Fulfilling moral duty or prioritizing moral image? The moral self-regulatory consequences of ethical voice.

Previous research on the consequences of ethical voice has largely focused on the performance or social relational consequences of ethical voice on multiple organizational stakeholders. The present research provides an important extension to the ethical voice literature by investigating the distinct intrapersonal and interpersonal moral self-regulatory processes that shape ethical voicers' own psychological experiences and their subsequent purposeful efforts to maintain a positive sense of moral self. On one hand, we argue that ethical voice heightens voicers' sense of responsibility over ethical matters at work (i.

The Relationship Between Follower Affect for President Trump and the Adoption of COVID-19 Personal Protective Behaviors.

In the current series of studies, we draw upon implicit leadership theories, social learning theory, and research on decision making to investigate whether affect toward President Trump explains U.S. residents' evaluations of his leadership during the COVID-19 crisis, as well as the likelihood that that residents engage in personal protective behaviors.

Assessing and interpreting interaction effects: A reply to Vancouver, Carlson, Dhanani, and Colton (2021).

Van Iddekinge et al. (2018)'s meta-analysis revealed that ability and motivation have mostly an additive rather than an interactive effect on performance. One of the methods they used to assess the ability × motivation interaction was moderated multiple regression (MMR).

Portrait of a workplace deviant: A clearer picture of the Big Five and Dark Triad as predictors of workplace deviance.

Despite the large and growing number of studies on workplace deviance, the field currently lacks a complete understanding of who perpetrates this behavior. In one stream of research, scholars have examined the relationship between more "traditional" personality traits (i.e.

An exploration of the role of subordinate affect in leader evaluations.

Leadership research has been encumbered by a proliferation of constructs and measures, despite little evidence that each is sufficiently conceptually and operationally distinct from the others. We draw from research on subordinates' implicit theories of leader behavior, behaviorally anchored rating scales, and decision making to argue that leader affect (i.e.