Christine L Porath
Biographic Data
| ID | 6084679 |
|---|---|
| NAME | Christine L Porath |
| GIVEN NAMES | Christine L |
| FAMILY NAME | Porath |
| SIGNATURE | PORATH C L |
| AFFILIATIONS | Georgetown University |
| VERIFIED | No |
| TOTAL WORKS | 6 |
| TOTAL CITATIONS | 49 |
| AUTHOR COUNT | 6 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 2000 |
| LATEST PUBLICATION YEAR | 2023 |
| H-INDEX | 2 |
Who succeeds in a leadership course? Achievement is predicted by ability-tested but not self-reported emotional intelligence
We examine Emotional Intelligence (EI) as a predictor of academic performance in business school leadership coursework. Leadership requires competent interaction with subordinates on an interpersonal level. This requires interpersonal skills, such as engaging in difficult conversations. We argue that performance in a course that develops these skills is facilitated by EI. We report data from two studies (Study 1 N = 609; Study 2 N = 529) in which…
Vicarious Empowerment as a Novel Mechanism for Empowering High Power Distance Employees
Prior research has questioned the utility of empowerment for high power distance employees. Rather than abandon empowerment in these contexts, we test the plausibility of empowering high power distance employees vicariously through observation, normalization and legitimization of empowered behavior. Extending theories of empowerment and social cognition to account for cultural norms, we provide evidence for the effectiveness of vicarious empowerm…
Emotional and Behavioral Responses to Workplace Incivility and the Impact of Hierarchical Status
Using appraisal theory, this research examined targets' emotional responses to workplace incivility, and how these responses impact targets' behavioral responses. Targets who reported greater incivility reported greater anger, fear, and sadness. Targets' anger was associated with more direct aggression against the instigators; targets' fear was associated with indirect aggression against instigators, absenteeism, and exit; and targets' sadness wa…
Thriving at work
Thriving is defined as the psychological state in which individuals experience both a sense of vitality and learning. We developed and validated a measure of the construct of thriving at work. Additionally, we theoretically refined the construct by linking it to key outcomes, such as job performance, and by examining its contextual embeddedness. In Study 1, we conducted second‐order confirmatory factor analyses in two samples, demonstrating initi…
Witnessing Incivility among Employees
We introduce the incivility construct and demonstrate that witnessing an incident of employee-employee incivility causes consumers to make negative generalizations about (a) others who work for the firm, (b) the firm as a whole, and (c) future encounters with the firm, inferences that go well beyond the incivility incident. We demonstrate the process by which these effects occur, showing that anger at the uncivil employee induces these effects. W…
Assessing and attacking workplace incivility
Thriving at work
Thriving is defined as the psychological state in which individuals experience both a sense of vitality and learning. We developed and validated a measure of the construct of thriving at work. Additionally, we theoretically refined the construct by linking it to key outcomes, such as job performance, and by examining its contextual embeddedness. In Study 1, we conducted second‐order confirmatory factor analyses in two samples, demonstrating initi…
Witnessing Incivility among Employees
We introduce the incivility construct and demonstrate that witnessing an incident of employee-employee incivility causes consumers to make negative generalizations about (a) others who work for the firm, (b) the firm as a whole, and (c) future encounters with the firm, inferences that go well beyond the incivility incident. We demonstrate the process by which these effects occur, showing that anger at the uncivil employee induces these effects. W…
Assessing and attacking workplace incivility
Witnessing Incivility among Employees
We introduce the incivility construct and demonstrate that witnessing an incident of employee-employee incivility causes consumers to make negative generalizations about (a) others who work for the firm, (b) the firm as a whole, and (c) future encounters with the firm, inferences that go well beyond the incivility incident. We demonstrate the process by which these effects occur, showing that anger at the uncivil employee induces these effects. W…
Thriving at work
Thriving is defined as the psychological state in which individuals experience both a sense of vitality and learning. We developed and validated a measure of the construct of thriving at work. Additionally, we theoretically refined the construct by linking it to key outcomes, such as job performance, and by examining its contextual embeddedness. In Study 1, we conducted second‐order confirmatory factor analyses in two samples, demonstrating initi…
Emotional and Behavioral Responses to Workplace Incivility and the Impact of Hierarchical Status
Using appraisal theory, this research examined targets' emotional responses to workplace incivility, and how these responses impact targets' behavioral responses. Targets who reported greater incivility reported greater anger, fear, and sadness. Targets' anger was associated with more direct aggression against the instigators; targets' fear was associated with indirect aggression against instigators, absenteeism, and exit; and targets' sadness wa…
Who succeeds in a leadership course? Achievement is predicted by ability-tested but not self-reported emotional intelligence
We examine Emotional Intelligence (EI) as a predictor of academic performance in business school leadership coursework. Leadership requires competent interaction with subordinates on an interpersonal level. This requires interpersonal skills, such as engaging in difficult conversations. We argue that performance in a course that develops these skills is facilitated by EI. We report data from two studies (Study 1 N = 609; Study 2 N = 529) in which…
Vicarious Empowerment as a Novel Mechanism for Empowering High Power Distance Employees
Prior research has questioned the utility of empowerment for high power distance employees. Rather than abandon empowerment in these contexts, we test the plausibility of empowering high power distance employees vicariously through observation, normalization and legitimization of empowered behavior. Extending theories of empowerment and social cognition to account for cultural norms, we provide evidence for the effectiveness of vicarious empowerm…
Psychology (6 works) · Social Psychology (6 works) · Job Satisfaction and Organizational Behavior (4 works) · Incivility (3 works) · Workplace Violence and Bullying (3 works) · Anger (2 works) · Business (2 works) · Clinical Psychology (2 works) · Developmental psychology (2 works) · Personality (2 works)