Stacey R Kessler
Biographic Data
| ID | 5194005 |
|---|---|
| NAME | Stacey R Kessler |
| GIVEN NAMES | Stacey R |
| FAMILY NAME | Kessler |
| SIGNATURE | KESSLER S R |
| AFFILIATIONS | Kennesaw State University |
| ORCID | 0000-0001-6744-0199 |
| VERIFIED | Yes |
| TOTAL WORKS | 9 |
| TOTAL CITATIONS | 8 |
| AUTHOR COUNT | 9 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 2006 |
| LATEST PUBLICATION YEAR | 2024 |
| H-INDEX | 2 |
The permeation of loneliness into the workplace
The experience of loneliness has become ubiquitous in society today. However, despite the prevalence and considerable effects of loneliness, research on how this societal issue relates to the workplace remains limited. To address this shortcoming, we propose that loneliness is a permeating force that has a robust and persistent negative effect on employees' job satisfaction. We test our proposition using a nationally representative longitudinal s…
Imperfectly perfect
Existing evidence suggests that perfectionism is related to depressive symptoms, burnout, and clinical disorders and that socially prescribed, rather than self‐oriented, perfectionism is the most maladaptive. Thus, social expectations of perfection can have detrimental effects on workers that may result in negative organizational outcomes. Using a sample of 176 Arizona attorneys, this two‐wave longitudinal study examined whether psychosocial safe…
The Relationship Between Follower Affect for President Trump and the Adoption of Covid-19 Personal Protective Behaviors
In the current series of studies, we draw upon implicit leadership theories, social learning theory, and research on decision making to investigate whether affect toward President Trump explains U.S. residents' evaluations of his leadership during the COVID-19 crisis, as well as the likelihood that that residents engage in personal protective behaviors. A meta-analysis using 17 nationally representative datasets with a total of 26,876 participant…
Workdays are not created equal
Are your workdays created equal? Common wisdom suggests that employees experience Mondays differently from Fridays. However, few studies distinguish among workdays, inherently assuming that the employee experience is uniform across the workweek. In the current study, we examined the trajectories of employees’ experiences of job satisfaction and job stressors across the workweek. We proposed two competing theoretical perspectives that result in op…
Are the costs worth the benefits? Shared perception and the aggregation of organizational climate ratings
A definitional component of organizational climate is the focus on employees' shared perceptions of the focal climate domain. To operationalize the notion of sharedness, researchers typically aggregate employees' domain‐specific climate perceptions to a higher level and justify this aggregation using quantitative indices of agreement. In the current paper, I argue that although accounting for sharedness among employees can provide some valuable i…
An Examination of the Influence of Implicit Theories, Attribution Styles, and Performance Cues on Questionnaire Measures of Leadership
We examined the direct and interactive effects of respondents’ implicit leadership theories (ILTs), attribution styles, and performance cues on leadership perceptions. After first assessing respondents’ implicit leadership theories and attribution styles, the participants were randomly assigned to one of nine performance cue conditions ([leader performance: low vs. average vs. high] × [follower performance: low vs. average vs. high]), observed th…
Violence‐prevention climate, exposure to violence and aggression, and prevention behavior
This study explored mechanisms underlying employees' behaviors targeted at preventing workplace physical violence and verbal aggression. Poor psychological violence‐prevention climate perceptions and previous exposure to violence and aggression represent stressors that were associated with increased strains and reduced motivation. Strains and motivation, in turn, were related to prevention behaviors. We collected data from employee and coworker d…
Don't Throw Out the Baby With the Bath Water
The current study examines the inherent challenges of the wide-scale implementation and replication of program models. Using the Healthy Family America (HFA) program model, the study reviews the adaptation/adoption debate and highlights the ways in which program adoption and program adaptation could coexist to facilitate successful program implementations. Specifically, 103 HFA program sites were evaluated based on their adherence to HFA's flexib…
The dimensionality of counterproductivity
An Examination of the Influence of Implicit Theories, Attribution Styles, and Performance Cues on Questionnaire Measures of Leadership
We examined the direct and interactive effects of respondents’ implicit leadership theories (ILTs), attribution styles, and performance cues on leadership perceptions. After first assessing respondents’ implicit leadership theories and attribution styles, the participants were randomly assigned to one of nine performance cue conditions ([leader performance: low vs. average vs. high] × [follower performance: low vs. average vs. high]), observed th…
The Relationship Between Follower Affect for President Trump and the Adoption of Covid-19 Personal Protective Behaviors
In the current series of studies, we draw upon implicit leadership theories, social learning theory, and research on decision making to investigate whether affect toward President Trump explains U.S. residents' evaluations of his leadership during the COVID-19 crisis, as well as the likelihood that that residents engage in personal protective behaviors. A meta-analysis using 17 nationally representative datasets with a total of 26,876 participant…
Are the costs worth the benefits? Shared perception and the aggregation of organizational climate ratings
A definitional component of organizational climate is the focus on employees' shared perceptions of the focal climate domain. To operationalize the notion of sharedness, researchers typically aggregate employees' domain‐specific climate perceptions to a higher level and justify this aggregation using quantitative indices of agreement. In the current paper, I argue that although accounting for sharedness among employees can provide some valuable i…
Violence‐prevention climate, exposure to violence and aggression, and prevention behavior
This study explored mechanisms underlying employees' behaviors targeted at preventing workplace physical violence and verbal aggression. Poor psychological violence‐prevention climate perceptions and previous exposure to violence and aggression represent stressors that were associated with increased strains and reduced motivation. Strains and motivation, in turn, were related to prevention behaviors. We collected data from employee and coworker d…
The dimensionality of counterproductivity
Don't Throw Out the Baby With the Bath Water
The current study examines the inherent challenges of the wide-scale implementation and replication of program models. Using the Healthy Family America (HFA) program model, the study reviews the adaptation/adoption debate and highlights the ways in which program adoption and program adaptation could coexist to facilitate successful program implementations. Specifically, 103 HFA program sites were evaluated based on their adherence to HFA's flexib…
Violence‐prevention climate, exposure to violence and aggression, and prevention behavior
This study explored mechanisms underlying employees' behaviors targeted at preventing workplace physical violence and verbal aggression. Poor psychological violence‐prevention climate perceptions and previous exposure to violence and aggression represent stressors that were associated with increased strains and reduced motivation. Strains and motivation, in turn, were related to prevention behaviors. We collected data from employee and coworker d…
An Examination of the Influence of Implicit Theories, Attribution Styles, and Performance Cues on Questionnaire Measures of Leadership
We examined the direct and interactive effects of respondents’ implicit leadership theories (ILTs), attribution styles, and performance cues on leadership perceptions. After first assessing respondents’ implicit leadership theories and attribution styles, the participants were randomly assigned to one of nine performance cue conditions ([leader performance: low vs. average vs. high] × [follower performance: low vs. average vs. high]), observed th…
Are the costs worth the benefits? Shared perception and the aggregation of organizational climate ratings
A definitional component of organizational climate is the focus on employees' shared perceptions of the focal climate domain. To operationalize the notion of sharedness, researchers typically aggregate employees' domain‐specific climate perceptions to a higher level and justify this aggregation using quantitative indices of agreement. In the current paper, I argue that although accounting for sharedness among employees can provide some valuable i…
Imperfectly perfect
Existing evidence suggests that perfectionism is related to depressive symptoms, burnout, and clinical disorders and that socially prescribed, rather than self‐oriented, perfectionism is the most maladaptive. Thus, social expectations of perfection can have detrimental effects on workers that may result in negative organizational outcomes. Using a sample of 176 Arizona attorneys, this two‐wave longitudinal study examined whether psychosocial safe…
The Relationship Between Follower Affect for President Trump and the Adoption of Covid-19 Personal Protective Behaviors
In the current series of studies, we draw upon implicit leadership theories, social learning theory, and research on decision making to investigate whether affect toward President Trump explains U.S. residents' evaluations of his leadership during the COVID-19 crisis, as well as the likelihood that that residents engage in personal protective behaviors. A meta-analysis using 17 nationally representative datasets with a total of 26,876 participant…
Workdays are not created equal
Are your workdays created equal? Common wisdom suggests that employees experience Mondays differently from Fridays. However, few studies distinguish among workdays, inherently assuming that the employee experience is uniform across the workweek. In the current study, we examined the trajectories of employees’ experiences of job satisfaction and job stressors across the workweek. We proposed two competing theoretical perspectives that result in op…
The permeation of loneliness into the workplace
The experience of loneliness has become ubiquitous in society today. However, despite the prevalence and considerable effects of loneliness, research on how this societal issue relates to the workplace remains limited. To address this shortcoming, we propose that loneliness is a permeating force that has a robust and persistent negative effect on employees' job satisfaction. We test our proposition using a nationally representative longitudinal s…
Psychology (9 works) · Social Psychology (8 works) · Social Psychology (5 works) · Job Satisfaction and Organizational Behavior (4 works) · Clinical Psychology (3 works) · Political science (3 works) · Workaholism, burnout, and well-being (3 works) · Applied Psychology (2 works) · Clinical Psychology (2 works) · Computer Science (2 works)