How is leadership maintained? A longitudinal mediation model linking informal leadership to upward voice through peer advice seeking.

Whereas scholars have identified individual antecedents of emerging as an informal leader among one's peers, our research seeks to understand how established informal leaders maintain their leadership status. Guided by principles from expectation states theory, we predict that being seen as an informal leader in a workgroup motivates other members to seek one out for work-related advice and, accordingly, facilitates the informal leader's engaging in upward voice directed toward the formal leader. Upward influence on behalf of the group may, in turn, reinforce leadership status among peers. Cross-lagged panel analysis of four-wave survey responses from 375 employees in 63 duty-free shops supported our hypotheses. Advice network centrality partially mediated the positive relationship between informal leadership and supervisor ratings of upward voice. The time-lagged effect of informal leadership on peer advice seeking was stronger among employees in a more central position of the friendship network. However, the theorized effect of upward voice on subsequent informal leadership received more limited support. Our research identifies a mechanism that stabilizes workgroup leadership structure. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

Changing experiences of work dirtiness, occupational disidentification, and employee withdrawal.

Research and theory concerning "dirty work" has largely focused on how employees cope with stable features of their jobs. From a study of employees' experiences across 6 weekly repeated measurements, we found that within-person increases in experienced dirtiness were positively related to their withdrawal behaviors and job change propensity indirectly through occupational disidentification. Assessed at the between-subjects level, team-oriented leadership moderated the indirect within-person effects of work dirtiness experiences on these outcomes. The relationships between elevations in experienced work dirtiness and occupational disidentification were more strongly positive at lower levels of team-oriented leadership. Analyses also showed that individuals' perceptions of occupational stigma independently moderated the within-person relationship between experienced dirtiness and occupational disidentification. We discuss theoretical implications for the literature on dirty work and practical implications for mitigating the adverse outcomes associated with experienced work dirtiness. (PsycINFO Database Record (c) 2018 APA, all rights reserved).

Transforming followers' value internalization and role self-efficacy: Dual processes promoting performance and peer norm-enforcement.

We develop a model in which transformational leadership bolsters followers' internalization of core organizational values, which in turn influences their performance and willingness to report peers' transgressions. The model also specifies a distinct process wherein transformational leadership enhances follower performance by promoting followers' role self-efficacy. We tested the model on 2 large units (i.e., companies) of soldiers undergoing training and socialization. The study bracketed changes in soldiers' internalization of the organizational values and role self-efficacy over a 14-week period. The results support the widely held but empirically unestablished views that transformational leadership promotes change in value internalization and that this partially explains its influence on follower performance. Findings also indicate a distinct intervening process through which transformational leadership promotes performance by enhancing followers' beliefs in their own capabilities (i.e., self-efficacy). This research thus shows that 2 key processes both contribute to the understanding of how transformational leadership transforms followers and influences their behavior.

The role of peer respect in linking abusive supervision to follower outcomes: Dual moderation of group potency.

We develop a model in which abusive supervision undermines individuals' perceptions of the level of respect they are accorded by their group peers, which in turn reduces their performance and disconnects them psychologically from the organization. High group potency strengthens each of these connections. We studied the theorized relationships across 3 periods during a 10-week residential organizational entry program. Group potency, representing shared group perceptions, moderated relationships at the individual level. These included the negative relationship between abusive supervision (Time 1) and perceived peer respect (Time 2) and the relationship between perceived peer respect and organizational commitment, organizational identification, and turnover intention (Time 3). We found stronger relationships between abusive supervision and perceived peer respect--and between peer respect and the attitudinal outcomes and turnover intention--among groups with higher potency. Perceived peer respect was also positively related to followers' task performance. We discuss implications of the conceptual framework and findings for future research and theory development concerning how groups and individuals respond to abusive supervision and to treatment by their peers.

When confidence comes and goes: How variation in self-efficacy moderates stressor-strain relationships.

Inconsistent published findings regarding a proposed buffering role of self-efficacy in stress coping led us to develop a model in which within-person variability in self-efficacy over time affects how individuals' mean levels of self-efficacy moderate the relationship between demands and psychological symptoms. Results from two independent samples (manufacturing workers and college students) supported the hypothesized interaction between demands, self-efficacy mean level, and self-efficacy variability. Demands were more positively associated with psychological strain among those with high and stable self-efficacy than those with high and variable self-efficacy. We discuss the implications of intrapersonal variability in self-efficacy for research on stress coping.

Joint influences of individual and work unit abusive supervision on ethical intentions and behaviors: a moderated mediation model.

We develop and test a model based on social cognitive theory (Bandura, 1991) that links abusive supervision to followers' ethical intentions and behaviors. Results from a sample of 2,572 military members show that abusive supervision was negatively related to followers' moral courage and their identification with the organization's core values. In addition, work unit contexts with varying degrees of abusive supervision, reflected by the average level of abusive supervision reported by unit members, moderated relationships between the level of abusive supervision personally experienced by individuals and both their moral courage and their identification with organizational values. Moral courage and identification with organizational values accounted for the relationship between abusive supervision and followers' ethical intentions and unethical behaviors. These findings suggest that abusive supervision may undermine moral agency and that being personally abused is not required for abusive supervision to negatively influence ethical outcomes.