Catherine K Lam
Biographic Data
| ID | 6481441 |
|---|---|
| NAME | Catherine K Lam |
| GIVEN NAMES | Catherine K |
| FAMILY NAME | Lam |
| SIGNATURE | LAM C K |
| AFFILIATIONS | Department of Management City University of Hong Kong Kowloon Hong Kong |
| ORCID | 0000-0003-2183-1180 |
| VERIFIED | Yes |
| TOTAL WORKS | 10 |
| TOTAL CITATIONS | 98 |
| WORKS AS AUTHOR | 10 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 2009 |
| LATEST PUBLICATION YEAR | 2021 |
| H-INDEX | 6 |
Formal supervisors' role in stimulating team members' informal leader emergence
Teams can benefit markedly when formal supervisors stimulate their individual members' emergence as informal leaders. Combining insights from informal leadership research and social learning theory, we cast supervisors' role modeling of initiating structure and consideration behaviors as seemingly straightforward means of achieving this—but we suggest that the success of such role modeling critically hinges on supervisors' as well as members' sta…
Anger displays and integrative behavior among work dyads in teams
Anger has often been portrayed as a destructive social emotion in the literature. However, research conducted with a social functional approach has also revealed the functionality of anger and called for a shift toward understanding the conditions in which anger can have interpersonal utility at work. Given the complicated role and inevitability of anger in work teams, it is important to understand when team members can reap the interpersonal uti…
Emotion suppression and perceptions of interpersonal citizenship behavior
Teammates' perceptions of person‐focused interpersonal citizenship behavior (ICB) are important for effective teamwork, and a member's emotion suppression may critically influence others' respective perceptions. The existing research is inconclusive, however, whether emotion suppression is helpful or harmful in this regard. This ambiguity hampers our understanding of the development of ICB perceptions within work teams, and it creates uncertainty…
What if my coworker builds a better LMX? The roles of envy and coworker pride for the relationships of LMX social comparison with learning and undermining
Although the extant literature has demonstrated the benefits of building a higher leader–member exchange (LMX) relationship with a leader, it has overlooked the efforts by lower LMX employees to leverage the difference from higher LMX coworkers. Integrating social comparison theory and EASI theory, we contend that lower LMX social comparison (LMXSC) is associated with positive (self‐improving) and negative (undermining) behavior via different emo…
Examining the interpersonal process and consequence of leader–member exchange comparison
Individuals are always sensitive to their relative standing in interpersonal comparison processes of leader–member exchanges (LMXs) in teams. Little research, however, has investigated whether coworkers with a higher LMX influence the emotional and behavioral reactions of individuals with a lower LMX in different dyads. Drawing on social comparison theory and the symbolic model of procedural justice (PJ) climate, we conducted 2 independent studie…
Supervisors' emotional exhaustion and abusive supervision
Drawing from conservation of resources theory, this study aims to create new knowledge on the antecedents of abusive supervision. Results across 2 independent field studies within a manufacturing context (Study 1) and a customer service context (Study 2) consistently demonstrated a 3-way interaction pattern, such that supervisors' experiences of emotional exhaustion, perceived subordinate performance, and self-monitoring were jointly associated w…
The Janus face of paternalistic leaders
We investigated how the two components of paternalistic leadership, namely authoritarianism and benevolence, jointly influenced work performance through their impacts on organization‐based self‐esteem (OBSE). Using a sample of 686 supervisor–subordinate dyads collected from a manufacturing firm in the People's Republic of China, we found that OBSE mediated the negative relationship between authoritarian leadership on one hand and subordinate task…
Abusive supervision and work behaviors
We investigated the mediating role of the leader–member exchange (LMX) in the association of abusive supervision and employee work behaviors (task performance and organizational citizenship behaviors toward the organization and individuals). Using data collected from 366 supervisor–subordinate dyads, we found that LMX fully mediated the negative effects of abusive supervision on all three work behaviors. In addition, we conducted a supplementary …
Mind over Body? The Combined Effect of Objective Body Weight, Perceived Body Weight, and Gender on Illness-Related Absenteeism
Emotional exhaustion and job performance
In a field study among 241 shop assistants and their 59 supervisors in fashion chain stores in Mainland China and Hong Kong, we found a negative relationship between emotional exhaustion and four indicators of job performance (overall performance, emotional display, OCB‐O, and OCB‐I) when employees perceived high levels of distributive justice in the exchange relationship with the organization, whereas emotional exhaustion was unrelated to any of…
Abusive supervision and work behaviors
We investigated the mediating role of the leader–member exchange (LMX) in the association of abusive supervision and employee work behaviors (task performance and organizational citizenship behaviors toward the organization and individuals). Using data collected from 366 supervisor–subordinate dyads, we found that LMX fully mediated the negative effects of abusive supervision on all three work behaviors. In addition, we conducted a supplementary …
The Janus face of paternalistic leaders
We investigated how the two components of paternalistic leadership, namely authoritarianism and benevolence, jointly influenced work performance through their impacts on organization‐based self‐esteem (OBSE). Using a sample of 686 supervisor–subordinate dyads collected from a manufacturing firm in the People's Republic of China, we found that OBSE mediated the negative relationship between authoritarian leadership on one hand and subordinate task…
Emotional exhaustion and job performance
In a field study among 241 shop assistants and their 59 supervisors in fashion chain stores in Mainland China and Hong Kong, we found a negative relationship between emotional exhaustion and four indicators of job performance (overall performance, emotional display, OCB‐O, and OCB‐I) when employees perceived high levels of distributive justice in the exchange relationship with the organization, whereas emotional exhaustion was unrelated to any of…
Examining the interpersonal process and consequence of leader–member exchange comparison
Individuals are always sensitive to their relative standing in interpersonal comparison processes of leader–member exchanges (LMXs) in teams. Little research, however, has investigated whether coworkers with a higher LMX influence the emotional and behavioral reactions of individuals with a lower LMX in different dyads. Drawing on social comparison theory and the symbolic model of procedural justice (PJ) climate, we conducted 2 independent studie…
Supervisors' emotional exhaustion and abusive supervision
Drawing from conservation of resources theory, this study aims to create new knowledge on the antecedents of abusive supervision. Results across 2 independent field studies within a manufacturing context (Study 1) and a customer service context (Study 2) consistently demonstrated a 3-way interaction pattern, such that supervisors' experiences of emotional exhaustion, perceived subordinate performance, and self-monitoring were jointly associated w…
What if my coworker builds a better LMX? The roles of envy and coworker pride for the relationships of LMX social comparison with learning and undermining
Although the extant literature has demonstrated the benefits of building a higher leader–member exchange (LMX) relationship with a leader, it has overlooked the efforts by lower LMX employees to leverage the difference from higher LMX coworkers. Integrating social comparison theory and EASI theory, we contend that lower LMX social comparison (LMXSC) is associated with positive (self‐improving) and negative (undermining) behavior via different emo…
Formal supervisors' role in stimulating team members' informal leader emergence
Teams can benefit markedly when formal supervisors stimulate their individual members' emergence as informal leaders. Combining insights from informal leadership research and social learning theory, we cast supervisors' role modeling of initiating structure and consideration behaviors as seemingly straightforward means of achieving this—but we suggest that the success of such role modeling critically hinges on supervisors' as well as members' sta…
Emotion suppression and perceptions of interpersonal citizenship behavior
Teammates' perceptions of person‐focused interpersonal citizenship behavior (ICB) are important for effective teamwork, and a member's emotion suppression may critically influence others' respective perceptions. The existing research is inconclusive, however, whether emotion suppression is helpful or harmful in this regard. This ambiguity hampers our understanding of the development of ICB perceptions within work teams, and it creates uncertainty…
Emotional exhaustion and job performance
In a field study among 241 shop assistants and their 59 supervisors in fashion chain stores in Mainland China and Hong Kong, we found a negative relationship between emotional exhaustion and four indicators of job performance (overall performance, emotional display, OCB‐O, and OCB‐I) when employees perceived high levels of distributive justice in the exchange relationship with the organization, whereas emotional exhaustion was unrelated to any of…
Mind over Body? The Combined Effect of Objective Body Weight, Perceived Body Weight, and Gender on Illness-Related Absenteeism
Abusive supervision and work behaviors
We investigated the mediating role of the leader–member exchange (LMX) in the association of abusive supervision and employee work behaviors (task performance and organizational citizenship behaviors toward the organization and individuals). Using data collected from 366 supervisor–subordinate dyads, we found that LMX fully mediated the negative effects of abusive supervision on all three work behaviors. In addition, we conducted a supplementary …
The Janus face of paternalistic leaders
We investigated how the two components of paternalistic leadership, namely authoritarianism and benevolence, jointly influenced work performance through their impacts on organization‐based self‐esteem (OBSE). Using a sample of 686 supervisor–subordinate dyads collected from a manufacturing firm in the People's Republic of China, we found that OBSE mediated the negative relationship between authoritarian leadership on one hand and subordinate task…
Supervisors' emotional exhaustion and abusive supervision
Drawing from conservation of resources theory, this study aims to create new knowledge on the antecedents of abusive supervision. Results across 2 independent field studies within a manufacturing context (Study 1) and a customer service context (Study 2) consistently demonstrated a 3-way interaction pattern, such that supervisors' experiences of emotional exhaustion, perceived subordinate performance, and self-monitoring were jointly associated w…
Examining the interpersonal process and consequence of leader–member exchange comparison
Individuals are always sensitive to their relative standing in interpersonal comparison processes of leader–member exchanges (LMXs) in teams. Little research, however, has investigated whether coworkers with a higher LMX influence the emotional and behavioral reactions of individuals with a lower LMX in different dyads. Drawing on social comparison theory and the symbolic model of procedural justice (PJ) climate, we conducted 2 independent studie…
Formal supervisors' role in stimulating team members' informal leader emergence
Teams can benefit markedly when formal supervisors stimulate their individual members' emergence as informal leaders. Combining insights from informal leadership research and social learning theory, we cast supervisors' role modeling of initiating structure and consideration behaviors as seemingly straightforward means of achieving this—but we suggest that the success of such role modeling critically hinges on supervisors' as well as members' sta…
Anger displays and integrative behavior among work dyads in teams
Anger has often been portrayed as a destructive social emotion in the literature. However, research conducted with a social functional approach has also revealed the functionality of anger and called for a shift toward understanding the conditions in which anger can have interpersonal utility at work. Given the complicated role and inevitability of anger in work teams, it is important to understand when team members can reap the interpersonal uti…
Emotion suppression and perceptions of interpersonal citizenship behavior
Teammates' perceptions of person‐focused interpersonal citizenship behavior (ICB) are important for effective teamwork, and a member's emotion suppression may critically influence others' respective perceptions. The existing research is inconclusive, however, whether emotion suppression is helpful or harmful in this regard. This ambiguity hampers our understanding of the development of ICB perceptions within work teams, and it creates uncertainty…
What if my coworker builds a better LMX? The roles of envy and coworker pride for the relationships of LMX social comparison with learning and undermining
Although the extant literature has demonstrated the benefits of building a higher leader–member exchange (LMX) relationship with a leader, it has overlooked the efforts by lower LMX employees to leverage the difference from higher LMX coworkers. Integrating social comparison theory and EASI theory, we contend that lower LMX social comparison (LMXSC) is associated with positive (self‐improving) and negative (undermining) behavior via different emo…
Psychology (10 works) · Social Psychology (10 works) · Social Psychology (10 works) · Job Satisfaction and Organizational Behavior (9 works) · Supervisor (5 works) · Clinical Psychology (3 works) · Clinical Psychology (3 works) · Emotions and Moral Behavior (3 works) · Interpersonal communication (3 works) · Management (3 works)