Going the extra mile for patients: Service-oriented high-performance work systems drive nurses' job crafting and extra-role service behaviour.

AIM: This study intends to investigate whether, how and when service-oriented high-performance work systems (SHPWSs) drive nurses' extra-role service behaviour. DESIGN: This was a quantitative cross-sectional study conducted with matched nurse-patient participants. METHOD: We tested hypotheses using data from 284 nurses and their matched 566 patients. The data were collected in 2019. We conducted a set of hierarchical regression analyses to test our hypotheses. RESULTS: The results showed that SHPWSs have a positive impact on job crafting, which, in turn, mediates the link between SHPWSs and extra-role service behaviours. Additionally, the influence of professional identification moderates these relationships. Specifically, SHPWSs are significantly and positively associated with job crafting among highly professionally identified nurses. The indirect effect is significantly positive when nurses strongly identify with their profession but not significant when their professional identification is low. CONCLUSION: The results indicated that SHPWSs can elicit job crafting among higher professional identifiers, which further increases extra-role service behaviours towards patients. IMPACT: Our research emphasizes the significance of HRM themes in the healthcare service industry and their direct impact on healthcare personnel. Shifting from a management-centric to an individual-centric perspective, we focus on the proactive role of nurses. Furthermore, this study enhances the understanding of the boundary conditions for the effectiveness of SHPWSs. PATIENT OR PUBLIC CONTRIBUTION: Nurses and their mated patients from a Chinese hospital contributed to this study by completing the survey.

Coping with Workplace Incivility in Hospital Teams: How Does Team Mindfulness Influence Prevention- and Promotion-Focused Emotional Coping?

Incivility is a growing concern for researchers and practitioners alike, yet we know little about how the team context is related to the way that employees respond to it. In this study, we examined the role of team mindfulness and its direct and buffering effects on individual-level promotion- and prevention-focused emotional coping. We also examined how these forms of coping were related to individual work engagement. In a temporally lagged study of 73 hospital teams (involving 440 team members), multi-level analyses showed that team mindfulness was directly negatively associated with individual-level prevention-focused emotional coping (behavioral disengagement, denial, and venting); however, it was not positively related to individual-level promotion-focused forms of coping (positive reframing and acceptance). In addition, a cross-level interaction effect was identified whereby team mindfulness reduced the positive relationship between incivility and venting, meaning there was less individual-level venting following incivility in the context of higher team mindfulness. These findings may have implications for work engagement, which was shown to be negatively related to venting and behavioral disengagement. Our findings are useful for managers of teams that regularly experience customer incivility as it uncovers how they can develop a team context that discourages ineffective coping responses.

How LMX Differentiation Attenuates the Influence of Ethical Leadership on Workplace Deviance: The Mediating Role of Psychological Empowerment.

The previous research has mostly proposed that ethical leadership contributed to less deviant behavior; however, recent studies found that this relationship might not always be significant. Therefore, a deeper and more nuanced investigation of how and when ethical leadership influences deviant behavior is highly warranted. In the present research, drawing on social learning theory as our overarching theoretical framework, we posited that high level of LMX differentiation will impede the effect of ethical leadership on employee deviant behavior, and thus, ethical leadership could reduce employees' deviant behavior in teams with lower LMX differentiation rather than high LMX differentiation. Furthermore, we proposed that the interactive effect of ethical leadership and LMX differentiation on employee deviant behavior is mediated by employee psychological empowerment. More specifically, ethical leadership is more likely to enhance employee psychological empowerment in teams with low LMX differentiation than in teams with high LMX differentiation, and enhanced psychological empowerment contributed to less deviant behavior. Through a multi-source field study via 379 paired samples from the southwest of China, we found support for all of our hypotheses. The results' contribution to research on organizational behavior, limitations in the study, and future directions for researchers are also discussed.

Identity Leadership, Employee Burnout and the Mediating Role of Team Identification: Evidence from the Global Identity Leadership Development Project.

Do leaders who build a sense of shared social identity in their teams thereby protect them from the adverse effects of workplace stress? This is a question that the present paper explores by testing the hypothesis that identity leadership contributes to stronger team identification among employees and, through this, is associated with reduced burnout. We tested this model with unique datasets from the Global Identity Leadership Development (GILD) project with participants from all inhabited continents. We compared two datasets from 2016/2017 (n = 5290; 20 countries) and 2020/2021 (n = 7294; 28 countries) and found very similar levels of identity leadership, team identification and burnout across the five years. An inspection of the 2020/2021 data at the onset of and later in the COVID-19 pandemic showed stable identity leadership levels and slightly higher levels of both burnout and team identification. Supporting our hypotheses, we found almost identical indirect effects (2016/2017, b = -0.132; 2020/2021, b = -0.133) across the five-year span in both datasets. Using a subset of n = 111 German participants surveyed over two waves, we found the indirect effect confirmed over time with identity leadership (at T1) predicting team identification and, in turn, burnout, three months later. Finally, we explored whether there could be a "too-much-of-a-good-thing" effect for identity leadership. Speaking against this, we found a u-shaped quadratic effect whereby ratings of identity leadership at the upper end of the distribution were related to even stronger team identification and a stronger indirect effect on reduced burnout.

Linking Identity Leadership and Team Performance: The Role of Group-Based Pride and Leader Political Skill.

Recent trends in the leadership literature have promoted a social identity approach of leadership that views leadership as the process of representing, advancing, creating, and embedding a sense of shared identity within a group. However, a few empirical studies explore how and when global identity leadership affects team performance at the workplace. To address this lacuna, we used multi-source and two-wave data among 81 teams to explore the role of group-based pride and leader political skill in the association between identity leadership and team performance. The results suggest that identity leadership positively predicts team performance through a mediating role of group-based pride. Furthermore, leader political skill moderates the indirect effect of group-based pride such that the effect is stronger when leader political skill is high rather than low. Finally, several theoretical and practical implications of this study are discussed, and future research directions are also suggested.

Being Passionate to Perform: The Joint Effect of Leader Humility and Follower Humility.

Although humility is an outstanding characteristic of many beloved and respected leaders, little is understood regarding the effect of leader humility on follower job performance. The current study examines how leader humility affects follower performance. Drawing on the self-determination theory, we suggest that leader humility, via follower harmonious passion, contributes to follower performance. With multiphase leader-follower paired data, we find that leader humility is positively related to follower performance, this positive relationship is partially mediated by follower harmonious passion, and the indirect effect of leader humility on follower performance via follower harmonious passion is stronger with a high level of follower humility.

Dual tuning in creative processes: Joint contributions of intrinsic and extrinsic motivational orientations.

Intrinsic and extrinsic motivational orientations often coexist and can serve important functions. We develop and test a model in which intrinsic and extrinsic motivational orientations interact positively to influence personal creativity goal. Personal creativity goal, in turn, has a positive relationship with incremental creativity and an inverted U-shaped relationship with radical creativity. In a pilot study, we validated the personal creativity goal measure using 180 (Sample 1) and 69 (Sample 2) employees from a consulting firm. In the primary study, we tested the overall model using a sample of 657 research and development employees and their direct supervisors from an automobile firm. The results support the hypothesized model and yield several new insights. Intrinsic and extrinsic motivational orientations synergize with each other to strengthen personal creativity goal. Personal creativity goal in turn benefits incremental and radical creativity, but only up to a certain point for the latter. In addition to its linear indirect relationship with incremental creativity, intrinsic motivational orientation has an inverted U-shaped indirect relationship with radical creativity via personal creativity goal. (PsycINFO Database Record

Is it new? Personal and contextual influences on perceptions of novelty and creativity.

Novelty recognition is the crucial starting point for extracting value from the ideas generated by others. In this paper we develop an associative evaluation account for how personal and contextual factors motivate individuals to perceive novelty and creativity. We report 4 studies that systematically tested hypotheses developed from this perspective. Study 1 (a laboratory experiment) showed that perceivers' regulatory focus, as an experimentally induced state, affected novelty perception. Study 2 (a field study) found that perceivers' promotion focus and prevention focus, measured as chronic traits, each interacted with normative level of novelty and creativity: perceivers who scored higher on promotion focus perceived more novelty (or creativity) in novel (or creative) targets than those who scored lower, whereas perceivers who scored higher on prevention focus perceived less novelty (or creativity) in novel (or creative) targets than those who scored lower. Study 3 (a field study) showed that organizational culture affected the perception of novelty and creativity. Study 4 (a laboratory experiment) found perceiver-by-idea-by-context 3-way interaction effects: for perceivers with prevention focus, the positive relation between normative level of novelty and novelty ratings was weakened in the loss-framing condition versus the gain-framing condition. We discuss implications of the findings for future research and management practice. (PsycINFO Database Record