Emotional Leaders Can Affect Job Performance
It’s understandable that we have emotional leaders. After all, on a typical work day, people can experience many emotions. We can be happy about our work, frustrated at a missed deadline, or angry at the way a co-worker treated us. People often express these emotions to others around them, and these displays can affect the performance of those on the receiving end. This influence is especially potent when the displays come from more powerful people like organizational leaders.
Do Telecommuters Have Better Job Performance?
With the dawn of the technological age upon use, telecommuters are employees who are able to work in remote locations, such as home, outside of the traditional work setting. Rather than commute into work every day, technology enables people to work virtually and perform tasks while physically apart from their colleagues and supervisors.
What Does Job Security Have to Do With Organizational Citizenship Behavior?
Researchers have been trying to figure out if job security and organizational citizenship behavior (OCB) are related. Job security is something we’ve probably all thought of, and OCB refers to workplace behavior that goes above and beyond the call of duty and helps the organization, like helping a co-worker or taking on extra responsibilities without extra compensation. Do people who have more job security perform more or less OCB? Some researchers have found that they perform more OCB, some have found that they perform less OCB, and some have found that it doesn’t matter either way. So who is right?
Proactive Employees Need Political Skills to Succeed
Employers assume that proactive employees are important for job success. Indeed past research shows that proactive employees, those who take initiative and champion change, perform better and earn more. However, proactive employees typically push the envelope, control their environment, and bring unexpected changes which may be viewed as threatening and distracting by others. A new study by Sun and van Emmerik (2014) introduces political skill as a factor that may reduce such concerns.
Are You Promoting Work Engagement, or Workaholism?
All business organizations want their employees to be highly involved in their work (which is also known as Work Engagement), but not obsessive-compulsive about it (a.k.a. Workaholism).
Unchecked workaholism can eventually lead employees to burnout, inclinations to leave the company, and other behaviors that put good organizational citizenship at risk.
But how can organization leaders spot the difference between healthy and unhealthy levels of work engagement, and encourage employees towards the former? In “The Differences Between Work Engagement and Workaholism, and Organizational Outcomes: An Integrative Model,” author Youngkeun Choi offers some guidance.
Sustaining Corporate Social Responsibility through Responsible Leadership
When an organization works to benefit an environmental, social or humane cause– whether by donating money to non-profit organizations or providing goods and services to them pro bono– it’s called Corporate Social Responsibility. What seems on the surface to be a purely charitable effort also helps to further the company’s work culture. But, according to a study by Susana C. Esper and Kathleen Boies, Responsible Leadership is required to ensure sustainable grassroots involvement.
Building a Positive Work Environment: Acts of Kindness at Work
According to researchers Sonnentag & Grant, a positive mood that comes from helping someone is so powerful that it can last till bedtime. Firstly, when you believe that you have helped someone at work you feel good. Then, over the day, you think about it, reflecting on the positive features of the event. This reflection spills over into the rest of your day, leaving you feeling good all day long. Due to our tendency to be more engaged with positive emotions and to detach from negative ones, we improve the positive parts of these memories in our minds, giving them greater power to make us happy.
Leave a Penny, Take a Penny: Effective Giving
You don’t have to be an I/O psychologist or HR professional to have observed that there are people in the world who are “givers” and others who are “takers.” Givers provide support and assistance to their colleagues, friends, and family expecting nothing in return. They’re classic ‘do-gooders.’ Then you’ve got the takers; the people who take what they can and rarely reciprocate.
With OCBs and Justice For All (IO Psychology)
Topic: Organizational Justice, Teams, Citizenship Behavior, Performance Appraisal
Publication: Journal of Applied Psychology (NOV 2012)
Article: Examining Retaliatory Responses to Justice Violations and Recovery
Attempts in Teams
Authors: J.S. Christian, M.S. Christian, A.S. Garza, A.P.J. Ellis
Reviewed By: Ben Sher
Should managers deal fairly with their employees? Well yes, of course, if they are concerned about being nice people or perhaps want to be told the correct location of the
holiday party. But what if managers are only concerned with bottom-line organizational effectiveness, profit, and ruthless getting-ahead in life? For these types, research by
Christian, et al. (2012) has shown that treating employees unfairly can lead to certain negative workplace outcomes.
Proactive Performance Increases Customer Satisfaction (IO Psychology)
Topic: Culture, Self-Efficacy, Job Attitudes, Citizenship Behavior
Publication: Journal of Applied Psychology (MAY 2012)
Article: Doing the right thing without being told: Joint effects of initiative climate and general self-efficacy on employee proactive customer service performance.
Authors: S. Raub, H. Liao
Reviewed By: Ben Sher
In the customer service division, men and women of the proactive service performance unit go above and beyond the call of duty. Their efforts often lead to increased customer satisfaction. These are their stories…