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 as an informal leader among one's peers, our research seeks to understand how established informal leaders 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.

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 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.

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.

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.

Guilty and helpful: an emotion-based reparatory model of voluntary work behavior.

This study proposes a dynamic reparatory model of voluntary work behavior. We test the hypothesis that when people are made aware of their high level of negative behavior at work (i.e.

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.

Cognition-based and affect-based trust as mediators of leader behavior influences on team performance.

We develop a model in which cognitive and affective trust in the leader mediate the relationship between leader behavior and team psychological states that, in turn, drive team performance. The model is tested on a sample of 191 financial services teams in Hong Kong and the U.S.

Resilience to traumatic exposure among soldiers deployed in combat.

We examined the influence of positive psychological capital (PsyCap), a metaconstruct that combines established psychological predispositions to be resilient to stress, on the well-being of soldiers during combat deployment. Among U.S.