Identity Leadership, Employee Burnout and the Mediating Role of Team Identification: Evidence from the Global Identity Leadership Development Project.

Do leaders who build a sense of shared social identity in their teams thereby protect them from the adverse effects of workplace stress? This is a question that the present paper explores by testing the hypothesis that identity leadership contributes to stronger team identification among employees and, through this, is associated with reduced burnout. We tested this model with unique datasets from the Global Identity Leadership Development (GILD) project with participants from all inhabited continents. We compared two datasets from 2016/2017 ( = 5290; 20 countries) and 2020/2021 ( = 7294; 28 countries) and found very similar levels of identity leadership, team identification and burnout across the five years.

Engaging Leadership and Its Implication for Work Engagement and Job Outcomes at the Individual and Team Level: A Multi-Level Longitudinal Study.

The current study investigates how supervisors' engaging leadership, as perceived by their employees, increases employees' job outcomes at the individual and team level, as mediated by (team) work engagement. Job outcome indicators at the team level are team performance, team learning, and team innovation; and at the individual level, job performance, employee learning, and innovative work behavior. The novel concept of engaging leadership is presented as the specific type of leadership to foster (team) work engagement.

Can losing teams cope with destructive voice behaviour? The role of game results and athletes' perceived motivational climate.

This study examined the relation between losing a game and players' destructive voice about the coach. As team performances would suffer when such behaviours are not managed properly, we tested the motivational climate as a potential mechanism by which coaches can manage these destructive behaviours. Twelve volleyball and basketball teams (N = 136) were weekly assessed during eight weeks using questionnaires.

The trickle-down effects of perceived trustworthiness on subordinate performance.

We study when and why perceptions of trustworthiness trickle down the organizational hierarchy to influence the performance of subordinates. Building on social learning theory, we argue that when supervisors perceive their managers as trustworthy, subordinates are more likely to also perceive their supervisor as trustworthy, which in turn enhances subordinate performance. We further argue that this trickle-down effect of trustworthiness perceptions emerges especially when the manager invites the supervisor to participate in decision-making.

Servant Leadership, Organisational Citizenship Behavior and Creativity: The Mediating Role of Team-Member Exchange.

Using a multi-source field study design with 184 unique triads of employees-supervisor dyads, this paper examines whether servant leaders install a serving attitude among employees. That is, servant leaders aim to encourage employees to take responsibility, to cooperate and to create high quality interactions with each other (team-member exchange; TMX). We hypothesise that servant leadership will have an influence on Organisational Citizenship Behavior (OCB) and creativity through team-member exchange.

The Relation Between Supervisors' Big Five Personality Traits and Employees' Experiences of Abusive Supervision.

The present study investigates the relation between supervisors' personality traits and employees' experiences of supervisory abuse, an area that - to date - remained largely unexplored in previous research. Field data collected from 103 supervisor-subordinate dyads showed that contrary to our expectations supervisors' agreeableness and neuroticism were not significantly related to abusive supervision, nor were supervisors' extraversion or openness to experience. Interestingly, however, our findings revealed a positive relation between supervisors' conscientiousness and abusive supervision.

The cognitive-behavioral system of leadership: cognitive antecedents of active and passive leadership behaviors.

In the present paper, we propose a cognitive-behavioral understanding of active and passive leadership. Building on core evaluations theory, we offer a model that explains the emergence of leaders' active and passive behaviors, thereby predicting stable, inter-individual, as well as variable, intra-individual differences in both types of leadership behavior. We explain leaders' stable behavioral tendencies by their fundamental beliefs about themselves, others, and the world (core evaluations), while their variable, momentary behaviors are explained by the leaders' momentary appraisals of themselves, others, and the world (specific evaluations).

Clusterwise simultaneous component analysis for analyzing structural differences in multivariate multiblock data.

Many studies yield multivariate multiblock data, that is, multiple data blocks that all involve the same set of variables (e.g., the scores of different groups of subjects on the same set of variables).

Bootstrap confidence intervals in multi-level simultaneous component analysis.

Multi-level simultaneous component analysis (MLSCA) was designed for the exploratory analysis of hierarchically ordered data. MLSCA specifies a component model for each level in the data, where appropriate constraints express possible similarities between groups of objects at a certain level, yielding four MLSCA variants. The present paper discusses different bootstrap strategies for estimating confidence intervals (CIs) on the individual parameters.

Violating equality in social dilemmas: emotional and retributive reactions as a function of trust, attribution, and honesty.

In social dilemmas, equality is an important coordination rule. When equality is violated, people seek explanations. In Experiment 1, the authors assessed dispositional trust and found that especially high trusters were affected by the given explanation.