Leader Behavioral Integrity and Employee In-Role Performance: The Roles of Coworker Support and Job Autonomy.

The positive relationship between leader behavioral integrity and an employee's in-role performance is well-established, but explanations for why this effect exists are still in a nascent stage. Drawing upon leader behavioral integrity theory and job-demands resources theory, the authors explain how leader behavioral integrity facilitates employee in-role performance and the boundary conditions influencing the relationship between leader behavioral integrity and employee in-role performance. Using multisource data from 209 employee-manager dyads in South Korea, this paper found support for the mediating effect of coworker support in the positive relationship between leader behavior integrity and employees' in-role autonomy. Furthermore, compared to those who perceive low job autonomy, the positive indirect effect of leader behavioral integrity on in-role performance via coworker support was stronger for employees who perceive high job autonomy. The findings emphasize the importance of a leader's individual difference (i.e., leader behavioral integrity) and job resources (i.e., job autonomy) facilitating the receipt of team members' supporting behaviors which, in turn, energize employee in-role performance. Theoretical and practical implications are discussed.

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.

Why does service with a smile make employees happy? a social interaction model.

Drawing on the social interaction model, we examine the mediating role that the customer's display of positive emotions plays on the relationship between the employee's display of positive emotions and the employee's positive mood. We also examine the moderating role that the customer's personality traits-agreeableness, extraversion, and emotional stability-play on the relationship between the employee's display of positive emotions and the customer's display of positive emotions. The results show that the customer's display of positive emotions mediates the relationship between the employee's display of positive emotions and the employee's positive mood. In addition, the customer's personality traits moderate the relationship between the employee's display of positive emotions and the customer's display of positive emotions. The customer's display of positive emotions depends less on the employee's display of positive emotions when the customer has high levels of agreeableness and emotional stability than when the customer has low levels of agreeableness and emotional stability.