The cost of managing impressions for Black employees: An expectancy violation theory perspective.

This study identifies a unique bias faced by Black employees which makes it challenging for this group to manage their professional image. Integrating research on racial backlash, image management, and expectancy violation theory, we argue that self-promotion by Black employees will result in detrimental outcomes for this group compared to White, Hispanic, and Asian employees. Due to negative racial stereotypes related to their job competence, we hypothesize that self-promotion by Black employees will be viewed by their White managers as a violation of stereotypically appropriate behavior and will result in a backlash in the form of lower job-related outcomes. We propose that the process by which these effects occur is through manager assessments of their employees on agentic and communal traits. Our hypothesized model was tested with a stratified sample of manager-employee dyads of a large financial institution. Results indicated that self-promotion by Black employees was associated with lower job performance and person-organization fit ratings, as well as fewer idiosyncratic deals with their immediate managers compared to White, Hispanic, and Asian employees. Implications of the divergent consequences of self-promotion for Black employees relative to other racial groups are discussed. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

Beyond targets and instigators: Examining workplace incivility in dyads and the moderating role of perceived incivility norms.

In the 2 decades since Andersson and Pearson (Academy of Management Review, 24, 452, 1999) suggested workplace incivility occurs in dyadic relationships between two employees, research has only studied incivility from the perspective of either the target or the instigator. In doing so, it implicitly treats experienced and instigated incivility as though they solely reflect (viz., dispositional and situational) characteristics of targets and instigators, ignoring that incivility is also attributable to the unique relationship between dyad members. The present study draws on the norm of reciprocity to examine workplace incivility in dyadic relationships and how it differs across individuals. Using dyads as the unit of analysis, we test our predictions among employees at a U.S. restaurant chain (Sample 1); a technology manufacturer in China (Sample 2); and across a range of industries, organizations, and jobs in the U.S. (Sample 3). We find that experienced and instigated incivility exhibit substantial variation at the dyad level, that the two are related within dyads after accounting for individuals' general tendencies to experience and instigate incivility, and that the within-dyad association between experienced and instigated incivility is moderated by perceived descriptive and injunctive norms regarding uncivil behavior. Implications and future research directions are discussed. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

How leaders perceive employee deviance: Blaming victims while excusing favorites.

Drawing from theories of attribution and perception, we posit that employees who are victims of rudeness are themselves (inappropriately) evaluated by leaders as being interpersonally deviant. We further theorize that employees who are themselves rude to others at work are evaluated negatively, but not when they have high-quality relationships with leaders or are seen as high performers. We tested our predictions across 4 studies. Our first study included 372 leader-follower pairs. Our second study extended to dyadic interactions among employees by using an employee roster method, resulting in paired data from 149 employees (2,184 dyads) across 5 restaurant locations. Our third and fourth studies utilized a policy-capturing design in which individuals provided performance evaluations for fictitious employees. We find that victims of rudeness are viewed by leaders as deviant, and that leaders are less likely to perceive rude employees as deviant when these perpetrators are seen as having high levels of leader-member exchange (LMX) or performance. (PsycINFO Database Record (c) 2019 APA, all rights reserved).

Acquaintance ratings of the Big Five personality traits: incremental validity beyond and interactive effects with self-reports in the prediction of workplace deviance.

It is widely established that the Big Five personality traits of conscientiousness, agreeableness, and emotional stability are antecedents to workplace deviance (Berry, Ones, & Sackett, 2007). However, these meta-analytic findings are based on self-reported personality traits. A recent meta-analysis by Oh, Wang, and Mount (2011) identified the value of acquaintance-reported personality in the prediction of job performance. The current investigation extends prior work by comparing the validities of self- and acquaintance-reported personality in the prediction of workplace deviance across 2 studies. We also hypothesized and tested an interactive, value-added integration of self- with acquaintance-reported personality using socioanalytic personality theory (R. T. Hogan, 1991). Both studies assessed self- and acquaintance-rated Big Five traits, along with supervisor-rated workplace deviance. However, the studies varied the measures of workplace deviance, and the 2nd study also included a self-rated workplace deviance criterion for additional comparison. Across both studies, the traits of conscientiousness and agreeableness were strong predictors of workplace deviance, and acquaintance-reported personality provided incremental validity beyond self-reports. Additionally, acquaintance-reported conscientiousness and agreeableness moderated the prediction of workplace deviance by interacting with the corresponding self-reported traits. Implications for personality theory and measurement are discussed along with applications for practice.

Linking perceptions of role stress and incivility to workplace aggression: the moderating role of personality.

Although research on workplace aggression has long recognized job stressors as antecedents, little is known about the process through which employee responses to stressful workplace demands escalate from relatively mild interactions into more intense behaviors. This study investigates the influence that employees' perceptions of role stress (ambiguity, conflict, overload) have on their aggressive behavior by affecting their perceptions of incivility, and whether these downstream effects depend on personality traits (neuroticism, agreeableness, conscientiousness). Results supported moderated mediation, such that the indirect effects of perceived role ambiguity and role conflict on enacted aggression through experienced incivility varied according to individual differences in personality.

What if we fake emotional intelligence? A test of criterion validity attenuation.

We evaluate the extent to which established self-report measures of emotional intelligence (EI) are susceptible to socially desirable responding. A study was conducted to assess the relationship between EI and multiple outcomes across 3 experimental faking conditions. Using structural equation modeling, we found that the criterion validities of self-report EI measures in the prediction of life satisfaction, psychological distress, rational coping, and detachment coping are not attenuated in moderate social desirability settings, but are somewhat attenuated when faking is maximized. Moreover, partialing out social desirability does not yield any improvement of the predictive validity of self-report EI.