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.

Abusive supervision, thwarted belongingness, and workplace safety: A group engagement perspective.

Drawing from the group engagement model of justice, we examine how and when higher abusive supervision relates to fewer safety behaviors and worse safety performance. In Study 1, a 2-wave survey study of 468 manufacturing technicians, we found that belongingness need satisfaction mediated the negative relationship between abusive supervision and safety behavior. In Study 2, a multiwave survey study of 589 airline pilots, we found that safety behavior mediated the adverse relationship between abusive supervision and downstream objective safety performance.

Work Group Climate and Behavioral Responses to Psychological Contract Breach.

Drawing on theories of social exchange and social information processing, we examined whether the influence of psychological contract breach on in-role performance and organization-directed citizenship behavior (OCBO) depends on work group climate levels, specifically procedural justice climate and power distance climate. The findings supported our hypothesis that psychological contract breach more strongly influences in-role performance and OCBO among members of units with favorable procedural justice climates. Support for a hypothesized moderating role of power distance climate was less conclusive.

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.

A dual-stage moderated mediation model linking authoritarian leadership to follower outcomes.

Although authoritarian leadership is viewed pejoratively in the literature, in general it is not strongly related to important follower outcomes. We argue that relationships between authoritarian leadership and individual employee outcomes are mediated by perceived insider status, yet in different ways depending on work unit power distance climate and individual role breadth self-efficacy. Results from technology company employees in China largely supported our hypothesized model.

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.

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.

Elucidation of the mechanism in fluorine-free prepared YBa2Cu3O(7-delta) coatings.

In this work, the reaction mechanism used in the preparation of fluorine-free superconducting YBa(2)Cu(3)O(7-delta) (YBCO) was investigated. To determine which precursor interactions are dominant, a comprehensive thermal analysis (thermogravimetric analysis-differential thermal analysis) study was performed. The results suggest that a three step reaction mechanism, with a predominant role for BaCO(3), is responsible for the conversion of the initial state to the superconducting phase.

Leader personality traits and employee voice behavior: mediating roles of ethical leadership and work group psychological safety.

The antecedents and consequences of ethical leadership were examined in a study of 894 employees and their 222 immediate supervisors in a major financial institution in the United States. The leader personality traits of agreeableness and conscientiousness were positively related to direct reports' ratings of the leader's ethical leadership, whereas neuroticism was unrelated to these ratings. Ethical leadership influenced followers' voice behavior as rated by followers' immediate supervisors.

Ultra stable ordered mesoporous phenol/formaldehyde polymers as a heterogeneous support for vanadium oxide.

Ordered mesoporous phenol/formaldehyde polymers are presented as an ultra stable heterogeneous support for vanadium oxide.

Theories of job stress and the role of traditional values: a longitudinal study in China.

This study examines how traditionality influences the relationships between job stressors and health. A sample of 496 Chinese employees provided longitudinal questionnaire data, and their health was assessed by collecting blood samples and monitoring blood pressure. The results indicated that the positive relationship between job control and health was stronger among the less traditional workers, whereas the positive relationship between distributive justice and health was stronger among the more traditional workers.

An under-met and over-met expectations model of employee reactions to merit raises.

The authors developed a model of how raise expectations influence the relationship between merit pay raises and employee reactions and tested it using a sample of hospital employees. Pay-for-performance (PFP) perceptions were consistently related to personal reactions (e.g.

Study of negative thermal expansion and shift in phase transition temperature in Ti4+- and Sn4+-substituted ZrW2O8 materials.

The negative-thermal-expansion material ZrW(2)O(8) is known to undergo an order-disorder phase transition which affects its expansion behavior. In this study, Ti(4+) and Sn(4+) are examined as possible substituting ions for the Zr(4+) position in ZrW(2)O(8). This substitution leads to a decrease in cell parameters, as the ionic radii of the substituents are smaller than the Zr(4+) ionic radius.

Embracing transformational leadership: team values and the impact of leader behavior on team performance.

The authors investigated the relationship between transformational leadership behavior and group performance in 218 financial services teams that were branches of a bank in Hong Kong and the United States. Transformational leadership influenced team performance through the mediating effect of team potency. The effect of transformational leadership on team potency was moderated by team power distance and team collectivism, such that higher power distance teams and more collectivistic teams exhibited stronger positive effects of transformational leadership on team potency.

Determination of the relative amounts of three crystal forms of a benzimidazole drug in complex finished formulations by FT-Raman spectroscopy.

A 5% (m/m) premix for animal use was quantitatively characterized for the polymorph composition of its benzimidazole drug substance. Raman spectra of reference samples (pure polymorphs A, B and C in lactose at a concentration of 5%, m/m) were compared with the spectra of benzimidazole samples with a known polymorph composition and with the spectra of uncharacterized premixes. The raw intensities of 78 selected wavenumbers were vector-normalized and application of stepwise linear regression models estimated the relative quantities of the benzimidazole-drug polymorphs A, B and C in the different samples.

Responses to formal performance appraisal feedback: the role of negative affectivity.

This study examined the effects of performance appraisal feedback on job and organizational attitudes of tellers (N = 329) in a large international bank. Negative affectivity moderated the link between favorable appraisal feedback and job attitudes. Among the higher rated performers, attitudes were improved 1 month after being notified of favorable appraisal results (Time 2).

Individual differences in utilizing control to cope with job demands: effects on susceptibility to infectious disease.

This study examined the interactive effects of job demands, control, and individual characteristics on upper respiratory illnesses and immune function. Having high job control appeared to lessen the linkage between job demands and poor health among individuals with high self-efficacy and those who perceived that they were not often responsible for negative job outcomes. Conversely, having high job control exacerbated the association between job demands and poor health among inefficacious individuals.

A field experiment testing frontline opinion leaders as change agents.

On the basis of previous studies of source credibility and opinion leadership, the authors hypothesized that opinion leaders would serve as effective agents to promote positive attitudes toward a service-quality initiative and increase service-quality effectiveness. The service effectiveness of tellers before and after a service-quality leadership training program was rated by customers, supervisors, and the tellers themselves across 3 matched bank branches. Service effectiveness was rated significantly higher in a branch using opinion leaders as service-quality leaders compared with a branch using randomly selected frontline leaders.

Improving group decisions by better pooling information: a comparative advantage of group decision support systems.

This study compared a group decision support system (GDSS) with face-to-face (FTF) group discussion on characteristics of information exchange and decision quality. Participants given conflicting information tended to share more of their unique data and engaged in more critical argumentation when using the GDSS than when meeting FTF. Conversely, when information was consistent among members, there were no such differences between FTF and GDSS groups.