Gilad Chen
Biographic Data
| ID | 6541576 |
|---|---|
| NAME | Gilad Chen |
| GIVEN NAMES | Gilad |
| FAMILY NAME | Chen |
| SIGNATURE | CHEN G |
| AFFILIATIONS | University of Maryland, College Park |
| VERIFIED | No |
| TOTAL WORKS | 14 |
| TOTAL CITATIONS | 24 |
| WORKS AS AUTHOR | 14 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 2001 |
| LATEST PUBLICATION YEAR | 2023 |
| H-INDEX | 2 |
The Future of Motivation in and of Teams
The study of motivation in and of teams has flourished and expanded over the past few decades. We now have a better understanding of core motivational processes at the individual and team levels of analysis, along with cross-level processes through which individuals and teams influence each other. However, societal, cultural, economic, and technological changes have led to new forms of team-based designs and teaming strategies in work organizatio…
To be or not to be consistent? The role of friendship and group‐targeted perspective in managers' allocation decisions
Adopting a justice enactment perspective, we explore managers' consistent versus inconsistent application of existing rules in allocation decisions. We propose that when managers form friendship relationships with their employees, they are likely to experience greater tensions when fulfilling their managerial duties as resource allocators. On the one hand, managers may wish to deviate from the rules to benefit an employee who is also a friend. On…
Understanding and estimating the power to detect cross-level interaction effects in multilevel modeling.
Cross-level interaction effects lie at the heart of multilevel contingency and interactionism theories. Researchers have often lamented the difficulty of finding hypothesized cross-level interactions, and to date there has been no means by which the statistical power of such tests can be evaluated. We develop such a method and report results of a large-scale simulation study, verify its accuracy, and provide evidence regarding the relative import…
Motivating and demotivating forces in teams
Using cross-cultural laboratory and field studies with samples of leaders, employees, and students from the United States and the People's Republic of China, we examined how team-level stimuli, including empowering leadership and relationship conflict, combine to influence individual members' motivational states of psychological empowerment and affective commitment. As predicted, we found that these motivational states are individually and jointl…
The Power of Momentum
This study offers a new theoretical perspective on the unique nature and function of job satisfaction change, or systematic improvement or decline in job satisfaction over time. Using four diverse samples, we show that differences in the extent to which job satisfaction systematically improves or declines account for change in employees' “turnover intentions” left unexplained by absolute (average) levels of job satisfaction. Further, we show that…
Evaluating the core
In 1997, Judge, Locke, and Durham published the core self‐evaluations (CSE) theory proposing that a multidimensional CSE construct, composed of emotional stability, self‐esteem, locus of control, and generalized self‐efficacy, accounts for individual differences in job satisfaction as well as in other organizational behavior outcomes. In this article, I argue that, despite ample evidence in support of the predictive validity of the CSE construct,…
When Does Cross-Cultural Motivation Enhance Expatriate Effectiveness? A Multilevel Investigation of the Moderating Roles of Subsidiary Support and Cultural Distance
Departing from the emphasis on individual-level stress processes in prior expatriate research, we develop a multilevel model of expatriate “cross-cultural motivation and effectiveness” (motivation and effectiveness pertaining to cross-cultural contexts) that incorporates the influences of foreign subsidiary–level attributes. Analyses of multisource and multilevel data collected from 556 expatriates in 31 foreign subsidiaries indicated that expatr…
Individual Power Distance Orientation and Follower Reactions to Transformational Leaders
Using 560 followers and 174 leaders in the People's Republic of China and United States, we found that individual follower's “power distance” orientation and their group's shared perceptions of transformational leadership were positively related to follower's procedural justice perceptions. Power distance orientation also moderated the cross-level relationship that transformational leadership had with procedural justice; the relationship was more…
A multilevel study of leadership, empowerment, and performance in teams.
A multilevel model of leadership, empowerment, and performance was tested using a sample of 62 teams, 445 individual members, 62 team leaders, and 31 external managers from 31 stores of a Fortune 500 company. Leader-member exchange and leadership climate related differently to individual and team empowerment and interacted to influence individual empowerment. Also, several relationships were supported in more but not in less interdependent teams.…
Toward a Systems Theory of Motivated Behavior in Work Teams
General self‐efficacy and self‐esteem
To test whether general self‐efficacy and self‐esteem relate differently to motivational and affective constructs, we collected data from samples in academic and work settings. Results suggest that general self‐efficacy is more highly related to motivational variables than is self‐esteem, whereas self‐esteem is more highly related to affective variables than is general self‐efficacy, as hypothesized. Furthermore, results support the notion that m…
The two faces of transformational leadership
Followers' identification with the leader and the organizational unit, dependence on the leader, and empowerment by the leader are often attributed to transformational leadership in organizations. However, these hypothesized outcomes have received very little attention in empirical studies. Using a sample of 888 bank employees working under 76 branch manages, the authors tested the relationships between transformational leadership and these outco…
The role of different levels of leadership in predicting self- and collective efficacy
This study identified potential discontinuities in the antecedents of efficacy beliefs across levels of analysis, with a particular focus on the role of leadership climate at different organizational levels. Random coefficient modeling analyses conducted on data collected from 2,585 soldiers in 86 combat units confirmed that soldiers' experience, role clarity, and psychological strain predicted self-efficacy to a greater extent than did leadershi…
Validation of a New General Self-Efficacy Scale
Researchers have suggested that general self-efficacy (GSE) can substantially contribute to organizational theory, research, and practice. Unfortunately, the limited construct validity work conducted on commonly used GSE measures has highlighted such potential problems as low content validity and multidimensionality. The authors developed a new GSE (NGSE) scale and compared its psychometric properties and validity to that of the Sherer et al. Gen…
General self‐efficacy and self‐esteem
To test whether general self‐efficacy and self‐esteem relate differently to motivational and affective constructs, we collected data from samples in academic and work settings. Results suggest that general self‐efficacy is more highly related to motivational variables than is self‐esteem, whereas self‐esteem is more highly related to affective variables than is general self‐efficacy, as hypothesized. Furthermore, results support the notion that m…
Evaluating the core
In 1997, Judge, Locke, and Durham published the core self‐evaluations (CSE) theory proposing that a multidimensional CSE construct, composed of emotional stability, self‐esteem, locus of control, and generalized self‐efficacy, accounts for individual differences in job satisfaction as well as in other organizational behavior outcomes. In this article, I argue that, despite ample evidence in support of the predictive validity of the CSE construct,…
Validation of a New General Self-Efficacy Scale
Researchers have suggested that general self-efficacy (GSE) can substantially contribute to organizational theory, research, and practice. Unfortunately, the limited construct validity work conducted on commonly used GSE measures has highlighted such potential problems as low content validity and multidimensionality. The authors developed a new GSE (NGSE) scale and compared its psychometric properties and validity to that of the Sherer et al. Gen…
The role of different levels of leadership in predicting self- and collective efficacy
This study identified potential discontinuities in the antecedents of efficacy beliefs across levels of analysis, with a particular focus on the role of leadership climate at different organizational levels. Random coefficient modeling analyses conducted on data collected from 2,585 soldiers in 86 combat units confirmed that soldiers' experience, role clarity, and psychological strain predicted self-efficacy to a greater extent than did leadershi…
The two faces of transformational leadership
Followers' identification with the leader and the organizational unit, dependence on the leader, and empowerment by the leader are often attributed to transformational leadership in organizations. However, these hypothesized outcomes have received very little attention in empirical studies. Using a sample of 888 bank employees working under 76 branch manages, the authors tested the relationships between transformational leadership and these outco…
General self‐efficacy and self‐esteem
To test whether general self‐efficacy and self‐esteem relate differently to motivational and affective constructs, we collected data from samples in academic and work settings. Results suggest that general self‐efficacy is more highly related to motivational variables than is self‐esteem, whereas self‐esteem is more highly related to affective variables than is general self‐efficacy, as hypothesized. Furthermore, results support the notion that m…
Toward a Systems Theory of Motivated Behavior in Work Teams
A multilevel study of leadership, empowerment, and performance in teams.
A multilevel model of leadership, empowerment, and performance was tested using a sample of 62 teams, 445 individual members, 62 team leaders, and 31 external managers from 31 stores of a Fortune 500 company. Leader-member exchange and leadership climate related differently to individual and team empowerment and interacted to influence individual empowerment. Also, several relationships were supported in more but not in less interdependent teams.…
Individual Power Distance Orientation and Follower Reactions to Transformational Leaders
Using 560 followers and 174 leaders in the People's Republic of China and United States, we found that individual follower's “power distance” orientation and their group's shared perceptions of transformational leadership were positively related to follower's procedural justice perceptions. Power distance orientation also moderated the cross-level relationship that transformational leadership had with procedural justice; the relationship was more…
When Does Cross-Cultural Motivation Enhance Expatriate Effectiveness? A Multilevel Investigation of the Moderating Roles of Subsidiary Support and Cultural Distance
Departing from the emphasis on individual-level stress processes in prior expatriate research, we develop a multilevel model of expatriate “cross-cultural motivation and effectiveness” (motivation and effectiveness pertaining to cross-cultural contexts) that incorporates the influences of foreign subsidiary–level attributes. Analyses of multisource and multilevel data collected from 556 expatriates in 31 foreign subsidiaries indicated that expatr…
Motivating and demotivating forces in teams
Using cross-cultural laboratory and field studies with samples of leaders, employees, and students from the United States and the People's Republic of China, we examined how team-level stimuli, including empowering leadership and relationship conflict, combine to influence individual members' motivational states of psychological empowerment and affective commitment. As predicted, we found that these motivational states are individually and jointl…
The Power of Momentum
This study offers a new theoretical perspective on the unique nature and function of job satisfaction change, or systematic improvement or decline in job satisfaction over time. Using four diverse samples, we show that differences in the extent to which job satisfaction systematically improves or declines account for change in employees' “turnover intentions” left unexplained by absolute (average) levels of job satisfaction. Further, we show that…
Evaluating the core
In 1997, Judge, Locke, and Durham published the core self‐evaluations (CSE) theory proposing that a multidimensional CSE construct, composed of emotional stability, self‐esteem, locus of control, and generalized self‐efficacy, accounts for individual differences in job satisfaction as well as in other organizational behavior outcomes. In this article, I argue that, despite ample evidence in support of the predictive validity of the CSE construct,…
Understanding and estimating the power to detect cross-level interaction effects in multilevel modeling.
Cross-level interaction effects lie at the heart of multilevel contingency and interactionism theories. Researchers have often lamented the difficulty of finding hypothesized cross-level interactions, and to date there has been no means by which the statistical power of such tests can be evaluated. We develop such a method and report results of a large-scale simulation study, verify its accuracy, and provide evidence regarding the relative import…
To be or not to be consistent? The role of friendship and group‐targeted perspective in managers' allocation decisions
Adopting a justice enactment perspective, we explore managers' consistent versus inconsistent application of existing rules in allocation decisions. We propose that when managers form friendship relationships with their employees, they are likely to experience greater tensions when fulfilling their managerial duties as resource allocators. On the one hand, managers may wish to deviate from the rules to benefit an employee who is also a friend. On…
The Future of Motivation in and of Teams
The study of motivation in and of teams has flourished and expanded over the past few decades. We now have a better understanding of core motivational processes at the individual and team levels of analysis, along with cross-level processes through which individuals and teams influence each other. However, societal, cultural, economic, and technological changes have led to new forms of team-based designs and teaming strategies in work organizatio…
Psychology (14 works) · Job Satisfaction and Organizational Behavior (12 works) · Social Psychology (12 works) · Political science (7 works) · Computer Science (6 works) · Cultural Differences and Values (4 works) · Multilevel model (4 works) · Statistics (4 works) · Team Dynamics and Performance (4 works) · Empowerment (3 works)