The gendered effect of status-striving in sleep deprivation disclosure.

Objectives: In this research, we conceptualize status-striving sleep deprivation disclosure as talking about one's lack of sleep with the intention of enhancing one's image. We propose that workers may disclose discretionary information about their sleep deprivation to highlight their potential contributions to the group because of the personal costs of sleep deprivation (e.g.

Jolted: How task-based jolts disrupt status conferral by impacting higher and lower status individuals' generosity.

Despite growing evidence that the status conferred to individuals in organizations can change, few theoretical accounts explain when and how established patterns of status conferral are disrupted. We develop a theory of "task-based jolts"-organizational-level events that alter group tasks and goals in a way that requires employees to adjust the way they work-as a significant catalyst to disrupt status conferral in an existing hierarchy. We employed a multimethod design across two empirical studies (Study 1-quasifield experiment; Study 2-yoked experiment) and found that jolts are appraised differently by higher and lower status individuals, and as such, the jolt has contrasting implications for their generosity toward their coworkers and ultimately the status conferred to them.

Compassion during difficult times: Team compassion behavior, suffering, supervisory dependence, and employee voice during COVID-19.

We draw from conservation of resources theory to examine how employees' assessments of coronavirus disease (COVID-19) event strength may threaten their existing resources and their subsequent dependence on their supervisors, as well as voice behaviors that are critical to the organization's survival in a disruptive environment. We propose that assessments of COVID-19 as a strong event are positively related to employees' suffering, in turn increasing their sense of dependence on their supervisors and ultimately reducing their tendencies to display promotive and prohibitive voice. Furthermore, we propose that team compassion behavior can mitigate these negative indirect effects of COVID-19 event strength on employee voice by attenuating the positive effect of COVID-19 event strength on individual suffering.

In line and out of the box: How ethical leaders help offset the negative effect of morality on creativity.

Utilizing role theory, we investigate the potential negative relationship between employees' moral ownership and their creativity, and the mitigating effect of ethical leadership in this relationship. We argue that employees higher on moral ownership are likely to take more moral role responsibility to ensure the ethical nature of their own actions and their environment, inadvertently resulting in them being less able to think outside of the box and to be creative at work. However, we propose that ethical leaders can relieve these employees from such moral agent role, allowing them to be creative while staying moral.

Attention to change: A multilevel theory on the process of emergent continuous organizational change.

Increasingly, continuous organizational change is viewed as the new reality for organizations and their members. However, this model of organizational change, which is usually characterized by ongoing, cumulative, and substantive change from the bottom up, remains underexplored in the literature. Taking a multilevel approach, the authors develop a theoretical model to explain the mechanisms behind the amplification and accumulation of valuable, ongoing work-unit level changes over time, which then become substantial changes at the organizational level.