humility, characterized by being open to admitting one's limitations, shortcomings, and mistakes, and showing appreciation and giving credit to followers, as a critical leader characteristic relevant for team creativity. Integrating the literatures on creativity and leadership, we explore the relationship between leader humility and team creativity, treating team psychological safety and team information sharing …
Self‐monitoring personality trait at work
In this narrative review, we provide an overview of the self‐monitoring literature as it applies to the workplace context. Our starting point to the review is a meta‐analysis of self‐monitoring literature published in by Day, Schleicher, Unckless, and Hiller. After providing an overview of the theoretical basis of self‐monitoring and its measurement, we present a summary of the broad literature on self‐monitoring to examine the implications of se…
Self and senior executive perceptions of fit and performance
Drawing on the person–organization fit literature and person-categorization theory, we proposed that new executive performance depends on both their self-perceptions as well as their fit as seen by senior executives. Using three-phased, multisource data from newly-hired executives of a Fortune 500 pharmaceutical company across their first six months on the job, we found that senior executive pre-entry person–organization fit expectations of their…
Leader–Member Exchange Theory
LMX and Work Attitudes
Tracing Structure, Tie Strength, and Cognitive Networks in LMX Theory and Research
This chapter reflects on the growing relationship between Leader–Member Exchange (LMX) theory and research and social network analysis. We first discuss the themes of structure and tie strength in relation to several of the theoretical formulations of LMX theory that have served as the foundation for subsequent research. This section proceeds chronologically, beginning with the earliest work on the Vertical Dyad Linkage (as the LMX perspective wa…
The Oxford Handbook of Leader-Member Exchange
Management commitment to the ecological environment and employees
In this article, we examine the implications of perceived management commitment to the ecological environment for employee attitudes and behaviors. Following deontic justice theory, which suggests that individuals are capable of feeling and expressing moral outrage when others are treated poorly, even if such treatment has no direct implications for themselves, we expected that employee attitudes and behaviors would be related to perceived organi…
LMX and Work Attitudes
Delineating and Reviewing the Role of Newcomer Capital in Organizational Socialization
In this article, the organizational socialization literature is reviewed through the lens of newcomer capital. We give an overview of the socialization literature and examine established and proposed linkages among four components of newcomer personal capital: human, social, psychological, and cultural capital. Then, we theoretically explore and discuss how the socialization adjustment process, consisting of newcomer experience, role clarity, soc…
Whistle While You Work
Life satisfaction is a key indicator of subjective well-being. This article is a review of the multidisciplinary literature on the relationship between life satisfaction and the work domain. A discussion of top-down and bottom-up theories of life satisfaction is included, and the literatures on work-related antecedents of life satisfaction, the proximal mediators (quality of work life, quality of nonwork life, and feelings of self-worth), and con…
Perceived overqualification and its outcomes
Research shows that perceived overqualification is related to lower job attitudes and greater withdrawal behaviors but to higher supervisor ratings of performance. Drawing upon relative deprivation theory, the authors proposed and tested empowerment as a moderator of the relationship between perceived overqualification and job satisfaction, intentions to remain, voluntary turnover, and objective sales performance to examine if negative outcomes c…
Newcomer adjustment during organizational socialization
The authors tested a model of antecedents and outcomes of newcomer adjustment using 70 unique samples of newcomers with meta-analytic and path modeling techniques. Specifically, they proposed and tested a model in which adjustment (role clarity, self-efficacy, and social acceptance) mediated the effects of organizational socialization tactics and information seeking on socialization outcomes (job satisfaction, organizational commitment, job perfo…
Does adviser mentoring add value? A longitudinal study of mentoring and doctoral student outcomes
Perceived Mentoring Fairness
Development of a Leader-Member Exchange
This longitudinal study examines the development of leader-member-exchange (LMX) relationships via a model that extends and tests ideas presented but not yet fully tested in past theoretical models...
Management commitment to the ecological environment and employees
In this article, we examine the implications of perceived management commitment to the ecological environment for employee attitudes and behaviors. Following deontic justice theory, which suggests that individuals are capable of feeling and expressing moral outrage when others are treated poorly, even if such treatment has no direct implications for themselves, we expected that employee attitudes and behaviors would be related to perceived organi…
Self‐monitoring personality trait at work
In this narrative review, we provide an overview of the self‐monitoring literature as it applies to the workplace context. Our starting point to the review is a meta‐analysis of self‐monitoring literature published in by Day, Schleicher, Unckless, and Hiller. After providing an overview of the theoretical basis of self‐monitoring and its measurement, we present a summary of the broad literature on self‐monitoring to examine the implications of se…
Perceived Mentoring Fairness
Patient mistreatment and new nurse adjustment
During organizational entry, newcomers often draw upon internal resources like coworkers and supervisors to navigate their roles. Could external interactions with customers or patients hold the key to newcomer adjustment in certain job contexts? Our study, rooted in the conservation of resources theory, identifies a critical link between mistreatment from external parties and newcomer adjustment—a connection that is explained by rumination and wo…
Dynamic relationships between leader–member exchange and employee role-making behaviours
We set out to understand how role-making works and what roles employees and leaders play in this process. Employees often make changes to their work roles, such as by negotiating their job responsibilities and seeking challenging tasks. In this study, we suggest that role-making behaviours influence and are influenced by the dyadic relationship between leaders and employees, otherwise known as leader–member exchange (LMX). We collected three wave…
An interpersonal perspective of perceived stress
We adopt an interpersonal perspective and examine the adaptive effects of managers' perceived stress on their behavior towards subordinates. Drawing from the transactional model of stress (Lazarus & Folkman, 1984), we advance a model that highlights the propensity for stressed managers to engage in prosocial coping behaviors towards their employees, which in turn are related to lower levels of turnover and higher levels of job performance. We tes…
Development of a Leader-Member Exchange
This longitudinal study examines the development of leader-member-exchange (LMX) relationships via a model that extends and tests ideas presented but not yet fully tested in past theoretical models...
Perceived Mentoring Fairness
Does adviser mentoring add value? A longitudinal study of mentoring and doctoral student outcomes
Newcomer adjustment during organizational socialization
The authors tested a model of antecedents and outcomes of newcomer adjustment using 70 unique samples of newcomers with meta-analytic and path modeling techniques. Specifically, they proposed and tested a model in which adjustment (role clarity, self-efficacy, and social acceptance) mediated the effects of organizational socialization tactics and information seeking on socialization outcomes (job satisfaction, organizational commitment, job perfo…
Perceived overqualification and its outcomes
Research shows that perceived overqualification is related to lower job attitudes and greater withdrawal behaviors but to higher supervisor ratings of performance. Drawing upon relative deprivation theory, the authors proposed and tested empowerment as a moderator of the relationship between perceived overqualification and job satisfaction, intentions to remain, voluntary turnover, and objective sales performance to examine if negative outcomes c…
Whistle While You Work
Life satisfaction is a key indicator of subjective well-being. This article is a review of the multidisciplinary literature on the relationship between life satisfaction and the work domain. A discussion of top-down and bottom-up theories of life satisfaction is included, and the literatures on work-related antecedents of life satisfaction, the proximal mediators (quality of work life, quality of nonwork life, and feelings of self-worth), and con…
LMX and Work Attitudes
Delineating and Reviewing the Role of Newcomer Capital in Organizational Socialization
In this article, the organizational socialization literature is reviewed through the lens of newcomer capital. We give an overview of the socialization literature and examine established and proposed linkages among four components of newcomer personal capital: human, social, psychological, and cultural capital. Then, we theoretically explore and discuss how the socialization adjustment process, consisting of newcomer experience, role clarity, soc…
Leader–Member Exchange Theory
LMX and Work Attitudes
Tracing Structure, Tie Strength, and Cognitive Networks in LMX Theory and Research
This chapter reflects on the growing relationship between Leader–Member Exchange (LMX) theory and research and social network analysis. We first discuss the themes of structure and tie strength in relation to several of the theoretical formulations of LMX theory that have served as the foundation for subsequent research. This section proceeds chronologically, beginning with the earliest work on the Vertical Dyad Linkage (as the LMX perspective wa…
The Oxford Handbook of Leader-Member Exchange
Management commitment to the ecological environment and employees
In this article, we examine the implications of perceived management commitment to the ecological environment for employee attitudes and behaviors. Following deontic justice theory, which suggests that individuals are capable of feeling and expressing moral outrage when others are treated poorly, even if such treatment has no direct implications for themselves, we expected that employee attitudes and behaviors would be related to perceived organi…
Self and senior executive perceptions of fit and performance
Drawing on the person–organization fit literature and person-categorization theory, we proposed that new executive performance depends on both their self-perceptions as well as their fit as seen by senior executives. Using three-phased, multisource data from newly-hired executives of a Fortune 500 pharmaceutical company across their first six months on the job, we found that senior executive pre-entry person–organization fit expectations of their…
Leader humility and team creativity
In this study, we identify leader humility, characterized by being open to admitting one's limitations, shortcomings, and mistakes, and showing appreciation and giving credit to followers, as a critical leader characteristic relevant for team creativity. Integrating the literatures on creativity and leadership, we explore the relationship between leader humility and team creativity, treating team psychological safety and team information sharing …
Self‐monitoring personality trait at work
In this narrative review, we provide an overview of the self‐monitoring literature as it applies to the workplace context. Our starting point to the review is a meta‐analysis of self‐monitoring literature published in by Day, Schleicher, Unckless, and Hiller. After providing an overview of the theoretical basis of self‐monitoring and its measurement, we present a summary of the broad literature on self‐monitoring to examine the implications of se…
An interpersonal perspective of perceived stress
We adopt an interpersonal perspective and examine the adaptive effects of managers' perceived stress on their behavior towards subordinates. Drawing from the transactional model of stress (Lazarus & Folkman, 1984), we advance a model that highlights the propensity for stressed managers to engage in prosocial coping behaviors towards their employees, which in turn are related to lower levels of turnover and higher levels of job performance. We tes…
Psychology and Work
Perceived overqualification, felt organizational obligation, and extra‐role behavior during the Covid‐19 crisis
Past research has found that employees who view themselves as overqualified for their jobs tend to hold negative job attitudes and be unwilling to go beyond the call of duty. In challenging situations such as during the COVID‐19 crisis, when having “all hands‐on deck” may be important to an organization's survival, mitigating the negative tendencies of these employees becomes important. Adopting a sensemaking perspective on crisis management, we …
Newcomer work-to-nonwork conflict to withdrawal via work-to-nonwork self-efficacy
Dynamic relationships between leader–member exchange and employee role-making behaviours
We set out to understand how role-making works and what roles employees and leaders play in this process. Employees often make changes to their work roles, such as by negotiating their job responsibilities and seeking challenging tasks. In this study, we suggest that role-making behaviours influence and are influenced by the dyadic relationship between leaders and employees, otherwise known as leader–member exchange (LMX). We collected three wave…
Patient mistreatment and new nurse adjustment
During organizational entry, newcomers often draw upon internal resources like coworkers and supervisors to navigate their roles. Could external interactions with customers or patients hold the key to newcomer adjustment in certain job contexts? Our study, rooted in the conservation of resources theory, identifies a critical link between mistreatment from external parties and newcomer adjustment—a connection that is explained by rumination and wo…
Psychology (20 works) · Social Psychology (17 works) · Job Satisfaction and Organizational Behavior (15 works) · Political science (8 works) · Management (7 works) · Social Psychology (7 works) · Sociology (6 works) · Emotional Labor in Professions (5 works) · Applied Psychology (4 works) · Engineering (4 works)