Perceived personal and contextual impunity: Conceptualization, antecedents, and implications for workplace misconduct.

Scholarship on impunity has centered around quantifiable prosecutions related to criminal acts that often occur outside of the workplace. We offer insights into the psychological experience of impunity by shifting the focus to organizational settings and embedding impunity within discussions of workplace misconduct. We distinguish between (a) perceived personal impunity, which reflects employees' belief that they will not face punishment for their own misconduct; and (b) perceived contextual impunity, which reflects employees' belief that their organization will not punish employees for their misconduct. We develop and validate measures for each impunity perception and establish a preliminary nomological network by investigating factors that influence each perception and their relationship with workplace misconduct. Consequently, we offer nuanced insights into how distinct impunity perceptions result in workplace misconduct relative to other established predictors. Our perceived workplace impunity measures provide a valuable tool for assessing impunity perceptions and predicting instances of misconduct. In addition, they offer practical insights into impunity's functions within organizations. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

Subordinate-to-supervisor relational identification: A meta-analytic review.

Although subordinate-to-supervisor relational identification (RI) has gained significant scholarly attention in organizational research, an understanding of its nomological network is incomplete. There have also been recurring discussions about its distinctions with another more extensively researched relational construct-leader-member exchange (LMX). In this meta-analysis, we expand Sluss and Ashforth's (2007) typology, going beyond the influence of the supervisor, to systematically study the antecedents and consequences of RI and its comparison with LMX. Meta-analytic results based on 157 independent samples demonstrate that positive leader behaviors that span role-based and person-based identities (e.g., transformational leadership, supervisor humility) are important antecedents of subordinate-to-supervisor RI, with effects contingent on subordinates' national culture (i.e., collectivism and power distance). Although less hypothesized, relational and organizational contexts as well as subordinate characteristics are also important antecedents of subordinate-to-supervisor RI. The results further show that RI relates to important subordinate behaviors and attitudes. Finally, we test how RI and LMX have differing effects across these important subordinate attitudes and behaviors. We conclude with suggestions to enhance our understanding of RI. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

Everything is negotiable, but not for everyone: The role of disability in compensation.

Although research has examined the role of disability in the employment cycle, the compensation stage of this process has remained nascent. Drawing on the bias literature and expectancy violation theory, disability within the context of salary negotiation is examined across three consecutive studies. Study 1, a vignette experiment, found that fictitious job candidates with disabilities received similar initial salary offerings relative to fictitious job candidates without disabilities. Our finding of a pay similarity in the initial salary offering phase of the compensation process raises additional questions of whether those with disabilities ultimately receive lower wages than those without disabilities. To address this question, Study 2 used a computer-simulated negotiation to determine if pay differences among those with and without disabilities originate during the negotiation process. As expected, participants with disabilities negotiated lower salaries, and this effect was exacerbated when perceptions of disability discrimination were higher rather than lower. Finally, in an effort to better advise organizations and employees, Study 3 sought to understand if employees with disabilities experience different outcomes when negotiating salary. Using a vignette experimental design, we found that those with disabilities were offered lower final salaries than those without disabilities and that differences in both social and economic outcomes occur through a lower perceived likelihood that the job candidate will negotiate. Collectively, this research offers novel theoretical insights into the role of disability in the negotiation process and provides recommendations to those with disabilities and organizations on how to approach the compensation process. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

Emotional Intelligence and Transformational Leadership: Meta-Analysis and Explanatory Model of Female Leadership Advantage.

Emotional intelligence is a second-stratum factor of general intelligence (MacCann et al. 2014) that: (a) has been popularly touted as an essential individual difference for effective leadership (Goleman 1998), but also (b) exhibits large gender group differences favoring women (Joseph and Newman 2010). Combining these insights, we propose that emotional intelligence is a key mechanism in the so-called female leadership advantage (Eagly and Carli 2003-which emphasizes the finding that women are rated slightly higher in transformational leadership compared to men). The current study seeks to explain this gender leadership gap by specifying three personality-based theoretical mechanisms that enhance transformational leadership: (a) emotional intelligence (favoring women), (b) communion (stereotypical femininity; favoring women; Hsu et al. 2021), as well as an offsetting effect of (c) agency (stereotypical masculinity; favoring men). Meta-analytic data (including original meta-analyses among the leader's ability-based emotional intelligence, transformational leadership, communion, and agency) are used to test our theorized model. Results confirm the full mediation model of female leadership advantage. Because the three unique mechanisms operate in different directions, their individual indirect effects are notable, but their cumulative indirect effect is small and near-zero. In conclusion, we emphasize incorporating emotional intelligence with other personality-based explanations of gender effects in leadership perceptions.

A meta-analytic examination of the gender difference in creative performance.

Studies examining gender and creative performance ratings have offered mixed results. The current meta-analysis integrates insights from gender role theories (Eagly, 1987; Eagly & Karau, 2002) with Woodman et al. (1993) interactionist perspective of creativity to identify factors that explain these observed inconsistencies across studies. Cumulating decades of research from 259 independent studies (N = 79,915), we find a male advantage in creative performance (δ = .13). An examination of contextual moderators reveals that this gender gap is contingent on several social and cultural factors. We observe a decline in the creativity gender gap when the country-level cultural context of the sample is communal and an increase when it is agentic. Results also show that the gender disparity declined over time, but industry gender composition did not influence the gender gap. Interestingly, we find that the gender gap is larger when creative performance is self- versus other-reported. Finally, methodological contingency factors such as publication status, study setting, creativity type, and occupational creativity requirements were also assessed. Overall, our findings clarify gender's relationship with creative performance and underscore the importance of undertaking contingency-based approaches in future research. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

Leadership emergence: An integrative review.

Despite significant scholarly attention and practical importance regarding who emerges as informal and formal leaders in organizations, an integrative framework of the leadership emergence literature remains elusive. The presence of such a framework proves integral for the advancement of work in this area due to the complexity of the field, coupled with its sprawling nature across multiple disciplines (e.g., management, communication, education, economics). Accordingly, in this review, we utilize a database of 270 primary studies to put forth a distal-proximal framework of leadership emergence. In particular, we systematically review past research to answer four questions: (1) what do we know about the phenomenon of leadership emergence itself, (2) what are the antecedents of leadership emergence, (3) what outcomes are associated with leader emergence, and (4) what are the boundary conditions of leadership emergence? By introducing a conceptual framework for informal and formal emergent leadership, we highlight areas of research maturity and nascency and offer several recommendations for future work in this domain. Altogether, we highlight broad theoretical implications for the leadership, teams, and individual differences literature-and elaborate upon several benefits that an integrated framework of emergent leadership provides for organizations. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

Motivation to lead: A meta-analysis and distal-proximal model of motivation and leadership.

To understand how motivation to lead (MTL) fits into the broader leadership literature, we present a meta-analytic review of MTL and test a Distal-Proximal Model of Motivation and Leadership. Using a database of 1,154 effect sizes from 100 primary studies, we found that the 3 types of MTL (affective-identity, social-normative, and noncalculative) had a unique pattern of antecedents and were only modestly correlated, indicating that MTL may be best operationalized as three separate motivational constructs instead of as one overarching construct. Further, the 3 MTL types were generally associated with individuals emerging as leaders, engaging in beneficial leadership behaviors (i.e., more transformational and transactional leadership, as well as less laissez faire leadership), and performing more effectively in leadership roles. Finally, meta-analytic path analysis demonstrated that the three MTL types partially explained the relationship between more distal predictors (i.e., gender, cognitive ability, the Big Five, past leader experience, and leader self-efficacy) and leadership emergence/effectiveness. Interestingly, we found that traits often viewed as beneficial for leadership (extraversion, conscientiousness, and openness) may have a darker side that is transmitted through MTL. Taken together, this study advances theory by clarifying the distinctiveness of the three MTL types, establishing MTL's relationship with leadership outcomes, and identifying MTL's role within the broader leadership domain. (PsycINFO Database Record (c) 2020 APA, all rights reserved).