Knowledge based work requires that employees know how to deal with ambiguity and to get ahead of it by being innovative, proactive and risk-taking. These three traits together constitute what is known as employee entrepreneurial behavior (EEB) which is a crucial competence in organizations that operate in dynamic environments. There is however a complex combination of cognitions and metacognitions that effective knowledge workers undertake to make sense of their environment; and these cognitive pathways are not yet fully understood. This is the gap that the current study aims to fill. Data were collected from 285 white collar workers and their supervisors across two sectors, manufacturing and services, in India. This data was modeled with structural equation modeling and hierarchical regression techniques. Leader member exchange and diversity belief are a leader related cognition and social structure-oriented metacognition respectively, that directly predict EEB. A robustness analysis is also conducted to lend credence to these findings. There are practical implications of this research for the cognitive re-design of jobs and for effective supervision strategies for knowledge workers. Future research directions and limitations are elucidated.

/pdf/relational-job-design-based-cognitive-pathways-to-employee-22l6mtqw.pdf

Relational Job Design Based Cognitive Pathways to Employee Entrepreneurial Behaviour

Abstract. The strength of the relation between honesty-humility and Machiavellianism has caused some authors to suggest that the two constructs share common facets. We test this notion in the current article using heterotrait-monotrait (HTMT) ratios. Our sample included 490 participants recruited from Amazon’s Mechanical Turk (MTurk) that completed a self-report survey. The facets of greed-avoidance and desire for status met HTMT ratio cut-offs expected in tests of convergent validity, and the facets of fairness and amorality closely approached these cut-offs. The honesty-humility facet of modesty also demonstrated very strong relations with many Machiavellianism facets, but none strong enough to indicate that the facets converge. These results indicate that honesty-humility and Machiavellianism share facets associated with a (dis)interest in social status and perhaps (dis)honesty. From these findings, we urge future authors to assess the incremental predictive validity of both honesty-humility and Machiavellianism beyond the other, placing a particular focus on outcomes with close associations to unshared facets. We also propose that these results provide insights into a shared conceptual core of honesty-humility and the Dark Triad. Specifically, (dis)interest in social status and (dis)honesty may be the conceptual link between honesty-humility and the Dark Triad, demanding future research on these facets.

Assessing the Shared Facets of Honesty-Humility and Machiavellianism

Abstract. Face masks are an effective method to reduce the spread of COVID-19, but many people are reluctant to wear them. Recent authors have called for studies of personality to determine which people may have particularly negative face mask perceptions and reduced face mask wearing. In the current article, we assess the relation of the Big Five and Dark Triad with face mask perceptions and wearing. We apply a four-wave longitudinal research design collected via MTurk ( n = 209, Mage = 36.97 years, 50% female, 85% American), and we use the eight-dimension Face Mask Perceptions Scale to test mediating mechanisms between personality and behavior. When tested together, conscientiousness, extraversion, and neuroticism did not have notable relations with perceptions or wearing; openness and the Dark Triad had significant relations with face mask perceptions, and agreeableness had significant indirect effects on face mask wearing via perceptions. These results indicate that personality does relate to face mask perceptions and behaviors. We call on future research to conduct facet-level studies of personality with face mask perceptions and behaviors to ascertain the cause of these observed relations, further identify the importance of specific face mask perceptions, and integrate personality into models of health behaviors.

Big Five, Dark Triad, and Face Masks

A doctoral student is one undertaking the highest level of university study, leading to a doctoral qualification (of which the traditional and most common form is the PhD), that typically requires they demonstrate a significant contribution to knowledge and their own preparedness to undertake independent research. Crisis in this entry is taken to be a time of great difficulty or a time when a difficult or important decision must be made. In the context of doctoral students, a crisis often brings a threat to the completion of the doctorate. 

Supporting Doctoral Students in Crisis

Self-sacrificial leadership has generally been studied in terms of its beneficial effects on organizations. However, recent research has challenged this notion by highlighting that leaders’ self-sacrifice can also produce dysfunctional outcomes for leaders and their followers. The present study draws on social identity theory and extends this novel perspective by examining whether self-sacrificial leader behaviors can inadvertently encourage unethical pro-organizational behavior (UPOB) among subordinates. The study further explores the mediating role of organizational identification and the moderating role of followers’ unethical tolerance and ethical organizational climate. Using time-lagged data from 271 employees, results confirm that leaders’ self-sacrifice is indirectly related to UPOB through organizational identification. The indirect relationship gets weakened when followers have low unethical tolerance, and the organizational climate is highly ethical. This study augments our understanding of the antecedents of UPOB and the boundary conditions under which UPOB may be curtailed. Implications for theory and practice are discussed.

How and When Leaders’ Self-Sacrifice Backfires: Examining the Impact on Subordinate Unethical Pro-Organizational Behavior

Humble leadership has generated immense research interest. Yet, little is understood regarding why or when leaders may choose to express humility to their followers. Drawing upon self-determination and signaling theories, this conceptual research seeks to explain why some leaders display humble behaviors toward their followers more than other leaders. Needs for relatedness and competence are proposed as antecedents of humble expressions. Leader optimism is proposed as a moderator of this relationship. I contend leaders sustain expressions of humility to signal their values of relatedness and growth to followers and to encourage humble behaviors among them for mutually beneficial outcomes. Optimism is presented as a contingency variable that may explain additional variance in leader expressions of humility. Theoretical and managerial implications are presented as well as directions for future research.

/pdf/why-and-when-do-leaders-express-humility-leader-expressed-25tg36ex.pdf

Why and When Do Leaders Express Humility? Leader Expressed Humility as Psycho-Social Signaling

Watts et al. (2021) rightly suggest the incorporation of side effects education into organizational interventions courses as well as research methods courses. In addition, I argue that doctoral students need help developing an intellectual mindset in which they consistently question their own preconceptions to overcome inclinations toward confirmation bias. Confirmation bias describes the tendency for individuals to look for, pay more attention to, and remember information that aligns with previously held beliefs (Oswald & Grosjean, 2004). It can influence every part of research from research design and data collection to the review process (Hergovich et al., 2010; King et al., 2018; Masnick & Zimmerman, 2009). Although seasoned experts are less susceptible to confirmation bias because of experience, novices are much more so (Van Ophuysen, 2006) indicating that doctoral education is fertile grounds for sustained change.

Educating future researchers with an eye toward intellectual humility

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Why and When Do Leaders Express Humility? Leader Expressed Humility as Psycho-Social Signaling

Educating future researchers with an eye toward intellectual humility

Assessing the Shared Facets of Honesty-Humility and Machiavellianism