Psychological Ownership: An Empirical Examination of its Consequences

Analysis of data from 797 residents of university housing cooperatives demonstrated that psychological ownership was positively related to extrarole behavior. In addition, mediated regression analysis supported the hypothesis that the relationship between psychological ownership and extrarole behavior was mediated by organizational commitment. Furthermore, psychological ownership was superior to satisfaction in predicting extrarole behavior. The article concludes with a discussion of potential managerial implications and recommendations for future research.

Personality Correlates of the Four-Factor Model of Cultural Intelligence

We examine relationships between Big Five personality and the four-factor model of cultural intelligence (CQ)—metacognitive CQ, cognitive CQ, motivational CQ, and behavioral CQ. Hierarchical regression analyses conducted on data from 338 business undergraduates—after controlling for age, gender, and years of experience in interacting with people from other cultures—show significant links between (a) conscientiousness and metacognitive CQ; (b) agreeableness and emotional stability with behavioral CQ; (c) extra version with cognitive, motivational, and behavioral CQ; and (d) openness with all four factors of CQ. The intriguing finding of this study is that openness was the only Big Five that was significantly related to all four aspects of CQ. This differs from prior research on openness that found few significant relationships. Our results show that openness to experience is a crucial personality characteristic that is related to a person’s capability to function effectively in diverse cultural settings (CQ).

Antecedents and Performance Consequences of Helping Behavior in Work Groups

Our study examines two models of helping behavior in work groups. Our first model is a cross-level model and predicts that group-level cohesion, cooperative norms, and task conflict are related to individual helping behavior (peer-rated). Results support our hypotheses and further demonstrate that of the three group characteristics, cooperative norms have the strongest relationship with individual helping behavior. Our second model is a group-level model and examines the relationships among configural conceptualizations of group-level helping and group performance in conjunctive tasks. Results demonstrate that the least and the most helpful members in the group influence group performance in interesting ways. We conclude by discussing implications of our findings for practice and future research.

Does It Matter How I Say It?

We conducted an experiment to examine the effect of how subordinates present ideas (constructive vs. complaining form) on supervisor (receiver) responses (perceptions of subordinate intrusiveness and of overall performance). We demonstrated a joint effect of subordinate idea presentation (manipulated) and supervisor dogmatism (measured) such that supervisors with high levels of dogmatism rated subordinates who presented voice constructively as more intrusive and lower in performance than those with low dogmatism. Supervisor perspective taking mediated these relationships. Our findings highlight the importance of presenting ideas in a constructive form to receivers with low levels of dogmatism.

Cultural Intelligence: Its Measurement and Effects on Cultural Judgment and Decision Making, Cultural Adaptation and Task Performance

We enhance the theoretical precision of cultural intelligence (CQ: capability to function effectively in culturally diverse settings) by developing and testing a model that posits differential relationships between the four CQ, dimensions (metacognitive, cognitive, motivational and behavioural) and three intercultural effectiveness outcomes (cultural judgment and decision making, cultural adaptation and task performance in culturally diverse settings). Before testing the model, we describe development and cross-validation (N = 1,360) of the multidimensional cultural intelligence scale (CQS) across samples, time and country. We then describe three substantive studies (N = 794) in field and educational development settings across two national contexts, the USA and Singapore. The results demonstrate a consistent pattern of relationships where metacognitive CQ and cognitive CQ predicted cultural judgment and decision making; motivational CQ and behavioural CQ predicted cultural adaptation; and metacognitive CQ and behavioural CQ predicted task performance. We discuss theoretical and practical implications of our model and findings.

Are Good Citizens Good Transformational Leaders as Well? An Employee-Centric Perspective on Transformational Leadership

Research has demonstrated robust positive relationships between transformational leadership and employee attitudes and behaviors. To date, the preponderance of the literature has been leader-centric and focused on individuals who are already in leader roles. In this article, we adopt an employee-centric perspective and focus on behaviors of professionals who are not in formal leader roles. Specifically, we apply evolutionary theory as a theoretical lens for proposing that those who perform organizational citizenship behaviors (OCBs) will be seen as transformational leaders. We hypothesize linkages between four types of OCBs and four dimensions of transformational leadership. Multi-source field sample results based on more than 1,000 participants provide general support for the predictions. We discuss theoretical and practical implications.

Putting judging situations into situational judgment tests: evidence from intercultural multimedia SJTs

Although the term situational judgment test (SJT) implies judging situations, existing SJTs focus more on judging the effectiveness of different response options (i.e., response judgment) and less on how people perceive and interpret situations (i.e., situational judgment). We expand the traditional SJT paradigm and propose that adding explicit assessments of situational judgment to SJTs will provide incremental information beyond that provided by response judgment. We test this hypothesis across 4 studies using intercultural multimedia SJTs. Study 1 uses verbal protocol analysis to discover the situational judgments people make when responding to SJT items. Study 2 shows situational judgment predicts time-lagged, peer-rated task performance and interpersonal citizenship among undergraduate seniors over and above response judgment and other established predictors. Study 3 shows providing situational judgment did not affect the predictive validity of response judgment. Study 4 replicates Study 2 in a working adult sample. We discuss implications for SJT theory as well as the practical implications of putting judging situations back into SJTs.

The contextualized self: how team-member exchange leads to coworker identification and helping OCB

This article develops the argument that team-member exchange (TMX) relationships operate at both between- and within-group levels of analysis to influence an employee's sense of identification with coworkers in the group and their helping organizational citizenship behavior (OCB) directed at coworkers. Specifically, we propose that relatively higher quality TMX relationships of an employee as compared with other members of the group influence an employee's sense of positive uniqueness, whereas higher average level of TMX quality in the group creates a greater sense of belonging. Multilevel modeling analysis of field data from 236 bank managers and their subordinates supports the hypotheses and demonstrates 3 key findings. First, team members identify more with their coworkers when they have high relative TMX quality compared with other group members and are also embedded in groups with higher average TMX. Second, identification with coworkers is positively related to helping OCB directed toward team members. Finally, identification with coworkers mediates the interactive effect of relative TMX quality and group average TMX quality on helping. When TMX group relations allow individuals to feel a valued part of the group, but still unique, they engage in higher levels of helping. Overall moderated mediation analysis demonstrates that the mediated relationship linking relative TMX quality with helping OCB via identification with coworkers is stronger when group average TMX is high, but not present when group average TMX is low. We discuss theoretical and practical implications and recommend future research on multilevel conceptualizations of TMX.

Employees’ Social Context and Change-Oriented Citizenship

Change-oriented citizenship depends on support received from employees’ social context. Meta-analytic tests based on 131 independent samples and 38,409 employees confirmed positive relationships between leader, coworker, and organizational support and change-oriented citizenship, even after accounting for employees’ attitudes and intentions (i.e., job satisfaction, organizational commitment, and intention to quit). Moderator analyses indicated that specific coworker and organizational support had stronger relationships with change-oriented citizenship than generic support. In contrast, specific and generic leader support were equally important predictors of change-oriented citizenship.

The idealized self and the situated self as predictors of employee work behaviors

This article presents a model integrating research on idealized and situated selves. Our key premise is that identity-relevant behaviors are most likely to occur in the workplace when identities are psychologically central and activating forces make those identities salient. Analysis of matched data from 278 employees, supervisors, and organizational records generally supported our model. Helping identity and industrious work identity were positively associated with related role behaviors only when time-based occupancy in the role of organization member was high. Industrious work identity was positively associated with role behaviors only when reflected appraisals from coworkers were consistent with that identity. In contrast, reflected appraisal of helping identity had an independent relationship with identity-relevant role behaviors. Results demonstrate the importance of theory linking the idealized self and the situated self to understanding identity relations with work performances.

The joint effects of personality and workplace social exchange relationships in predicting task performance and citizenship performance

This field study examines the joint effects of social exchange relationships at work (leader-member exchange and team-member exchange) and employee personality (conscientiousness and agreeableness) in predicting task performance and citizenship performance. Consistent with trait activation theory, matched data on 230 employees, their coworkers, and their supervisors demonstrated interactions in which high quality social exchange relationships weakened the positive relationships between personality and performance. Results demonstrate the benefits of consonant predictions in which predictors and outcomes are matched on the basis of specific targets. We discuss theoretical and practical implications.

Personality, biographical characteristics, and job interview success: A longitudinal study of the mediating effects of interviewing self-efficacy and the moderating effects of internal locus of causality

In this study, the authors developed and tested a model of performance in job interviews that examines the mediating role of interviewing self-efficacy (I-SE; job applicants' beliefs about their interviewing capabilities) in linking personality and biographical background with interview success and the moderating role of locus of causality attributions in influencing the relationship between interview success and subsequent I-SE. The authors tested their model (over 5 months' duration) with matched data from 229 graduating seniors, firms, and university records. Hierarchical regression analyses demonstrated I-SE mediated the effects of Extraversion, Conscientiousness, and leadership experience on interview success. Locus of causality attributions for interview outcomes moderated the relationship between interview success and subsequent I-SE. Theoretical and practical implications are discussed.

Individualism-Collectivism as a Boundary Condition for Effectiveness of Minority Influence in Decision Making

Results of this experiment demonstrate that individualists and collectivists react differently to minority influence. Based on the distinction between objectivity and preference norms in the minority influence literature, we hypothesize that individualism and collectivism influence (A) responses to minority influence (focusing on the target of influence) and (B) effectiveness of minority influence (focusing on the influence agent). Our results replicate past research and demonstrate improved decision quality for individuals exposed to a minority perspective. Moreover, minority influence targets with high horizontal individualism and low horizontal collectivism made higher quality decisions. Influence targets with high vertical collectivism demonstrated higher quality decisions when the influence agent held a high status position in the group. Results also demonstrate that influence agents with high vertical individualism experienced less role stress than those with low vertical individualism. Finally, influence agents with low role stress were more effective in influencing the decision making of others. We discuss our findings in terms of boundary conditions to the minority influence process. Copyright 2000 Academic Press.