Personality and Mind-Wandering Self-Perception: The Role of Meta-Awareness.

Mind-wandering is a psychological process involving the emergence of spontaneous thoughts in daily life. Research has shown that mind-wandering influences diverse psychological outcomes; however, less is known about possible individual differences that may drive mind-wandering. In this study, we argue that personality traits, expressed in neuroticism and openness to experience, may lead to the individual's self-perception of their mind-wandering activity, due to meta-awareness processes. In a three-wave survey study with 273 college students, we gathered data which supported a positive association of both neuroticism and openness to experience with mind-wandering self-perception, mediated by the individual's meta-awareness. Thus, this study contributes to the literature on spontaneous thinking by showing that mind-wandering processes may be a function of individual differences expressed in personality traits.

The Emotion Regulation Roots of Job Satisfaction.

Job satisfaction is a core variable in the study and practice of organizational psychology because of its implications for desirable work outcomes. Knowledge of its antecedents is abundant and informative, but there are still psychological processes underlying job satisfaction that have not received complete attention. This is the case of employee emotion regulation. In this study, we argue that employees' behaviors directed to manage their affective states participate in their level of job satisfaction and hypothesize that employee affect-improving and -worsening emotion regulation behaviors increase and decrease, respectively, job satisfaction, through the experience of positive and negative affect. Using a diary study with a sample of professionals from diverse jobs and organizations, for the most part, the mediational hypotheses were supported by the results albeit a more complex relationship was found in the case of affect worsening emotion regulation. This study contributes to expanding the job satisfaction and emotion regulation literatures and informs practitioners in people management in organizations about another route to foster and sustain positive attitudes at work.

Emotion Regulation, Positive Affect, and Promotive Voice Behavior at Work.

Promotive voice is an essential behavior in today's organizations to facilitate improvements and make constructive changes in the way that work is conducted. Expanding previous research on the individual drivers of voice behavior in organizations, and drawing on theory about emotion regulation, I propose that speaking out with ideas at work is a function of employee emotion regulation and positive affect. Accordingly, results of a weekly diary study, conducted with professionals from diverse organizations and industries, showed that employees using emotion regulation strategies to improve their feelings increase the experience of positive affect at work, while behaviors oriented to worsen their own feelings were negatively related to the same outcome. Positive affect, in turn, increases the likelihood of promotive voice behavior. These results contribute to the voice behavior literature by showing that emotion regulation is an individual factor that participates in the construction of positive affective experiences, which is in turn conducive to speaking out with ideas for improvements and changes at work. Furthermore, these findings inform organizational practitioners about the value of training emotion regulation strategies to improve organizational effectiveness.

Leader Affective Presence and Feedback in Teams.

Affective Presence refers to the consistent and stable feelings that an individual tends to leave in their interaction partners. Expanding previous research on the application of affective presence to individuals in the role of leaders in teams, in this study, I examine whether leaders' feedback behavior is related to the emergence of their affective presence. Using a multisource survey design with a sample of employees from a technology organization, as expected, results indicated that leader feedback behavior directed to the characteristics that team members should ideally have to perform well (ought self feedback) is positively related to leaders' positive affective presence. In contrast, feedback directed to compare team members' performance with other team members' performance (normative cues feedback) is positively associated with leaders' negative affective presence. As such, the study contributes to having an understanding of the etiology of affective presence in the context of teams, also informing organizational practitioners about how to manage leader influences on team members.

Measurement of the Psychosocial Work Environment in Spanish: Validation of the Psychosocial Factors Questionnaire 75 (PSF-Q75) to Capture Demands and Resources at Different Levels of Analysis.

The psychological work environment is composed of both stressful and motivational work conditions at different levels of analysis. However, most relevant theory and research lack an integrative conceptualization and appropriate instrumentation to account for this work context structure. These limitations are particularly present in non-mainstream populations, such as the Spanish community of researchers and practitioners. In this study, based on the job demands-resources model, we present an updated conceptualization in which stressful and motivational psychosocial factors are integrated and defined at the job, the group, and the organizational level of analysis into a single conceptualization. Furthermore, derived from this conceptualization, we present a study of the development and validation of a questionnaire to account for the psychosocial work environment in Spanish, labeled Psychosocial Factors Questionnaire 75 (PSF-Q75), which provides measures for 23 different psychosocial factors. The results of this study supported the questionnaire's construct, convergent, divergent, and predictive validity, together with its reliability. Thus, this conceptualization and questionnaire provides researchers and partitioners with a more comprehensive approach to the assessment of the psychosocial work environment and promises benefits for interventions in the workplace.

Does leader-affective presence influence communication of creative ideas within work teams?

Affective presence is a novel, emotion-related personality trait, supported in experimental studies, concerning the extent to which a person makes his or her interaction partners feel the same way (Eisenkraft & Elfenbein, 2010). Applying this concept to an applied teamwork context, we proposed that team-leader-affective presence would influence team members' communication of creative ideas. Multilevel modeling analysis of data from a survey study conducted with teams from a consultancy firm confirmed that team-leader-affective presence interacted with team-member creative idea generation to predict inhibition of voicing their ideas. Specifically, withholding of ideas was less likely when team members generated creative ideas and their team leader had higher positive affective presence or lower negative affective presence. These findings contribute to emotion research by showing affective presence as a trait with interpersonal meaning, which can shape how cognition is translated into social behavior in applied performance contexts, such as teamwork in organizations. (PsycINFO Database Record

Leader affective presence and innovation in teams.

Affective presence is a novel personality construct that describes the tendency of individuals to make their interaction partners feel similarly positive or negative. We adopt this construct, together with the input-process-output model of teamwork, to understand how team leaders influence team interaction and innovation performance. In 2 multisource studies, based on 350 individuals working in 87 teams of 2 public organizations and 734 individuals working in 69 teams of a private organization, we tested and supported hypotheses that team leader positive affective presence was positively related to team information sharing, whereas team leader negative affective presence was negatively related to the same team process. In turn, team information sharing was positively related to team innovation, mediating the effects of leader affective presence on this team output. The results indicate the value of adopting an interpersonal individual differences approach to understanding how affect-related characteristics of leaders influence interaction processes and complex performance in teams. (PsycINFO Database Record

Negative core affect and employee silence: How differences in activation, cognitive rumination, and problem-solving demands matter.

Employees can help to improve organizational performance by sharing ideas, suggestions, or concerns about practices, but sometimes they keep silent because of the experience of negative affect. Drawing and expanding on this stream of research, this article builds a theoretical rationale based on core affect and cognitive appraisal theories to describe how differences in affect activation and boundary conditions associated with cognitive rumination and cognitive problem-solving demands can explain employee silence. Results of a diary study conducted with professionals from diverse organizations indicated that within-person low-activated negative core affect increased employee silence when, as an invariant factor, cognitive rumination was high. Furthermore, within-person high-activated negative core affect decreased employee silence when, as an invariant factor, cognitive problem-solving demand was high. Thus, organizations should manage conditions to reduce experiences of low-activated negative core affect because these feelings increase silence in individuals high in rumination. In turn, effective management of experiences of high-activated negative core affect can reduce silence for individuals working under high problem-solving demand situations.

Measuring affect at work based on the valence and arousal circumplex model

Affective states have become a central topic of interest in research on organizational behavior. Recently, scholars have been paying more attention to the proposals of the Circumplex Model (Russell, 1980) in order to gain a finer grained understanding of job-related affect. However, the limited availability of well-validated measures to test this model in work settings, particularly in non English-speaking populations, is still a major drawback. Using three samples of English-speaking and Spanish-speaking workers, this article offers the cross-validation of the Multi-Affect Indicator (Warr, 2007) between the original English version and its corresponding translation into Spanish. Multi-group Structural Equation Modeling supported the instrument’s structure and its invariance between the two languages (English: χ2 = 65.56, df = 48, p = .05; RMSEA = .06; CFI = .97; Spanish: χ2 = 68.68, df = 48, p = .03; RMSEA = .05; CFI = .97). Furthermore, Circular Stochastic Modeling supported the theoretically proposed circumplex representation (χ2 = 139.85, df = 51, p < .01; χ2/df = 2.74, RMSEA = .06). Thus, this study offers an instrument that provides a more accurate approximation to affect at work, both in English and in another of the major language communities in the world, the Spanishspeaking population (AU)

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Measuring affect at work based on the valence and arousal circumplex model.

Affective states have become a central topic of interest in research on organizational behavior. Recently, scholars have been paying more attention to the proposals of the Circumplex Model (Russell, 1980) in order to gain a finer grained understanding of job-related affect. However, the limited availability of well-validated measures to test this model in work settings, particularly in non English-speaking populations, is still a major drawback. Using three samples of English-speaking and Spanish-speaking workers, this article offers the cross-validation of the Multi-Affect Indicator (Warr, 2007) between the original English version and its corresponding translation into Spanish. Multi-group Structural Equation Modeling supported the instrument's structure and its invariance between the two languages (English: χ2 = 65.56, df = 48, p = .05; RMSEA = .06; CFI = .97; Spanish: χ2 = 68.68, df = 48, p = .03; RMSEA = .05; CFI = .97). Furthermore, Circular Stochastic Modeling supported the theoretically proposed circumplex representation (χ2 = 139.85, df = 51, p < .01; χ2/df = 2.74, RMSEA = .06). Thus, this study offers an instrument that provides a more accurate approximation to affect at work, both in English and in another of the major language communities in the world, the Spanish-speaking population.