Power that Builds Others and Power that Breaks: Effects of Power and Humility on Altruism and Incivility in Female Employees.

Building on the approach/inhibition theory of power and the situated focus theory of power, we examine the roles of positional and personal power on altruism and incivility in workplace dyads. Results from a field study in daycare centers showed that legitimate power (a dimension of positional power) was positively associated with incivility. In contrast, personal power-referent power and expert power-was positively associated altruism and was negatively associated with incivility. Referent power was a stronger predictor of both altruism and incivility for individuals with low humility than those with high humility. Coercive power was a stronger predictor of incivility for individuals with high humility than those with low humility.

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.

Creative self-efficacy development and creative performance over time.

Building from an established framework of self-efficacy development, this study provides a longitudinal examination of the development of creative self-efficacy in an ongoing work context. Results show that increases in employee creative role identity and perceived creative expectation from supervisors over a 6-month time period were associated with enhanced sense of employee capacity for creative work. Contrary to what was expected, employees who experienced increased requirements for creativity in their jobs actually reported a decreased sense of efficaciousness for creative work. Results show that increases in creative self-efficacy corresponded with increases in creative performance as well.

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.

Accounting for subordinate perceptions of supervisor power: an identity-dependence model.

The authors present a model that explains how subordinates perceive the power of their supervisors and the causal mechanisms by which these perceptions translate into subordinate outcomes. Drawing on identity and resource-dependence theories, the authors propose that supervisors have power over their subordinates when they control resources needed for the subordinates' enactment and maintenance of current and desired identities. The joint effect of perceptions of supervisor power and supervisor intentions to provide such resources leads to 4 conditions ranging from highly functional to highly dysfunctional: confirmation, hope, apathy, and progressive withdrawal. Each of these conditions is associated with specific outcomes such as the quality of the supervisor-subordinate relationship, turnover, and changes in the type and centrality of various subordinate identities.