Saturday AM
119. Symposium: Saturday, 8:00–9:50
Music Box (6th floor)
New Developments in Social Support Research
Research often yields conflicting findings regarding social support and occupational stress. Sometimes support does not alleviate stress or even has aversive effects. This symposium examines different facets of social support, including “negative” support, in a variety of occupational settings. Implications for practice and ideas for research and theory are examined.
Terry A. Beehr, Central Michigan University, Chair
Misty M. Bennett, Central Michigan University, Co-Chair
Kathi N. Miner-Rubino, Western Kentucky University, Christopher C. Brady, Western Kentucky University, Experiencing Incivility at Work: The Buffering Effects of Social Support
Jennifer L. Burnfield, HumRRO, Steve M. Jex, Bowling Green State University, Naomi G. Swanson, NIOSH, Short- and Long-Term Effects of Supervisor Support on Subordinate Health
David Rusbasan, University of Connecticut, Vicki J. Magley, University of Connecticut, Help Boss, I’m Stressed! Measuring Types of Perceived Supervisor Support and How They Relate to Subordinates’ Workplace Stress
Terry A. Beehr, Central Michigan University, Misty M. Bennett, Central Michigan University, Nathan A. Bowling, Wright State University, Occupational Stress and Failures of Social Support: When Helping Hurts
Michele Baranczyk, Colorado State University, Peter Y. Chen, Colorado State University, Work–Family Conflict and Social Support Among Construction Workers
Paul D. Bliese, U.S. Army Medical Research–Europe, Discussant
Submitter: Misty M. Bennett, tribb1mm@cmich.edu
120. Symposium: Saturday, 8:00–9:50
Odets (4th floor)
Myriad Faces of Multicultural Experience: Effects on Creativity and Performance
Although empirical evidence documents positive effects of multicultural experience on creativity and performance, mechanisms that explain those effects remain unclear. This symposium reports 5 studies that provide evidence on the myriad psychological mechanisms of multicultural experience using a wide variety of lab and field settings, empirical tools, and theoretical conceptualizations.
Soon Ang, Nanyang Technological University, Chair
Miriam Erez, Technion, Co-Chair
Angela K. Y. Leung, University of Illinois at Urbana-Champaign, Chi-Yue Chiu, University of Illinois at Urbana-Champaign, Multicultural Experiences and Creativity: The Broadening of Creative Expansion Potential Through Multicultural Experiences
Lee Leshem, Technion-Israel Institute of Technology, Miriam Erez, Technion-Israel Institute of Technology, Anat Rafaeli, Technion-Israel Institute of Technology, Thomas Rockstuhl, Nanyang Technological University, Multicultural Experiences and Situational Strength: Effects on Team Performance, Emotional Exhaustion, and Team Processes
K. Yee Ng, Nanyang Technological University, Christine Koh, Nanyang Technological University, Multicultural Experience, Cultural Adaptation, and Performance: The Mediating Role of Cultural Intelligence
Mary K. Hoffman, Michigan State University, Ellen E. Kossek, Michigan State University, Marian N. Ruderman, Center for Creative Leadership, John W. Fleenor, Center for Creative Leadership, Congruence and Dissonance in National and Organization Cultures: Linkages to Multicultural Performance and Career Derailment Experiences of Transnational and Local National Leaders
Linn Van Dyne, Michigan State University, Soon Ang, Nanyang Technological University, Jean B. Leslie, Multicultural Experiences: Effects on Global Leader Competencies and Performance
Michael W. Morris, Columbia University, Discussant
Submitter: Soon Ang, asang@ntu.edu.sg
121. Panel Discussion: Saturday, 8:00–9:50
Wilder (4th floor)
Safety Climate: One Construct Fits All?
Despite the increasing proliferation of safety climate (culture) studies, research remains fragmented. Measures and methods vary so greatly that replication seldom occurs and broad theory development, difficult. This panel assembles theorists and practitioners from various industries to consider whether a unified construct of safety climate can be understood across organizations.
Terry L. von Thaden, University of Illinois at Urbana-Champaign, Chair
Alyssa Mitchell Gibbons, University of Illinois at Urbana-Champaign, Co-Chair
Rhona H. Flin, University of Aberdeen, Panelist
Mark Griffin, University of Sheffield, Panelist
Andrew Neal, University of Queensland-Australia, Panelist
Douglas A. Wiegmann, Mayo Clinic, Panelist
Dov M. Zohar, Technion-Israel Institute of Technology/Inst for Work & Health, Panelist
Submitter: Terry L. von Thaden, vonthade@uiuc.edu
122. Theoretical Advancement: Saturday, 8:00–9:50
Hart (4th floor)
Identifying Determinants of Age-Related Change: Looking Beyond Chronological Age
Age has often been used as a proxy variable for various factors that are assumed to influence work-related outcomes. This session will provide conceptual and empirical evidence that aging research can benefit from identifying the true drivers of individual behavioral changes previously associated with chronological age.
James L. Farr, Pennsylvania State University, Chair
Alexander R. Schwall, Pennsylvania State University, Co-Chair
Boris B. Baltes, Wayne State University, Malissa A. Clark, Wayne State University, Lindsey M. Kotrba, Denison Consulting, Aging and Work–Family Challenges
Alexander R. Schwall, Pennsylvania State University, When Aging Individuals Look Ahead: The Effects of Time Remaining in Life and Time Remaining Until Retirement on Self-Regulation and Motivation
Margaret E. Beier, Rice University, Madeline Campbell, Rice University, Ability and Motivation in Training: A Theoretical Approach to Understanding the Relation Between Learning and Aging
Harvey L. Sterns, University of Akron, Yoshie Nakai, University of Akron, Boin Chang, University of Akron, The Evolving Life-Span Developmental Approach Within Industrial-Organizational Psychology
Jerry W. Hedge, Organizational Solutions Group, Discussant
Submitter: Alexander R. Schwall, ars214@psu.edu
123. Practice Forum: Saturday, 8:00–9:50
O’Neill (4th floor)
The Generalizability of Personality Assessment Techniques in Non-Western Cultures
This forum presents leading-edge research and findings regarding issues in cross-cultural personality assessment. Issues in the definition, measurement, and validation of personality constructs (work styles) in non-Western cultures are addressed. Practical issues, such as the role of response distortion and the stability of measured personality, will also be explored.
Richard D. Arvey, National University of Singapore, Chair
Ronald C. Page, Human Resource Consultants, Optimizing the Generalizability of the Work Behavior Inventory Across Cultures
Ying (Lena) Wang, China Europe International Business School, William H. Mobley, China Europe International Business School, Construct and Predictive Validation of Personality Measures in China: Is China Different?
Kaiguang (Carl) Liang, C&D Management Consulting, Xin (Sheena) Yang, C&D Management Consulting, Challenges in Implementing Personality Assessment in Chinese Firms
Thomas L. Payne, Human Resource Consultants, South East Asia, Issues in the Validation of Personality Assessment in Thailand
Aletta Odendaal, University of South Africa, Deon de Bruin, Johannesburg University, Thomas L. Payne, Human Resource Consultants, South East Asia, Cross-Cultural Differences in Social Desirability Scores in South Africa
Submitter: Ronald C. Page, ronald.page@hrconsultants.com
124. Symposium: Saturday, 8:00–9:50
Ziegfeld (4th floor)
Leadership for Critical Response Organizations
Critical response organizations (CRO) such as military, police, fire and other organizations that protect the social order demand effective, engaged authentic leaders to function and survive. This symposium presents recent research that advances the knowledge of CRO leadership including crisis leadership, courage, efficacy, competence, character, trust, and authentic leadership development.
Sean T. Hannah, United States Military Academy, Chair
Patrick J. Sweeney, United States Military Academy, Co-Chair
Michelle Zbylut, U.S. Army Research Institute, Rebecca J. Reichard, Kravis Leadership Institute, Leadership During Crisis: A Multilevel Look Across Levels of Crisis and Time
Pauline Schilpzand, University of Florida, Terence R. Mitchell, University of Washington, Timothy A. Judge, University of Florida, Amir Erez, University of Florida, Courage in the Military and Business Organizations: Contrast and Comparisons
Sean T. Hannah, United States Military Academy, Bruce J. Avolio, University of Nebraska, Developing Confident Leaders for Critical, Response Organizations: An Agentic Leadership Efficacy Intervention
Patrick J. Sweeney, United States Military Academy, Leader Attributes That Influence the Development of Trust in Military Organizations
Fred Walumbwa, Arizona State University, Bruce J. Avolio, University of Nebraska, William Gardner, University of Nebraska-Lincoln, Tara Wernsing, University of Nebraska-Lincoln, Suzanne J. Peterson, Arizona State University, Development and Analysis of a Multidimensional Theory-Based Measure of Authentic Leadership
Submitter: Sean T. Hannah, sean.hannah@usma.edu
125. Symposium: Saturday, 8:00–9:50
Shubert (6th floor)
Job-Seeking as a Self-Regulatory Process: Trainable Predictors of Job-Search Intensity
Five studies, conducted in 4 nations use longitudinal, experimental, and cross-sectional approaches for addressing the self-regulatory processes underlying job search. Variables of particular interest are training (4 studies), job-search clarity (2 studies) and different goals and strategies underlying job search (3 studies), as well as outcomes of self-regulated job search (4 studies).
Edwin A. J. Van Hooft, Erasmus University Rotterdam, Chair
Ute-Christine Klehe, University of Amsterdam, Co-Chair
Craig D. Crossley, University of Nebraska, Gretchen Vogelgesang, University of Nebraska, Michelle Fleig-Palmer, University of Nebraska, Job Search Strategies and Employment Goals and Outcomes
Ute-Christine Klehe, University of Amsterdam, Jelena Zikic, University of Toronto, Annelies E. M. Van Vianen, University of Amsterdam, Siok-Lian Sih, University of Amsterdam, Should I Stay or Should I Go? Predicting Job Search During Times of Job Insecurity
Cornelia Niessen, University of Konstanz, Nina Heinrichs, Technical University of Braunschweig, Sandra Dorr, Technical University of Braunschweig, Age-Related Changes in Job Search and Retraining During Unemployment
Jelena Zikic, University of Toronto, Alan M. Saks, University of Toronto, What Can Job Seekers Do to Improve Their Job Search Clarity and Job Search Self-Efficacy?
Edwin A. J. Van Hooft, Erasmus University Rotterdam, Gera Noordzij, Erasmus University Rotterdam, Effects of Goal Orientation on Job Seeking and Reemployment: An Intervention Study Among Unemployed Individuals
Connie R. Wanberg, University of Minnesota, Discussant
Submitter: Edwin A. J. Van Hooft, vanhooft@fsw.eur.nl
126. Poster Session: Saturday, 8:00–8:50
Westside (5th floor)
Motivation & Innovation
126-1. Individual Antecedents of the Psychological Contract During the Preemployment Stage
This paper addresses the relationship between individual antecedents (optimism, career strategy, individual career management, and work importance) and graduates’ pre-employment beliefs about their psychological contract with their future employer. The results of a survey largely confirm our hypotheses. The implications of our findings for psychological contract formation are discussed.
Ans De Vos, Vlerick Leuven Gent Management School
Annelies Meganck, Vlerick Leuven Gent Management School
Dirk Buyens, Ghent University
Submitter: Dirk Buyens, dirk.buyens@vlerick.be
126-2. Intuition and Creative Problem Solving: An Investigation of Influences
The purpose of this study was to understand the relationship between intuition and creative thought. We developed a measure of individual differences in intuition as applied to a specific domain to study this relationship. The conclusion was that individuals that are highly intuitive people produced more creative problem solutions.
Dawn L. Eubanks, University of Oklahoma
Stephen T. Murphy, University of Oklahoma
Michael D. Mumford, University of Oklahoma
Submitter: Dawn L. Eubanks, deubanks@psychology.ou.edu
126-3. Goals, Performance and Time: Applying Goal Setting to Flow Theory
This study examined the effects of goal condition on performance and time estimation, a component of flow theory. In an experimental setting, participants in the specific difficult goal condition outperformed those in the no-goal condition and estimated the time to be earlier than it was in reality.
Anna L. Sackett, University at Albany, SUNY
Linda R. Shanock, University at Albany, SUNY
Paul Schmidt, University at Albany, SUNY
Submitter: Anna L. Sackett, annasackett@yahoo.com
126-4. Self-Determined Motivation and Organizational Citizenship Behaviors: A Multilevel Model
A multilevel field study was conducted to examine how self-determined motivation and perceptions of work climate related to organizational citizenship behaviors (OCB) performed by staff-level nurses in 6 different hospitals. Results supported positive relationships between autonomous motivation and OCB. Implications of these results on theory and practice are discussed.
Nathan Schneeberger, Wonderlic, Inc
Kevin J. Williams, University at Albany-SUNY
Submitter: Nathan Schneeberger, ns9529@albany.edu
126-5. Contextual Boundary Conditions to Brainwriting for Idea Generation Within Organizations
Although people generally enjoy brainstorming, they collectively generate more and better ideas when brainwriting (i.e. sharing written ideas in a time- and sequence-structured format). This conceptual paper outlines theoretically derived potential contextual boundary conditions to findings from “brainwriting” laboratory research generalizing to effectively address real-world organizational challenges.
Peter A. Heslin, Southern Methodist University
Submitter: Peter A. Heslin, heslin@cox.smu.edu
126-6. The Effects of Four-Factor Goal Orientation on Goal-Setting Processes
This study integrated 4-factor goal-orientation theory with goal-setting theory. Three hundred thirty-five business students indicated their goal orientations, self-efficacy, and self-set goal for the semester. Results from the LISREL mediational model indicated that after controlling for ability, the 4 goal-orientation variables differentially influenced self-efficacy, self-set goals, and performance.
David J. Radosevich, Montclair State University
Mark Allyn, Montclair State University
Seokhwa Yun, Seoul National University
J. Craig Wallace, Oklahoma State University
Submitter: David J. Radosevich, david.radosevich@montclair.edu
126-7. Job Insecurity and Employee Satisfaction, OCBs, Deviance, and Negative Emotions
This research examines the effects of job insecurity on 3 organizational outcomes: job satisfaction, organizational citizenship and deviant behaviors, and negative emotions (anxiety, anger, and burnout). The findings show that job insecurity is negatively related to satisfaction and job insecurity has both direct and indirect effects on the outcomes investigated.
William D. Reisel, St. John’s University
Tahira M. Probst, Washington State University, Vancouver
Swee-Lim Chia, La Salle University
Cesar M. Maloles, III, California State University, East Bay
Submitter: Tahira M. Probst, probst@vancouver.wsu.edu
126-8. Explaining Early Retirement Intentions From Work and Nonwork Factors
This study investigated the early retirement intentions of 346 older Dutch employees by extending the theory of planned behavior with contextual conditions. Employees’ attitudes, the spouse’s subjective norm, perceived control, and anticipated work quality were significant predictors of the intention to retire before the official retirement age, that is, 65 years.
Karen Van Dam, Tilburg University
Janine D. M. van der Vorst, Human Capital Group
Beatrice I. J. M. van der Heijden, Maastricht School of Management
Submitter: Karen Van Dam, K.vanDam@uvt.nl
126-9. Associations Among Polychronicity, Goal Orientation, and Error Orientation
Two samples of participants completed questionnaires measuring polychronicity, goal orientation, and error orientation (n = 302; n = 105). As hypothesized, polychronicity was related to learning goal orientation and performance-avoid goal orientation. In addition, goal orientation mediated the relationship between polychronicity and error orientation. Discussion emphasizes construct development and interrelationships.
Kraig L. Schell, Angelo State University
Jeffrey M. Conte, San Diego State University
Submitter: Kraig L. Schell, kraig.schell@angelo.edu
126-10. Does Goal Orientation Imply a Perspective on Time?
Participants in 2 samples completed questionnaires measuring goal orientation and time urgency (n = 61; n = 44). Results showed that learning goal orientation correlated strongly with the time urgency dimensions of Competitiveness and General Hurry in both samples. The incorporation of time perceptions into goal orientation theory is discussed.
Kraig L. Schell, Angelo State University
Julie Ann Maggard, Angelo State University
Jeffrey M. Conte, San Diego State University
Submitter: Kraig L. Schell, kraig.schell@angelo.edu
126-11. Employee Learning Behavior and Creativity: A Social Identity Approach
This research uses a social identity analysis to predict employee creativity. It is hypothesized that team identification enhances employee’s creativity, mediated by individual learning behavior. Secondly, we proposed that leader’s inspirational communication and prototypicality moderate the relationship between identification and learning behavior. Data based on 114 employee–supervisor ratings supported predictions.
Giles Hirst, Monash University
Rolf Van Dick, Johann Wolfgang Goethe University Frankfurt
Daan van Knippenberg, Erasmus University Rotterdam
Submitter: Giles Hirst, giles.hirst@med.monash.edu.au
126-12. An Examination of Goal-Orientation Patterns and Task-Specific Self-Efficacy
The present study examined the impact of goal orientation on self-efficacy using a pattern approach to studying individual differences. The results indicated that certain goal-orientation patterns were associated with higher levels of self-efficacy and that past examinations of the independent effects of the goal-orientation dimensions may be misleading.
John J. Donovan, Rider University
Patrice L. Esson, Virginia Tech
Rachel Backert, Virginia Tech
Submitter: John J. Donovan, jdonovan@rider.edu
126-13. Evidence for Differences Among Performance Goal Types
Grant and Dweck’s (2003) distinction between ability versus normative performance goals was empirically tested in a longitudinal sample of college students. Both factor analysis and differential relationships of ability and normative goals with coping strategies and motivational processes suggested this distinction may be important for organizational scholars.
Stephanie Lynn Shively, University of Akron
Rosalie J. Hall, University of Akron
Submitter: Stephanie Lynn Shively, sls68@uakron.edu
126-14. Are Goal-Orientation Comparisons Appropriate Between American and Korean Groups?
This study tested for measurement invariance of VandeWalle’s (1997) goal-orientation instrument across Korean and American workers using multigroup confirmatory factor analysis. Across groups, learning and proving orientations were invariant, but avoiding goal orientation was partially noninvariant. Implications for goal orientation and comparisons between Korean and American respondents are discussed.
Aaron Michael Watson, North Carolina State University
Adam W. Meade, North Carolina State University
Eric A. Surface, SWA Consulting Inc.
Don VandeWalle, Southern Methodist University
Submitter: Aaron Michael Watson, amwatson@ncsu.edu
126-15. Subcultures Tell the Story: Perceptions of Innovation-Capacity Culture
We administered the Innovation-Capacity Culture Survey to 3 global companies and investigated differences in perceptions of culture across companies and functional units. We found that scores differed by company and by functional unit and suggest that functional units represent important organizational subcultures. Implications for researchers and managers are discussed.
April R. Cantwell, North Carolina State University
Torrey R. Mullen, North Carolina State University
Lynda Aiman-Smith, North Carolina State University
Submitter: Torrey R. Mullen, trmullen@nc.rr.com
126-16. Empowerment and Employee Creativity: A Multidimensional Approach
Drawing from empowerment and creativity theories, this study incorporates 2 conceptualizations of empowerment to explain how to encourage employee creativity. Using a survey data from a large IT company, we found that both psychological and job structural empowerment positively influence creativity through creative process engagement and/or intrinsic motivation.
Xiaomeng Zhang, University of Maryland, College Park
Kathryn M. Bartol, University of Maryland, College Park
Submitter: Xiaomeng Zhang, xiaomeng_zhang@rhsmith.umd.edu
126-17. Self-Regulatory Depletion and Adaptation Across Tasks
Previous research has produced conflicting findings regarding whether self-regulatory behavior improves or deteriorates over time. This study demonstrated that the level of opportunity to adapt to task demands may determine which effect is observed and explored mediating mechanisms. Results are consistent with both depletion and adaptation views of self-regulatory behavior.
Patrick D. Converse, Florida Institute of Technology
Richard P. DeShon, Michigan State University
Submitter: Patrick D. Converse, pconvers@fit.edu
126-18. Exploring Mediating Mechanisms in Self-Regulatory Behavior Across Tasks
Recent research suggests that self-regulatory behavior deteriorates over time as a result of resource depletion. This study examined differential hemispheric activation as an alternative mediating mechanism. Results indicated avoidance-oriented self-regulation produced greater relative right hemispheric activity, suggesting differential activation may account for some changes in self-regulation over time.
Erin M. Schlacks, Florida Institute of Technology
Patrick D. Converse, Florida Institute of Technology
Tomer Gotlib, Florida Institute of Technology
Joshua S. Quist, Florida Institute of Technology
Matthew Merbedone, Florida Institute of Technology
Submitter: Patrick D. Converse, pconvers@fit.edu
126-19. Work Avoidance and Goal Orientations in Work and Academic Domains
Correlates of goal orientations and work avoidance (desire to minimize effort) were investigated in work and academic domains revealing similar patterns. Work-avoidant individuals perceived their work as meaningless and uninteresting and their needs (e.g., competence) as not being met. Work avoidance was also negatively associated with citizenship behaviors.
Carolyn M. Jagacinski, Purdue University
Shamala Kumar, Purdue University
Holly Lam, Valtera Corporation
Donald E. Lustenberger, Purdue University
Submitter: Carolyn M. Jagacinski, jag@psych.purdue.edu
126-20. Relationships Between Organizational Justice and Different Motivational Orientations
We examined relations between organizational justice and work motivation. Using self-determination theory, we found that procedural, interpersonal, and informational justice were positively related to autonomous motivation. Distributive justice was positively related to autonomous motivation only when procedural justice was high. Autonomous motivation mediated the effect of justice on job satisfaction.
Marylene Gagne, Concordia University
Magda Donia, Concordia University
Nicole Berube, Concordia University
Submitter: Marylene Gagne, mgagne@jmsb.concordia.ca
126-21. Cultural Differences in Feedback Inquiry
Research on feedback inquiry may be based on assumptions that are not universally valid. This study examined cultural differences in feedback inquiry using an experimental policy-capturing design. Findings demonstrated cross-cultural differences in the importance of contextual and individual variables in predicting feedback inquiry. Implications of the research are discussed.
Heather MacDonald, University of Waterloo
Douglas J. Brown, University of Waterloo
Lorne M. Sulsky, Wilfrid Laurier University
Submitter: Heather MacDonald, hmacdona@watarts.uwaterloo.ca
126-22. Ingroup Identification as a Mediator between LMX and Job Satisfaction
The present study hypothesized and tested the mediating role of ingroup identification between LMX and employees’ job satisfaction. Data from undergraduate students who are employed or have past working experience were collected. Results supported the predicted mediating effect of ingroup identification. Implications and limitations were discussed.
Run (Lily) Ren, Texas A&M University
Submitter: Run (Lily) Ren, Lren@mays.tamu.edu
126-23. The Effects of Multiple Learning and Outcome Goals on Performance
The effects multiple goals on the performance of an unfamiliar task were investigated. A single focus on either assigned outcome or learning goals was best for performance. Performance was high when either personal outcome or learning goals were difficult. Strategies mediated the effects of outcome goals and self-efficacy on performance.
Aline Masuda, IESE Business School of Barcelona
Submitter: Aline Masuda, AMasuda@iese.edu
126-24. Creativity: The Influence of Social Intelligence, Openness, and Performance Pressure
This laboratory study explored the influence of social intelligence, Openness to Experience, and performance pressure on the creativity of solutions generated to a leadership problem. Results revealed a direct, positive influence of social intelligence in addition to significant interactions between social intelligence and pressure and between Openness and pressure.
Jody J. Illies, Saint Cloud State University
April Basarich, Saint Cloud State University
Marcy Young Illies, University of Nebraska-Omaha
Roni Reiter-Palmon, University of Nebraska-Omaha
Submitter: Jody J. Illies, jjillies@stcloudstate.edu
126-25. Characteristics of Self-Efficacy Interventions Within Work-Related Contexts: A Meta-Analysis
To determine the magnitude of self-efficacy intervention effects within work-related contexts we conducted a meta-analysis of 119 studies (N = 9,559; 708 effect sizes). Results indicated a medium overall corrected population effect size (d =.49), although moderator effect estimates varied based on type of criterion, organization, study setting, and intervention methods.
D. Brian McNatt, Old Dominion University
Stacy Campbell, University of Georgia
Robert R. Hirschfeld, University of Georgia
Submitter: D. Brian McNatt, dmcnatt@odu.edu
126-26. The Effects of Feedback and Stress on Workplace Outcomes
We examined relationships in a model integrating feedback, social support, and stress effects on performance and attitudes. Results revealed that feedback sign and social support influence perceived feedback accuracy and helpfulness, stress, and job satisfaction. This study serves as a guide for combining related concepts into integrated models.
Paul R. Heintz, Edison College
Debra Steele-Johnson, Wright State University
Submitter: Paul R. Heintz, heintz@edisonohio.edu
126-27. Personality and Values as Predictors of Motivated Behavior
This paper considers the individual difference constructs of personality and values as they relate to motivational processes. It proposes that personality and values have differential impacts on different motivational processes, such that values are more relevant to goal content, and personality is more relevant to goal striving (effort and persistence).
Laura Parks, University of Iowa
Submitter: Laura Parks, laura-parks@uiowa.edu
126-28. An Examination of Some Temporal Implications of Goal Setting
This study examined the effects of goal setting over time. The effects of multiple failures or multiple successes were examined for subjects in difficult goal, moderate goal, and do-your-best goal conditions on task performance, affect, and satisfaction. Over time, goal failures resulted in substantial declines in performance, affect, and satisfaction.
Sara R. Cooper, University of Minnesota
Charles L. Hulin, University of Illinois
Nathan R. Kuncel, University of Minnesota
Submitter: Sara R. Cooper, coope283@umn.edu
127. Practice Forum: Saturday, 8:00–9:50
Broadway S (6th floor)
Top-Rated Practice Forum: Doing Competencies Well
Four practitioners from different organizations and industries will present their perspectives on doing competencies well. Analysis and practical guidance around competency research; case examples of very different, yet solid, approaches; and broad perspective from consultants are included.
Alexis A. Fink, Microsoft Corporation, Chair
Linda S. Carr, Sun Microsystems, Competencies: A 10-Year Perspective
Alexis A. Fink, Microsoft Corporation, Competency Modeling @ Microsoft
Geneva M. Phillips, Boeing Company, Ronald B Odman, Boeing Company, A Comprehensive Competency Approach: Life After Job Analysis
Brian J. Ruggeberg, Aon Consulting, A Consultant’s Perspective on Doing Competencies Well: Methods, Models, Lessons
Michael A. Campion, Purdue University, Discussant
Submitter: Alexis A. Fink, alexis.fink@microsoft.com
128. Symposium: Saturday, 8:00–9:50
Broadway N (6th floor)
Predicting Leadership: The Good, the Bad, the Different, the Unnecessary
This symposium explores cutting-edge topics in leadership research. Specific questions include (a) which leadership behaviors matter the most? (b) how does personality relate to leadership behaviors and outcomes? and (c) what is the co-occurrence of wrongdoing among senior leaders? The empirical work has implications for leadership theory and the practice.
John P. Campbell, University of Minnesota, Chair
Michael J. Benson, U.S. Air Force, Co-Chair
Ronald F. Piccolo, University of Central Florida, Joyce E. Bono, University of Minnesota, Timothy A. Judge, University of Florida, Emily E. Duehr, Personnel Decisions Research Institutes, John P. Muros, University of Minnesota, Which Leader Behaviors Matter Most? Comparing Dimensions of the LBDQ and MLQ
Emily E. Duehr, Personnel Decisions Research Institutes, Joyce E. Bono, University of Minnesota, Personality and Transformational Leadership: Differential Prediction for Male and Female Leaders
Michael J. Benson, U. S. Air Force, John P. Campbell, University of Minnesota, Derailing and Dark Side Personality: Incremental Prediction of Leadership (In)Effectiveness
Hannah J. Foldes, Personnel Decisions International, Deniz S. Ones, University of Minnesota, Wrongdoing Among Senior Leaders: Critical Incidents and Witnessed Co-Occurrence
Gordon J. Curphy, Self-employed, Discussant
Robert T. Hogan, Hogan Assessment Systems, Discussant
Submitter: Michael J. Benson, benson.mj@gmail.com
129. Community of Interest: Saturday, 8:00–8:50
Uris (6th floor)
Entry-Level Selection
John D. Arnold, Polaris Assessment Systems, Facilitator
Kirk L. Rogg, Aon Consulting, Facilitator
Thomas D. Heetderks, Yum Brands, Facilitator
130. Symposium: Saturday, 8:00–9:50
Plymouth (6th floor)
Swimming in Global Waters: Integrating Culture Into Interpersonal Performance
This symposium presents research focused on incorporating culture into understanding of interpersonal performance, beginning with 2 theoretical models integrating culture into interpersonal skill performance. In addition, the role of global identification in acculturation processes is discussed, and the lessons learned from an effort developing social skills training for cross-cultural performers are reviewed.
Gerald F. Goodwin, U.S. Army Research Institute, Chair
Whitney E. Botsford, George Mason University, Michelle M. Wisecarver, U.S. Army Research Institute, Knowledge and Skills: Building Blocks for Effective Interpersonal Performance
Joan R. Rentsch, University of Tennessee, Allison Gundersen, Case Western Reserve University, Allison Abbe, U.S. Army Research Institute, Lisa M.V. Gulick, George Mason University, Multicultural Perspective-Taking Competencies
Jeffrey L. Herman, George Mason University, Lois E. Tetrick, George Mason University, Cultural Identity and International Assignments: An Empirical Look at Global Identity, Expatriate Acculturation and Repatriate Adjustment
Tara D. Carpenter, Federal Management Partners, Application of Theory in the Development of a Social Skill Training Program for Soldiers Working in Other Cultures: Challenges, Successes, and Lessons Learned
Michele J. Gelfand, University of Maryland, Discussant
Submitter: Gerald F. Goodwin, jay.goodwin@hqda.army.mil
131. Practice Forum: Saturday, 8:00–9:50
Majestic (6th floor)
Keeping Good Employees: Approaches for Reducing Turnover and Increasing Retention
Organizations lose billions every year in turnover-related expenses. Surprisingly, there is a dearth of research examining best practices concerning turnover and retention. This forum presents best practice examples concerning how I-O psychologists can better use turnover data to drive other human resource functions, retain critical employees, and reduce turnover.
Jared D. Lock, Hogan Assessment Systems, Chair
Jared D. Lock, Hogan Assessment Systems, Predicting Talent and Turnover: Selecting For Retention and Performance
Michael Hepperlen, MDA Leadership Consulting, John Zehr, MDA Leadership Consulting, Sharon Sackett, University of Minnesota, Leveraging Employee Turnover Analysis for Leadership Training and Development
Courtney L. Holladay, University of Texas, MD Anderson Cancer Center, Corey Helm, University of Texas, MD Anderson Cancer Center, Frank Tortorella, University of Texas, MD Anderson Cancer Center, Using Employee Feed-back Processes to Drive Pay-for-Performance Initiatives
Amy Clampett, SHL, Identifying High Potentials and Minimizing Key Player Turnover
John R. Leonard, Valero Energy Corporation, Liana Knudsen, Dell Computer, Preparing for the Perfect Storm: Successfully Approaching Impending Turnover
Submitter: Jared D. Lock, Jlock@HoganAssessments.com
132. Panel Discussion: Saturday, 8:00–9:50
Winter Garden (6th floor)
Talking With Clients: What to Say, When to Shut Up
Good science makes good practice, but convincing clients can be a challenge. This panel will focus on practitioner strategies for communicating complex, often sensitive, information to a variety of client audiences. Communication types will include encouraging best practices, balancing influence with objectivity, communicating bad news, and what not to say.
Stephanie R. Klein, PreVisor, Chair
Paul D. DeKoekkoek, Sprint, Panelist
Rick R. Jacobs, Pennsylvania State University, Panelist
Ulf Chris Kubisiak, Personnel Decisions Research Institutes, Panelist
Ken Lahti, PreVisor, Panelist
Amy McKee, Self-Employed, Panelist
Submitter: Stephanie R. Klein, sklein@previsor.com
133. Symposium: Saturday, 8:00–9:50
Soho (7th floor)
When Smiles Are Required: Understanding Display Rules and Emotional Labor
Employees are often encouraged, by organizational training and incentive systems, to adhere to display rules that require them to regulate the emotions that they express to others. The research presented in this symposium seeks to contribute to the understanding of the role display rules have in the emotional labor process.
Patricia Barger, Bowling Green State University, Chair
Jennifer Z. Gillespie, Bowling Green State University, Co-Chair
Andrea Silke Holub, University of Heidelberg, Deborah E. Rupp, University of Illinois at Urbana-Champaign, Alicia A. Grandey, Pennsylvania State University, Justice and Emotional Labor: Implications for Customer Service, Fairness Theory, and the Multifoci Perspective
Patricia Barger, Bowling Green State University, Jennifer Z. Gillespie, Bowling Green State University, Towards Explaining Emotional Labor: The Role of Emotional Discrepancies
Erin M. Richard, Florida Institute of Technology, James M. Diefendorff, University of Akron, Breaking the Rules: Examining Predictors of Display Rule Deviance
John P. Trougakos, University of Toronto, Christine Jackson, Purdue University, An Examination of Situational and Dispositional Antecedents of Surface Acting: Implications for Affective Delivery and Task Performance
Markus Groth, Australian Graduate School of Management, Steven Frenkel, Australian Graduate School of Management, Forced to Smile: The Effects of Emotional Labor of Call Center Employees on Performance and Absenteeism
Daniel J. Beal, Rice University, Discussant
Submitter: Patricia Barger, pbarger@bgnet.bgsu.edu
134. Symposium: Saturday, 8:00–9:50
Gramercy (7th floor)
Social Support, Leadership, and Work–Family Outcomes
The papers in this symposium advance our understanding of formal work–family practices and informal support in supervisory and peer relationships in predicting various work attitudes as well as reducing work–family stress. Discussion will focus on linking the science and practice of leadership, social support, and work–life balance in organizations.
Jeanette N. Cleveland, Pennsylvania State University, Chair
Michelle M. Harrison, Pennsylvania State University, Co-Chair
April Jones, Pennsylvania State University, Co-Chair
Michelle M. Harrison, Pennsylvania State University, April Jones, Pennsylvania State University, Jeanette N. Cleveland, Pennsylvania State University, John O’Neill, Pennsylvania State University, Viewing the Work–Family Interface Through a Leadership Perspective
Nicole Neff, Pennsylvania State University, Luke Brooks-Shesler, U.S. Office of Personnel Management, Julie Brill, U.S. Office of Personnel Management, Lois E. Tetrick, George Mason University, Satisfaction With Work and Family Policies: The Role of Supervisory Support
Alma McCarthy, National University of Ireland-Galway, Jeanette N. Cleveland, Pennsylvania State University, April Jones, Pennsylvania State University, An Investigation of the Role of Coworker Support in Managing Work and Family
Ellen E. Kossek, Michigan State University, Shaun Pichler, Michigan State University, Leslie B. Hammer, Portland State University, Todd Bodner, Portland State University, Contextualizing Workplace Supports for Family: An Integrative Meta-Analysis of Direct and Moderating Linkages to Work–Family Conflict
Marian N. Ruderman, Center for Creative Leadership, Discussant
Submitter: Michelle M. Harrison, mmh218@psu.edu
135. Symposium: Saturday, 8:00–9:50
Empire (7th floor)
Living Up to Expectations: Gender Stereotyping and Work
This symposium presents empirical studies that examine the effects of gender stereotyping on work-related outcomes for women. Gender stereotyping of leadership abilities, the managerial role, jobs, and business school programs are explored. Research results and their implications for organizations and women in the workplace will be discussed.
Debra S. Gatton, Tiffin University, Chair
Jay M. Dorio, University of South Florida, Walter C. Borman, Personnel Decisions Research Institutes, Barbara A. Fritzsche, University of Central Florida, Gender-Role Stereotypes, Racial Stereotypes, and the Sex-Typing of Jobs: The Influence on Performance Evaluations/360-Degree Feedback
Victoria Robson, Virginia Tech, Roseanne J. Foti, Virginia Tech, Leadership Emergence: Do Males Always Dominate?
Debra S. Gatton, Tiffin University, Cathy L. Z. DuBois, Kent State University, Robert H. Faley, Kent State University, Revisiting Gender Stereotyping of Occupations and the Corporate Culture: Has a Decade Made a Difference?
Wendy S. Harman, Truman State University, Tara Ceranic, University of Washington, Socializing Masculinity in Business School
Margaret S. Stockdale, Southern Illinois University-Carbondale, Discussant
Submitter: Debra S. Gatton, dgatton@tiffin.edu
136. Symposium: Saturday, 8:00–9:50
Chelsea (7th floor)
Work Group Diversity: Sophisticated Conceptualizations, Task-Relevant Characteristics, and Multilevel Perspectives
The papers in this symposium advance the work group diversity literature by proposing and testing more sophisticated conceptualizations of the positive versus negative effects of diversity (including mediators and moderators), identifying and studying diversity in task-relevant characteristics, and addressing the nature and effects of diversity at different levels of analysis.
Jana L. Raver, Queen’s University, Chair
Daan van Knippenberg, Erasmus University Rotterdam, Co-Chair
Jana L. Raver, Queen’s University, Daan van Knippenberg, Erasmus University Rotterdam, Openness to Diversity and the Informational Benefits of Gender Diversity
Daan van Knippenberg, Erasmus University Rotterdam, Jeremy F. Dawson, Aston University, Michael A. West, Aston University, Diversity Faultlines, Team Reflexivity, and Team Innovation
Susan Mohammed, Pennsylvania State University, Lori A. Ferzandi, Pennsylvania State University, Michelle M. Harrison, Pennsylvania State University, Jodi Himelright, Pennsylvania State University, Diversity in Action-State Orientation: Effects on Team Process and Performance
Prasad Balkundi, SUNY at Buffalo, David A. Harrison, Pennsylvania State University, Frankie Weinberg , University of Georgia, Multiple Diversity Threads in the Texture of Team Functioning: Material Roles of Knowledge and Network Structures
Andrew P. Knight, University of Pennsylvania, Katherine J. Klein, University of Pennsylvania, Mathis Schulte, Columbia University, Decomposing the Black Box of Diversity: A Multilevel Variance Partitioning Approach
Yves R. F. Guillaume, Aston University, Felix C. Brodbeck, Aston University, The Interactive Effect of Gender Dissimilarity and Time on Individual Group Member Performance
Submitter: Jana L. Raver, jraver@business.queensu.ca
137. Panel Discussion: Saturday, 8:00–9:20
Duffy (7th floor)
High-Stakes Interviews: Techniques for Maximizing Recall and Minimizing Deception
I-O psychologists traditionally utilize interviewing techniques for organizational assessments and employee selection and promotion. This panel examines whether and how “traditional” interviewing techniques translate to high-stakes arenas such as national security, criminal investigations, and clinical settings. Topics include accurate recall, lying, deception, emotionality, interviewing, intervening, and interviewer reactions.
Joyce Silberstang, Adelphi University, Chair
Kevin Colwell, Valdosta State University, Panelist
Thomas Diamante, Risk Consulting, Panelist
Ilene F. Gast, U.S. Customs and Border Protection, Panelist
Manuel London, SUNY-Stony Brook, Panelist
K. C. Rondello, Adelphi University, Panelist
Jennifer Wisdom, Oregon Health & Science University, Panelist
Submitter: Joyce Silberstang, silberstang@adelphi.edu
138. Interactive Posters: Saturday, 8:00–8:50
Harlem (7th floor)
Engagement
Patrick Kulesa, ISR, Facilitator
138-1. The Effect of Transformational Leadership on Follower Work Engagement
This study examined whether follower characteristics moderated the relationship between transformational leadership and follower work engagement. Hierarchical linear modeling (HLM) results showed that leader-rated follower characteristics moderated the positive effect of transformational leadership on follower work engagement. Impli-cations for theory, research, and practice are discussed.
Weichun Zhu, Harvard University
Bruce J. Avolio, University of Nebraska
Fred Walumbwa, Arizona State University
Submitter: Weichun Zhu, weichun_zhu@ksg.harvard.edu
138-2. Effect of Boredom on Underemployment, Employee Engagement, and Job Performance
The current study examined the effect of trait boredom (boredom proneness) on subjective underemployment, employee engagement, and job performance. Consistent with expectations, boredom-prone workers perceived themselves to be underemployed, exhibited less workplace engagement, and received lower performance ratings from supervisors. Study implications, limitations, and directions for future research are discussed.
John D. Watt, University of Central Arkansas
Submitter: John D. Watt, johnwatt@uca.edu
138-3. An Empirical Investigation of the Stability of Employee Engagement
Organizational engagement is a new concept related to a large literature on job attitudes. The goal of this paper was to advance the literature on engagement. We investigated longitudinal hypotheses regarding the stability of employee engagement across a 3-year period with mixed support.
Jennifer D. Kaufman, Dell, Inc.
Alan D. Mead, PAQ Services, Inc.
Tom Rauzi, Dell, Inc.
John O. DeVille, Dell, Inc.
Submitter: Alan D. Mead, amead@alanmead.org
138-4. Engaging the Aging Workforce: How Age Affects Employee Engagement
Many organizations seem poorly positioned to engage their aging workforces. We examined the interplay between age, workgroup age composition, and age-related attitudes on engagement. Older employees were less engaged, and the effects of age similarity on the engagement of older workers depended on their satisfaction with their fellow older colleagues.
Derek R. Avery, Rutgers University
Patrick F. McKay, University of Wisconsin-Milwaukee
David C. Wilson, University of Delaware
Submitter: Derek R. Avery, davery@camden.rutgers.edu
139. Symposium: Saturday, 8:00–9:50
Marquis C (9th floor)
Employee Engagement: Where Are We and Where Are We Going?
Employee engagement is emerging as an important construct for helping researchers and practitioners understand business-related outcomes (e.g., productivity, commitment, and greater effort). The symposium will identify best practices for measuring and researching engagement and providing further information about the outcomes and antecedents of work engagement.
Holly S. Payne, Development Dimensions International, Chair
Lisa Baranik, University of Georgia, Co-Chair
Ronald G. Downey, Kansas State University, Andrew J. Wefald, Kansas State University, Dianne E. Whitney, Kansas State University, Does the UWES Scale Measure Engagement?
Clive Fullagar, Kansas State University, “Flow” in Engagement: Discovering the State Component
Joseph A. Jones, Development Dimensions International, Paul R. Bernthal, Development Dimensions International, Tying the Corporate Knot: Examining the Relationship Between Leader and Follower Engagement
Thomas W. Britt, Clemson University, Job Engagement as a Buffer and Magnifier of the Relationship Between Organizational Stressors and Outcomes
Ofira Shraga, Tel Aviv University, Arie Shirom, University of Tel Aviv, Characteristics and Job Satisfaction as Predictors of Work-Related Vigor
Debra L. Nelson, Oklahoma State University, Discussant
Submitter: Holly S. Payne, Holly.Payne@ddiworld.com
140. Panel Discussion: Saturday, 8:00–9:50
Marquis B (9th floor)
Alternative Validation Strategies: Developing New and Leveraging Existing Validation Evidence
The most recent volume in SIOP’s Professional Practice Series is scheduled for publication to be available for this SIOP conference. This submission proposes a panel discussion among the chapter authors, with each bringing particular expertise regarding their chapters and broad expertise to the entire topic of developing validation evidence.
S. Morton McPhail, Valtera Corporation, Chair
Wade M. Gibson, W. M. Gibson & Associates, Inc., Panelist
Calvin C. Hoffman, Alliant International University, Panelist
Joyce C. Hogan, Hogan Assessment Systems, Panelist
Jeff W. Johnson, Personnel Decisions Research Institutes, Panelist
Timothy E. Landon, University of Michigan-Dearborn, Panelist
Frank J. Landy, Landy Litigation Support Group, Panelist
Michael A. McDaniel, Virginia Commonwealth University, Panelist
Lorin M. Mueller, American Institutes for Research, Panelist
Damian J. Stelly, Valtera Corporation, Panelist
Nancy T. Tippins, Valtera, Panelist
Submitter: S. Morton McPhail, mmcphail@valtera.com
141. Symposium: Saturday, 8:00–9:50
Cantor (9th floor)
The Assessment Center Validity Paradox: Alternative Analytic and Design Methodologies
Despite their continued popularity, there is still much debate about what assessment centers actually measure. The examination of assessment center construct validity has stimulated multiple streams of research activity. This symposium brings together presenters who incorporate alternative AC designs and construct validation approaches to evaluate the construct validity of ACs.
Brian J. Hoffman, University of Georgia, Chair
Charles E. Lance, University of Georgia, Co-Chair
Carl J. Thoresen, Cornerstone Management Resource Systems, Inc., Charles E. Lance, University of Georgia, Joseph D. Thoresen, Cornerstone Management Resource Systems, Exercises, Not Dimensions, Are the Currency of Assessment Centers
Duncan Jackson, Massey University, Task-Specific Assessment Centers: Evidence of Predictive Validity and Fairness
Charles E. Lance, University of Georgia, Mark R. Foster, University of Georgia, Sabrina Marie Drollinger, University of Georgia, Kelly Sorensen, University of Georgia, William A. Gentry, Center for Creative Leadership, Yvette M. Nemeth, University of Georgia, A Comparison of Task-Based Versus Dimension-Based Scoring Procedures in an Operational Assessment Center (AC)
Brian J. Hoffman, University of Georgia, Adam W. Meade, North Carolina State University, Invariance Tests as Assessment Center Construct Validity Evidence
John P. Meriac, University of Tennessee, Brian J. Hoffman, University of Georgia, Matthew Fleisher, University of Tennessee, David J. Woehr, University of Tennessee, Expanding the Nomological Surrounding AC Dimensions: A Meta-Analysis
Jeffrey D. Kudisch, University of Maryland, Discussant
Submitter: Brian J. Hoffman, hoffmanb@uga.edu
142. Practice Forum: Saturday, 8:00–9:50
Barrymore (9th floor)
Organizational Culture at a Crossroads: Facilitating M&As Using Culture Assessment
When 2 organizations come together, whether through a merger or acquisition, their cultures inevitably meet at a crossroads. This practice forum offers 5 unique perspectives from practitioners who have recent experience conducting organizational cultural assessments. They will share real-life case studies describing their approach and methodology, sharing results, and lessons learned.
Eric D. Elder, Bank of America, Chair
Craig D. Haas, Hogan Assessment Systems, Managing and Measuring an Organization’s Culture Change: A Case Study
Stephen Kincaid, ghSMART & Co., Assessing Cultures in a Postmerger Environment: The Good, the Bad, and the Ugly
Lou Sanchez, Bank of America, Eric D. Elder, Bank of America, Culture Assessment in the Context of a Major Acquisition
Hank Tufts, RHR International, Cultural Assessment as Part of an Organizational Merging Process
David B. Wagner, Mercer Delta Consulting, LLC, Cultural Assessment: An Integral Part of an Acquisition Integration Strategy
Submitter: Eric D. Elder, eric.elder@bankofamerica.com
143. Roundtable: Saturday, 8:00–8:50
Sun Roof (16th floor)
Legal Issues in the Use of Cut Scores: Recent Developments
The use of cut scores in employment decision making may have legal consequences that employers should consider when implementing selection programs. This session will provide an opportunity to discuss recent court cases and their legal and practical implications, answered and unanswered questions, and prudent strategies for the use of cut scores.
John A. Weiner, PSI, Host
Keith M. Pyburn, Fisher & Phillips, LLP, Co-Host
James C. Sharf, Employment Risk Advisors, Inc., Co-Host
Submitter: John A. Weiner, jweiner@psionline.com
144. Poster Session: Saturday, 9:00–9:50
Westside (5th floor)
Leadership, Coaching, Leadership Development
144-1. Understanding Connectionism in Leader Representations: Beyond Implicit Leadership Theory
This study explored the theory of connectionism as it relates to leadership representations. A dynamic leader selection task assessed the extent to which cognitive representations of leaders fluctuated with cognitive engagement and processing. The results suggest that leadership representations are not static, but dynamic, and subject to contextual influences.
Robert Everett Knee, Virgina Tech
Roseanne J. Foti, Virginia Tech
Submitter: Robert Everett Knee, reknee@vt.edu
144-2. Can Personality Predict Leader Self-Awareness Operationalized as a Difference Score?
We examined whether personality could explain variation in self-awareness operationalized as a difference score. In contrast with previous research, results indicated that personality could not account for difference score variations. Potential explanations including qualitative differences between leadership and general management behaviors and the construct validity of difference scores are discussed.
Nigel Guenole, Centre for High Performance Development
Tony Cockerill, Centre for High Performance Development
Oleksandr Chernyshenko, University of Canterbury
Submitter: Stephen Stark, sstark@cas.usf.edu
144-3. Fast Cycle Team Leadership: Exploring Structure, Antecedents, and Outcomes
This research examines the leadership of fast cycle project teams. Results illustrated that both vertical and shared team leadership were important factors in fast cycle team success in addition to the antecedents of ability, resources, and support. Further, vertical and shared team leadership interacted to predict individuals’ satisfaction and learning.
Jonathan C. Ziegert, Drexel University
V. K. Narayanan, Drexel University
Frank Douglas, MIT Sloan School of Management
Submitter: Jonathan C. Ziegert, ziegert@drexel.edu
144-4. Extending Leader–Member Exchange Theory to a Dual Leadership Context
We tested LMX theory in a dual leadership context and surveyed 212 employees, 20 assistant managers, and 20 store managers in Turkey. Store manager LMX predicted work attitudes but the effects of assistant manager LMX depended on leader–leader exchange (LLX). LLX also determined the convergence between performance ratings.
Berrin Erdogan, Portland State University
Talya N. Bauer, Portland State University
Submitter: Talya N. Bauer, TalyaB@Sba.pdx.edu
144-5. Leading FOR the Team: Situational Determinants of Team-Oriented Leader Behavior
We argue that situational factors influence leader team-oriented behavior. We present an experimental study showing that team-prototypical leaders (i.e., leaders who perceive themselves as an embodiment of the group identity) show team-oriented behaviors, whereas nonprototypical leaders show only team-oriented behaviors when they are accountable.
Steffen R. Giessner, Erasmus University Rotterdam
Submitter: Steffen R. Giessner, sgiessner@rsm.nl
144-6. Does Transformational Leadership Reduce Employee Absence From Work?
Transformational leadership impacts upon employees at work, but does it also encourage them to show up for work? A survey of 232 UK government employees found that transformational leadership was only marginally associated with subordinate absence. However, the contingent reward element of transactional leadership showed a stronger relationship.
Nadine Mellor, Health and Safety Laboratory
John Arnold, Loughborough University
Kristin Hollingdale, Health and Safety Laboratory
Submitter: John Arnold, j.m.arnold@lboro.ac.uk
144-7. Using Emotional Intelligence to Identify High Potential: A Metacompetency Perspective
The current study investigates the link between emotional intelligence (as a proxy for learning metacompetency), self-reported job performance, career commitment, and high-potential status. Results indicate that the appraisal of learning agility may well provide added value in high-potential identification processes above and beyond traditional performance and potentiality appraisals.
Dries Nicky, Vrije Universiteit Brussel
Roland Pepermans, Vrije Universiteit Brussel
Ina Van Holsbeeck, Vrije Universiteit Brussel
Submitter: Frederik Anseel, Frederik.Anseel@ugent.be
144-8. Beyond Transformational and Transactional: Benefits of Having a Connective Leader
This study examined how connective leadership (Lipman-Blumen, 1992, 1996) affects the well-being and withdrawal of subordinates and the role of gender in connective leadership. Analyses indicated that connective leadership predicts positive job outcomes after controlling for transactional and transformational leadership and that gender also plays a role in these processes.
Sarah A. Long, Western Kentucky University
Kathi N. Miner-Rubino, Western Kentucky University
Melisa A. Appleby, Western Kentucky University
Submitter: Kathi N. Miner-Rubino, kathi.miner-rubino@wku.edu
144-9. Leader Emotion and Team Performance: The Role of Epistemic Motivation
We investigated the effects of leader emotions on team performance as a function of followers’ epistemic motivation. Teams with high epistemic motivation performed better with an angry leader (mediated by performance appraisals), and teams with low epistemic motivation performed better with a happy leader (mediated by impression of the leader).
Gerben A. Van Kleef, University of Amsterdam
Astrid C. Homan, Leiden University
Bianca Beersma, University of Amsterdam
Daan van Knippenberg, Erasmus University Rotterdam
Barbara van Knippenberg, Free University Amsterdam
Frederic Damen, Erasmus University Rotterdam
Submitter: Daan van Knippenberg, dvanknippenberg@rsm.nl
144-10. Effects of Goal-Based Planning on Leadership and Group Process
We investigated effects of goal-structure training on leadership planning and group process as groups worked to solve a problem. Results indicated that training influenced breadth and depth of leaders’ plans but did not impact group processes as predicted. Implications for the complexity of leader planning and group dynamics are presented.
Philip T. Walmsley, Missouri State University
Thomas D. Kane, Missouri State University
Jared Russo, Missouri State University
Submitter: Philip T. Walmsley, Walmsley1@MissouriState.edu
144-11. Direct, Indirect, and Moderating Effects of LMX on Emotional Exhaustion
Data from 395 employees reporting to various unit leaders in a geriatric hospital revealed (a) job demands and leader–member exchange (LMX) sometimes directly influenced emotional exhaustion; (b) job demands sometimes partially mediated LMX–emotional exhaustion; and, (c) LMX moderated the relationship between job demands and emotional exhaustion.
Victor Y. Haines, University of Montreal
Simon Taggar, Wilfrid Laurier University
Submitter: Simon Taggar, staggar@wlu.ca
144-12. Subordinates’ Self- and Typical Leader Perceptions Moderate Leader Categorization Effects
We show (N = 297) that the better leaders match their subordinates’ cognitive ideal leader prototypes, the more open are these subordinates to leadership. Subordinates’ evaluations of themselves as potential leaders and of typical leaders moderate this effect. Leader categorization effects are consistently found to be stronger under high moderator conditions.
Niels van Quaquebeke, RespectResearchGroup
Daan van Knippenberg, Erasmus University Rotterdam
Submitter: Niels van Quaquebeke, quaquebeke@respectresearchgroup.org
144-13. Personality and Leader Emergence in a Transformational Context
This study examined the relationship between Big 5 personality variables and transformational leadership when the work environment presents opportunities for change and creativity. The same conditions that contribute to a need for transformational leadership also increased followers’ receptivity to transformational leadership and therefore contributed to their emergence.
Amy Hayes, Russell Reynolds Associates
Roseanne J. Foti, Virginia Tech
Submitter: Roseanne J. Foti, rfoti@vt.edu
144-14. Comparing Perceived Transformational Leadership and Perceived Public Speaking Ability
Possible overlap between perceptions of transformational leadership and perceptions of public speaking ability raises questions of construct discrimination. The current study tests both as predictors of task performance as well as mastery goal orientation as a moderator. Results suggest some similarity in functionality of the 2 constructs.
Nicholas P. Salter, Bowling Green State University
Jennifer Z. Gillespie, Bowling Green State University
Submitter: Nicholas P. Salter, nsalter@bgsu.edu
144-15. Leadership Research Methodology: The State of the Science
We review leadership research methodology employed in the past decade in 5 premier journals. We content analyze methodological practices including measurement methods and analytic tools to explore the state of the science of studying leadership, with careful consideration of the types of inferences these methods afford leadership scholars.
Leslie A. DeChurch, Florida International University
Chak Fu Lam, Middlebury College
Submitter: Leslie A. DeChurch, dechurch@fiu.edu
144-16. The Role of Implicit Leadership Theories in Leadership Perception
In the current study, participants received a good, poor, or no performance cue regarding a leader. Implicit leadership theories (ILTs) were measured either before or after participants viewed a target performance. Results provided evidence that ILTs partially mediate the effects of performance cues on rating of leader behavior and performance.
Scott M. Reithel, APT, Inc.
Sebastiano A. Fisicaro, Wayne State University
Aaron Cook, Wayne State University
Submitter: Scott M. Reithel, sreithel@appliedpsych.com
144-17. Self-Monitoring, Authentic Leadership, and Perceptions of Leadership: A Longitudinal Study
Self-monitoring and authentic leadership were examined as predictors of change in perceptions of leadership over time. Hierarchical linear modeling showed variability across subjects in change in perceptions over time but neither leader self-monitoring nor authentic leadership predicted the variability. Subjects’ overestimation of their roles as leaders increased over time.
Brian W. Tate, Pennsylvania State University
Submitter: Brian W. Tate, bwt120@psu.edu
144-18. Attractiveness, Gender, Industry, and Individual Differences in Ascribing Leadership Potential
This study investigated the physical attractiveness bias in leadership settings by observing interactions of attractiveness, gender, industry, and individual differences. Results indicate that attractive male candidates are ascribed more leadership potential across male- and female-typed industries, but attractive female candidates are rated as having lower leadership potential in female-typed industries.
Suzette Caleo, New York University
Nathan J. Hiller, Florida International University
Submitter: Nathan J. Hiller, hillern@fiu.edu
144-19. Does Identification Mediate the Relationship Between Transformational Leadership and Commitment?
This research investigated the interrelationships among transformational leadership (TFL), identification, and affective commitment (AC), and tested whether identification mediates the relationship of TFL to AC at 3 different foci (e.g., dyad, work-group, and organization foci). Strong support was found for the 3 mediation models tested.
Timothy A. Jackson, University of Western Ontario
John P. Meyer, University of Western Ontario
Submitter: John P. Meyer, meyer@uwo.ca
144-20. The Influence of Leadership Style on Performance Appraisal Judgment Policies
This study used social judgment analysis to examine evidence for leadership style as an explanation for individual differences in performance appraisal judgment policies. Multilevel analysis demonstrated that several aspects of leadership style predict relative weights of task, contextual, and counterproductive components of performance components in assessments of overall work performance.
Matthew W. Ferguson, University of Connecticut
Janet L. Barnes-Farrell, University of Connecticut
Submitter: Matthew W. Ferguson, matthewwferguson@gmail.com
144-21. Leader Enhancement: Outgroup Leader Actions Affect Liking for Ingroup Leaders
Two studies found evidence for leader enhancement effects: Information about out-group leaders’ negative actions increase in-group leader favorability ratings. People held more favorable attitudes toward in-group leaders when learning of negative actions of out-group leaders (Study 1; N = 39). National identification moderates this effect (Study 2; N = 79).
Todd L. Pittinsky, Harvard University
Brian Welle, Harvard University
Submitter: Todd L. Pittinsky, todd_pittinsky@harvard.edu
144-22. Effective Leadership During Public Health and Safety Crises: An Investigation
We systematically identified and interviewed individuals with extensive experience leading effectively during public and health safety crises (N = 50). Through semistructured interviews, data were collected on actions, emotions, and cognitions exhibited by effective leaders during major stages of crisis. From these data, frameworks for crisis leadership effectiveness and a crisis leader efficacy scale (C-LEAD) emerged.
Todd L. Pittinsky, Harvard University
Connie Noonan Hadley, Harvard University
Submitter: Todd L. Pittinsky, todd_pittinsky@harvard.edu
144-23. The Effects of ILT Accuracy on LMX and Work Outcomes
Using a sample of 189 leader–member dyads, we examined the empirical relationships among ILT, LMX, and work outcomes. Results indicated that member accuracy on leader ILTs was positively related to both leader and member LMX, which consequently was positively related to member organizational commitment, organizational citizenship behavior, and in-role performance.
Lisa Delise, University of Tennessee
C. Allen Gorman, University of Tennessee
Joan R. Rentsch, University of Tennessee
Erika E. Small, University of Tennessee
Jacqueline Z. Bergman, Appalachian State University
Michael C. Rush, University of Tennessee
Submitter: Lisa Delise, ldelise@utk.edu
144-24. Douglas McGregor’s Theory X/Y: Development of a Construct Valid Measure
McGregor’s influential theorizing has never been tested due to the absence of a construct valid measure. The pattern of correlations between our X/Y measure and conceptually identical, closely related, distally related, and unrelated measures (rs = .66, .55, .28, and .03, respectively) provides evidence of convergent, substantive, and discriminant validity.
Richard E. Kopelman, Baruch College, CUNY
Anne L. Davis, U.S. Army
David J. Prottas, Adelphi University
Submitter: Richard E. Kopelman, richard_kopelman@baruch.cuny.edu
144-25. Leadership Emergence in Face-to-Face and Virtual Groups: Contingency Model Application
Seventeen face-to-face 3-person groups versus 12 computer-mediated groups participated in a problem-solving task. Results showed that face-to-face groups experienced a more positive group atmosphere than the computer-mediated ones. Also, relationship-oriented individuals emerged as leaders in face-to-face conditions significantly more often than task-focused ones.
Orit Groag-Blavvise, Illinois Institute of Technology
Melinda Scheuer, Illinois Institute of Technology
Roya Ayman, Illinois Institute of Technology
Amelia Hrabak, Illinois Institute of Technology
Sylvia G. Roch, University at Albany, SUNY
Submitter: Orit Groag-Blavvise, oritgroag@hotmail.com
144-26. What Do Leaders Recall About Their Multisource Feedback?
We examined 145 leaders’ recall of their multisource feedback (MSF) 9 months after receiving it. Recall was modestly related to actual feedback. Leaders recalled more strengths than weaknesses and recalled feedback from supervisors and subordinates better than from peers. Recall of MSF was unrelated to subsequent improvement in MSF.
James W. Smither, La Salle University
Joan F. Brett, Arizona State University-West
Leanne E. Atwater, Arizona State University-West
Submitter: Leanne E. Atwater, leanne.atwater@asu.edu
144-27. LMX and Performance: An Investigation on the Causal Order
This study examines the causal order between LMX and subordinate performance. Data were obtained from new employees and their supervisors. Results from regression analyses showed that Time 1 LMX predicted job performance and organizational citizenship behavior at Time 2. The effects from performance and OCB to LMX were not significant.
Hock-Peng Sin, Michigan State University
Robert Davison, Michigan State University
Siew-Maan Diong, Singapore Police Force
Submitter: Hock-Peng Sin, hpsin@bus.msu.edu
144-28. The Influence of Leadership and Team Dynamics on Team Innovation
Combining ethnography and deductive methods, this research investigated how leadership influences internal and external team dynamics, which, in turn, influence innovation. Results showed that leadership influenced team networking, which was the dominant influence on team innovation. Leadership also influenced team shared leadership, team potency, and citizenship, which influenced team innovation.
Xiaomeng Zhang, University of Maryland, College Park
Craig L. Pearce, Claremont Graduate University
Henry P. Sims, University of Maryland
Seokhwa Yun, Seoul National University
Submitter: Xiaomeng Zhang, xiaomeng_Zhang@rhsmith.umd.edu
144-29. Leader Emotive Awareness, Display Rules, Burnout and Work–Family Conflict
The relationship between individual differences in emotional awareness and individual well-being at work is examined in a sample of business leaders. Results support the notion that well-being is heavily influenced by emotive awareness in this emotionally demanding job.
Kyle Walden Wilberding, Southwest Missouri State University
Robert G. Jones, Missouri State University
Michelle E. Visio, Southwest Missouri State University
Heather Marie King, Southwest Missouri State University
Submitter: Robert G. Jones, RobertJones@missouristate.edu
145. Community of Interest: Saturday, 9:00–9:50
Uris (6th floor)
Conditional Reasoning
Lawrence R. James, Georgia Tech, Facilitator
James M. LeBreton, Purdue University, Facilitator
146. Interactive Posters: Saturday, 9:00–9:50
Harlem (7th floor)
Abuse & Incivility
Theresa Glomb, University of Minnesota, Facilitator
146-1. Abuse, Political Skill, and Individual Outcomes: A Social Exchange Perspective
A conceptual model is developed in which abusive supervision is predicted to interact with political skill to influence turnover intentions, organizational commitment, and perceptions of both organizational support and ethical leadership. Results indicated support for each of the direct relationships but provided only partial support for the predicted moderation effects.
Paul Harvey, Florida State University
Kenneth J. Harris, Indiana University Southeast
Ranida B Harris, Indiana University Southeast
Sean P. Lux, University of South Florida-Center for Entrepreneurship
Submitter: Paul Harvey, nph02@fsu.edu
146-2. The Nursing Incivility Scale: Development of an Occupation-Specific Incivility Measure
This paper describes the development and initial validation of a nursing-specific measure of workplace incivility, the Nursing Incivility Scale (NIS). This tool is designed to help in efforts to reduce incivility through workplace interventions.
Ashley M. Guidroz, Bowling Green State University
Jennifer L. Burnfield, HumRRO
Olga L. Clark, University of Hartford
Heather Schwetschenau, Bowling Green State University
Steve M. Jex, Bowling Green State University
Submitter: Ashley M. Guidroz, aguidro@bgnet.bgsu.edu
146-3. Workplace Incivility and the Low-Status Target
This study examined whether employees in low-status social groups (i.e., women, people of color, and sexual minorities) experience more incivility in the workplace compared to their high-status counterparts. Data from 4 different samples of working adults revealed that women and sexual minorities are more likely to be targets of incivility.
Gayle M. Oatley, Western Kentucky University
Sonia L. Windhorst, Western Kentucky University
Kathi N. Miner-Rubino, Western Kentucky University
Lilia M. Cortina, University of Michigan
Submitter: Kathi N. Miner-Rubino, kathi.miner-rubino@wku.edu
146-4. Developing Front-Line Leaders as the Key to a Robust Leadership
This study links 4 supervisors’ traits (Agreeableness, Conscientiousness, Extraversion, and core self-evaluations) to abusive supervision reported by subordinates. Our findings suggest that Conscientiousness, Extraversion, and core self-evaluations are meaningful predictors of abusive supervision. These findings add to previous research on abusive supervision by identifying meaningful supervisor-related antecedents.
Changya Hu, National Taiwan University of Science & Technology
Tsung-Yu Wu, SooChow University
Jui-Hua Lai, National Taiwan University of Science & Technology
Submitter: Changya Hu, cyhu@ba.ntust.edu.tw
147. Roundtable: Saturday, 9:00–9:50
Sun Roof (16th floor)
Knowledge Management: How Organizations Manage Their Knowledge and Overcome Barriers
Knowledge management is an increasingly useful tool to help increase organizational effectiveness. However, there are many barriers to the successful implementation of knowledge management. This discussion will focus these issues, with discussants sharing their experiences with knowledge management at NASA-KSC.
Julie A. Warren, NASA-KSC/Florida Institute of Technology, Host
Marinus van Driel, Florida Institute of Technology, Co-Host
Submitter: Julie A. Warren, jwarren@fit.edu
148. Panel Discussion: Saturday, 10:30–12:20
Music Box (6th floor)
I-O Psychology: It’s Not Just a Job, It’s an Adventure
I-O psychologists play a key role in the missions of the Departments of Defense, Justice, and Homeland Security. This session presents an introduction to the unique opportunities available in these organizations providing an overview the work they do, the specialized training they receive, and the challenges and opportunities they encounter.
Amy Dawgert Grubb, Federal Bureau of Investigation, Chair
Chris Foster, United States Navy, Co-Chair
Amy Dawgert Grubb, Federal Bureau of Investigation, Panelist
Aaron U. Bolin, U.S. Navy Human Performance Center, Panelist
Michelle Zbylut, U.S. Army Research Institute, Panelist
Patrick J. Curtin, U.S. Customs and Border Protection, Panelist
Submitter: Chris Foster, thomas.foster@navy.mil
149. Symposium: Saturday, 10:30–12:20
Odets (4th floor)
A Perfect and Just Weight, a Perfect and Just Measure
The purpose of this symposium, as always, is to provide a forum for our best methodological researchers to describe their most recent efforts. In this, the 12th installment, our presenters will address issues relating to person–environment fit, evaluation of fit for latent variable models, scale coarseness, ill-structured measurement designs, and relative importance of predictors.
Jose M. Cortina, George Mason University, Chair
Jeffrey R. Edwards, University of North Carolina, The Accumulation of Knowledge in Person–Environment Fit Research
Tiffany Bludau, George Mason University, Jeffrey L. Herman, George Mason University, Larry J. Williams, Virginia Commonwealth University, Jose M. Cortina, George Mason University, Fit Indices for Evaluating Latent Variable Models: A Review of Measurement, Structural, and Other Components
Herman Aguinis, University of Colorado, Denver, Charles A. Pierce, University of Memphis, Correcting Correlation Coefficients Attenuated From Using Coarse Scales
Dan J. Putka, HumRRO, Rodney A. McCloy, HumRRO, Huy Le, University of Central Florida, An Overlooked Problem With Standard Practices for Analyzing Ratings Data From Ill-Structured Measurement Designs
Scott Tonidandel, Davidson College, James M. LeBreton, Purdue University, Jeff W. Johnson, Personnel Decisions Research Institutes, Determining the Statistical Significance of Relative Weights
Lawrence R. James, Georgia Tech, Discussant
Submitter: Jose M. Cortina, jcortina@gmu.edu
150. Practice Forum: Saturday, 10:30–11:50 Wilder (4th floor)
Unleashing Innovation: The Role of Organizations’ Human Capital
The factors differentiating innovative work environments are explored through global employee survey findings and case examples from 2 multinationals. A framework is presented and supported that encompasses both local-level supports for creativity and organization-level structures for executing new ideas. Implications for improving any company’s adaptability are discussed.
Leslie A. Bethencourt, Northern Illinois University, Chair
Patrick Kulesa, ISR, It Takes Two: Incubation and Execution Unlock Organizational Innovation
Ricardo A. Aparicio, General Mills, Distinct Paths to Superior Innovation at General Mills
Lesley Brown, ISR, Graeme Ditchburn, ISR, Andrea Briggs, ISR, Leaders Set the Stage: Innovation at a Large Retailer
Dan Rubin, ISR, Discussant
Submitter: Leslie A. Bethencourt, lesliebethencourt@hotmail.com
151. Symposium: Saturday, 10:30–11:50
Hart (4th floor)
Self-Based Individual Differences in Organizations: Implications for Employee Behaviors
The papers in this session center around the mediating and moderating effects of self-based individual differences on employee attitudes and behaviors. We address issues such as self-based attributes as predictors of organizational commitment, the buffering role of positive self-evaluations, and the negative consequences of arrogance on employee performance.
Russell E. Johnson, University of South Florida, Chair
Chu-Hsiang Chang, Roosevelt University, Co-Chair
Russell E. Johnson, University of South Florida, Chu-Hsiang Chang, Roosevelt University, Integrating Organizational Commitment with Self-Concept and Regulatory Focus: A Four-Factor Model
Kristie Lynn Campana, University of Minnesota, Joyce E. Bono, University of Minnesota, Negative Work Events, Mood, and Motivation: The Role of Core Self Evaluations
Stanley B. Silverman, University of Akron, Aarti Shyamsunder, Kronos Talent Management Division, Russell E. Johnson, University of South Florida, Arrogance: A Formula for Failure
Lance Ferris, University of Waterloo, Douglas J. Brown, University of Waterloo, Daniel Heller, Tel Aviv University, Antecedents of Organization-Based Self-Esteem and Its Regulatory Consequences
Gary P. Latham, University of Toronto, Discussant
Submitter: Chu-Hsiang Chang, changc1@rcn.com
152. Symposium: Saturday, 10:30–12:20
O’Neill (4th floor)
Cross-Cultural Perspectives on Mentoring Research
Increased workplace diversity makes it important to take a cross-cultural perspective on organizational phenomenon. Because culture impacts relational patterns and exchanges, it may influence mentoring relationships. Research has largely failed to explore such an influence on organizational mentoring. This symposium provides the first integrated perspective on cross-cultural issues in mentoring.
Lillian T. Eby, University of Georgia, Chair
Sarah C. Evans, University of Georgia, Co-Chair
Ozgun Burcu Rodopman, University of South Florida, Xian Xu, University of South Florida, Tammy D. Allen, University of South Florida, Hazel-Anne M. Johnson, University of South Florida, National Culture as the Context: New Propositions for Workplace Mentoring
Nikos Bozionelos, University of Durham, A Comparative Study on Mentoring in Four European Countries
Terri A. Scandura, University of Miami, Ethlyn A. Williams, Florida Atlantic University, Mentoring and Perceptions of Politics: U.S. and the Middle East
Yan Shen, Boston University, Douglas T. Hall, Boston University, Aimin Yan, Boston University, Cross-Cultural Mentoring Between Expatriates and Their Local Colleagues: How Is it Different?
Aarti Ramaswami, Indiana University, Developmental Relationships in India: A Qualitative, Exploratory Study
Submitter: Sarah C. Evans, scevans@uga.edu
153. Symposium: Saturday, 10:30–11:50
Ziegfeld (4th floor)
Enhancing the Effectiveness of Executive Coaching Through Research With Clients
The prevalence of executive coaching has grown tremendously and is expected to increase. Despite its popularity, there has been little effort to integrate findings to inform the practice of coaching. The purpose of this session is to share current research, specifically from clients, to enhance the practice of executive coaching.
Joyce E. A. Russell, University of Maryland, Chair
Hilary J. Gettman, University of Maryland, A Framework for Studying the Effectiveness of Executive Coaching
Mark L. Poteet, Organizational Research & Solutions, Inc., Jeffrey D. Kudisch, University of Maryland, The Voice of the Coachee: What Makes for an Effective Coaching Relationship?
Mary W. Bush, The Foundation of Coaching, Client Views of Effectiveness in Executive Coaching
Cynthia Kay Stevens, University of Maryland, Understanding Executives’ Self-Concepts as a Basis for Effective Coaching
Submitter: Joyce E. A. Russell, jrussell@rhsmith.umd.edu
154. Education Forum: Saturday, 10:30–11:50
Shubert (6th floor)
Building the Consulting Function in an I-O Master’s Program
Special challenges exist for developing consulting operations within master’s I-O programs due to the level of students’ skill development and programs’ short duration. Participants will describe 1 established and 1 new center for consulting. Faculty and a former student will discuss advantages for students, faculty, universities, and local communities.
Rosemary Hays-Thomas, University of West Florida, Chair
Richard G. Moffett III, Middle Tennessee State University, Using a University-Based Consulting Center to Train Master’s-Level Students: Educational Benefits and Execution Challenges
Sherry Schneider, University of West Florida, Christine K. Cavanaugh, University of West Florida, Building Mutually Beneficial Consulting Relationships With an I-O Master’s Program
Brittany Bjorklund, Baptist Leadership Institute, The Intern in a Master’s Program Consultancy: Bridging the Gap Between Academia and Practice
Submitter: Rosemary Hays-Thomas, rlowe@uwf.edu
155. Poster Session: Saturday, 10:30–11:20 Westside (5th floor)
Job Attitudes
155-1. A Multisource Model of Perceived Organizational Support and Performance
This study provides a multisource examination of perceived organizational support (POS), including measures of supervisor support (PSS), coworker support (PCS), and direct report support (DRS). The additive value of counterproductive work behaviors (CWB) to a POS-performance outcome model that includes both task and extra-role (OCB) performance is also examined.
Sarah K. Nielsen, Germanna Community College
Tjai M. Nielsen, George Washington University
Eric Sundstrom, University of Tennessee
Submitter: Sarah K. Nielsen, snielsen@gcc.vccs.edu
155-2. Effects of Social Skill and Organizational Support on Interpersonal Deviance
We investigated the joint effects of perceived organizational support (POS) and social skill on interpersonal deviance. Both POS and social skill had main effects on interpersonal deviance. However, their joint effects were interactive rather than additive. POS was negatively related to interpersonal deviance only among workers low in social skill.
L. A. Witt, University of Houston
Emily David, University of Houston
John W. Wilson, Office of Personnel Management
Wayne A. Hochwarter, Florida State University
Submitter: L. A. Witt, witt@uh.edu
155-3. A Dispositional Approach to Job Insecurity and Job Well-Being
This study extends previous research into job insecurity and employee well-being by examining the causal mechanisms by which dispositional affect may impact this relationship. Covariance structure analysis (N = 295) supported a direct mediation model where positive and negative affectivity predict job well-being both directly and indirectly through job insecurity.
Patrick Brennan O’Neill, Curtin University of Technology
Submitter: Patrick Brennan O’Neill, patrick13@rogers.com
155-4. Sanctifying Work: Affects on Satisfaction, Commitment, and Intent to Leave
Sanctification involves perceiving objects or events as having spiritual significance or as being extraordinary and worthy of respect. Recent studies demonstrate positive outcomes associated with sanctification. We extend this research by demonstrating that sanctifying one’s work positively affects job satisfaction and organizational commitment and results in less intention to leave.
Alan G. Walker, East Carolina University
Megan N. Jones, East Carolina University
Shahnaz Aziz, East Carolina University
Karl Wuensch, East Carolina University
Submitter: Alan G. Walker, walkera@ecu.edu
155-5. Relationship Between Core Self-Evaluations and Affective Commitment
This study sought to determine the relationship between the relatively recent and increasingly important construct of core self-evaluations (CSE) and affective commitment (AC). Results indicated that a positive relationship exists between CSE and AC; however, the relationship was fully mediated by job satisfaction and perceived job characteristics.
Joshua Kittinger, East Carolina University
Submitter: Joshua Kittinger, joshkitt@gmail.com
155-6. Organizational Values and Employee Attachment: Moderating Role of Employee Identity
We investigated the moderating effects of employee identity on the relationship between organizations’ values and employee attachment. Results indicated employee self-concept plays an important moderating role. This is important given prior assertions that individual difference variables have little relevance for organizational commitment. Implications and directions for future research are discussed.
Karl Swartzenruber, University of Akron
Erin Jackson, University of South Florida
Russell E. Johnson, University of South Florida
Submitter: Erin Jackson, erinmjackson@gmail.com
155-7. Interactions Among Organizational Commitment Types: Synergistic or Competitive?
This study explored possible interactions between the different types of organizational commitment. We found significant interactions between affective and continuance commitment for predicting OCBs and turnover intentions. Similar interactive effects were also observed between normative and continuance commitment. In every case but 1, the pattern of effects was identical.
Meng Taing, University of South Florida
Kyle Groff, University of South Florida
Russell E. Johnson, University of South Florida
Submitter: Russell E. Johnson, rjohnson@cas.usf.edu
155-8. The Relative Importance of Voluntary Stock Investment on Ownership Outcomes
We examined the relative effects of formal ownership compared to ownership privileges on the development of ownership attitudes and behaviors in a sample of professional employees. Supporting ownership theory, perceptions of information and control had a much stronger impact on ownership outcomes than did investment in company stock.
Benjamin B. Dunford, Purdue University
Deidra J. Schleicher, Purdue University
Liang Zhu, Purdue University
Submitter: Benjamin B. Dunford, bdunford@purdue.edu
155-9. Do Employee Attitudes Matter to Task Performance? A Meta-Analysis
This study is a meta-analysis on the relationship between employee attitudes and task performance. The results suggest that employee attitudes have a significant, though modest, influence on task performance (corrected correlation = .20). Further, theoretical groupings of employee attitudes, source of performance rating, and affective valence moderated the relationship.
Thomas Ng, University of Georgia
Marcus M. Butts, University of Georgia
Robert J. Vandenberg, University of Georgia
Submitter: Marcus M. Butts, mmbutts@uga.edu
155-10. Comparing Trust in Humans and Machines: Development of a Measure
Researchers are interested in comparing trust in humans with trust in machines. However,
no scale exists for which there is evidence of invariance (cross-group equivalency). Establishment of invariance is essential for unambiguous interpretations of mean differences in scale scores. We present a measure of trust that is invariant across groups.
Stephanie M. Merritt, Michigan State University
Ruchi Sinha, Michigan State University
Paul Curran, Michigan State University
Daniel R. Ilgen, Michigan State University
Submitter: Stephanie M. Merritt, merrit44@msu.edu
155-11. Organizations as Good Citizens: Citizenship Behavior, Supervisor and Organizational Support
We developed a measure of citizenship behaviors from the organization (CBO) using a sample of full-time correctional employees. Using a separate sample of correctional employees, we examined the distinctiveness of CBO from perceived supervisor and organizational support (POS). We also found perceived supervisor support and CBO significantly related to POS.
Linda R. Shanock, University at Albany, SUNY
Maria Arboleda, University at Albany-SUNY
Jamie S. Donsbach, Group for Organizational Effectiveness
Submitter: Linda R. Shanock, shanockl@yahoo.com
155-12. More Support, Less Cynicism, Please!
This study examines support within the workplace as a possible defense against organizational cynicism. The effects of supervisor support and organizational support are examined. Perceived organizational support is investigated as the mediator of the relationship between perceived supportive supervisor interactions and organizational cynicism. Study implications are discussed.
Matrecia L. James, Jacksonville University
Submitter: Matrecia L. James, mjames2@ju.edu
155-13. Antecedents of Voluntary Company Stock Investment: Who Invests and Why?
We examined three classes of antecedents (demographic, rational, and affective) of voluntary company stock investment. We found that both rational (stock performance outlook) and affective (perceived employee obligations) antecedents were related to voluntary company stock investment and demonstrated incremental validity beyond traditionally studied demographic characteristics.
Liang Zhu, Purdue University
Benjamin B. Dunford, Purdue University
Deidra J. Schleicher, Purdue University
Submitter: Deidra J. Schleicher, deidra@purdue.edu
155-14. The Impact of Winning and Losing at Home on Self-Esteem
In an experiment involving a dyadic negotiation, we examine how winning or losing in one’s own territory versus another’s territory impacts self-esteem. We found winning in one’s own territory more strongly impacted self-esteem than winning in another’s territory; however, the impact of failure was the same in both territories.
Graham Brown, Singapore Management University
Sandra Robinson, University of British Columbia
Submitter: Sandra Robinson, robinson@sauder.ubc.ca
155-15. Longitudinal Examination of Environmental and Dispositional Antecedents of Job Satisfaction
Previous research identifies environmental and dispositional factors as potential causes of job satisfaction. Most of this research, however, employs cross-sectional designs. The current study examines potential causes of job satisfaction using a 2-wave longitudinal design (13-month time lag). Results indicate that dispositional and environmental factors are potentially causes of satisfaction.
Greg Hammond, Wright State University
Nathan A. Bowling, Wright State University
Terry A. Beehr, Central Michigan University
Connie P. Watson, Delta College
Submitter: Nathan A. Bowling, nathan.bowling@wright.edu
155-16. On the Importance of Balancing Support for Multiple Organizational Stakeholders
Limited empirical research has investigated ways to identify (im)balance in support for stakeholder groups. Results of this study show that support for 2 distinct groups led to positive outcomes for teachers (N = 297; higher job-specific positive affect and commitment, and lower negative affect), and imbalance led to increases in negative affect.
Christopher R. Warren, California State University, Long Beach
Submitter: Christopher R. Warren, cwarren2@csulb.edu
155-17. Final Four Fever: Relationships With Organizational Support and Commitment
In comparing 2 competing mediated models involving employees’ reaction to their university’s basketball team participating in the Final 4 (Final 4 Fever: FFF), greater support was found for FFF as an antecedent of affective commitment, partially mediated by perceived organizational support, rather than as an outcome of affective commitment.
Louis C. Buffardi, George Mason University
Johnathan Nelson, George Mason University
Laura Wheeler Poms, George Mason University
Richard Hermida, George Mason University
Submitter: Louis C. Buffardi, buffardi@gmu.edu
155-18. Commitment to Supervisors and Organizations and Turnover
We examined the moderating effect of commitment to supervisors on the organizational commitment–turnover relationship. Using 3 independent samples of employees, we found that commitment to supervisors was negatively related to intended and actual turnover only when organizational commitment was low. Implications for turnover research are discussed.
Christian Vandenberghe, HEC Montreal
Kathleen Bentein, University of Quebec at Montreal
Submitter: Christian Vandenberghe, christian.vandenberghe@hec.ca
155-19. Measurement Invariance of the Job Satisfaction Survey Across Work Contexts
The purpose of this study was to test for measurement invariance of the Job Satisfaction Survey (JSS) across law enforcement job contexts. Respondents included 1,198 patrol officers and 312 administrative officers. Fourteen of the 32 items displayed differential item functioning. Implications for using the JSS in organizational settings are discussed.
Aaron Michael Watson, North Carolina State University
Lori Foster Thompson, North Carolina State University
Adam W. Meade, North Carolina State University
Submitter: Aaron Michael Watson, amwatson@ncsu.edu
155-20. Predicting Commitment Profile Membership From Perceived Organizational Support and Autonomy
We tested whether perceived organizational support and job autonomy predicted the likelihood of belonging to groups characterized by different combinations of affective, normative, and continuance commitment. Data provided by 266 physicians were analyzed using multinomial logit analysis. The results provided support for our predictions. Theoretical and practical implications were discussed.
Ian R. Gellatly, University of Alberta
Karen Hunter, University of Alberta
Andrew A. Luchak, University of Alberta
John P. Meyer, University of Western Ontario
Submitter: Ian R. Gellatly, ian.gellatly@ualberta.ca
155-21. The Influence of Individual Differences on Organizational Safety Attitudes
In an effort to determine what contributes to stronger employee attitudes toward safety, we investigated the relationships between a wide array of individual differences and safety attitudes. Results showed that Agreeableness, Conscientiousness, prevention regulatory focus, and fatalism related significantly to all 6 safety attitudes examined.
Carolyn J. Stufft, Texas A&M University
Jaime B. Henning, Texas A&M University
Stephanie C. Payne, Texas A&M University
Mindy E. Bergman, Texas A&M University
Nir Keren, Iowa State University
Sam Mannan, Texas A&M University
Submitter: Carolyn J. Stufft, carolyn.stufft@gmail.com
155-22. Attributional Influences on Leadership Perceptions and Organizational Commitment
This study investigates the influence of attribution styles on organizational commitment and how this relationship may be mediated by perceptions of leader ethicality and abuse. Results indicate that self-enhancing attribution styles negatively influenced affective commitment, identification commitment and exchange commitment, and that perceptions of ethical leadership partially mediated these relationships.
Paul Harvey, Florida State University
Marie T. Dasborough, Oklahoma State University
Ranida B. Harris, Indiana University Southeast
Submitter: Paul Harvey, nph02@fsu.edu
155-23. Examining Implicit and Explicit Attitudes Towards Female Managers
This study developed an implicit measure of attitudes toward female managers. We found that the implicit measure was related to several explicit attitude measures. We also found that men and women reported positive explicit attitudes, but men’s implicit attitudes were negative. Social desirability could not account for this reversal.
Brittany Boyd, Baruch College
Charles A. Scherbaum, Baruch College, CUNY
Submitter: Brittany Boyd, brittanyboyd@yahoo.com
155-24. The Three-Component Model of Organizational Commitment in Romania
This study investigates the 3-component model of organizational commitment in Romania. In terms of factor structure, and relationships between commitment, satisfaction and turnover intentions, we found similar results to North American samples. The relationship between job satisfaction and turnover intentions was partially mediated by affective and normative commitment.
Dan Ispas, University of South Florida
Michael E. Rossi, University of South Florida
Submitter: Michael E Rossi, michael.e.rossi@excite.com
155-25. The Attitudes of Voluntary and Involuntary Part-Time Employees
A comparison of full-time and part-time employees revealed that part-time employees reported higher levels of job satisfaction and perceived interactional justice than full-time employees. Further analyses with part-time employees showed that those who preferred to be part time (voluntary) reported more favorable attitudes than those who preferred to be full time (involuntary).
Kristin L. Cullen, Auburn Univesity
Bryan D. Edwards, Auburn University
Scott Mondore, Maersk, Inc
J. Craig Wallace, Oklahoma State University
Submitter: Kristin L. Cullen, cullekr@auburn.edu
155-26. CSE and Job Satisfaction: The Mediating Role of Organizational Justice
In this paper, justice was examined as a mediator of the relationship between core self-evaluations (CSE) and job satisfaction using a longitudinal 3-wave study. Results show that justice mediated the relations between some CSEs and job satisfaction. Locus of control and Neuroticism influenced justice perceptions, which influenced job satisfaction.
Meagan M. Tunstall, University of Houston
Christiane Spitzmueller, University of Frankfurt/University of Houston
Submitter: Meagan M. Tunstall, mmt00b@cs.com
155-27. Employee Earliness: Attitudinal and Dispositional Predictors
Although the importance of employee lateness has long been recognized, the significance of employee earliness has generally been overlooked. Data from 209 employed adults indicated that earliness and lateness represent 2 distinct dimensions of behavior. Furthermore, organizational commitment, job involvement, and Conscientiousness yielded modest but significant positive relationships with earliness.
Nathan A. Bowling, Wright State University
Terry A. Beehr, Central Michigan University
Submitter: Nathan A. Bowling, nathan.bowling@wright.edu
155-28. Demographic Differences in Job Attitudes: Regional Culture as a Moderator
Data from 1,669 participants representing all 50 U.S. states were used to examine geographic region as a moderator of the relationships between employee demographics (i.e., race and gender) and job attitudes. Results indicated that demographic differences in job attitudes were small and did not vary across geographic regions.
Nathan A. Bowling, Wright State University
Submitter: Nathan A. Bowling, nathan.bowling@wright.edu
155-29. A Meta-Analysis of Job Satisfaction, LOC, and Type-A Personality
A meta-analysis of studies reporting relationships of job satisfaction with LOC and Type A is described. Results indicate a dispositional effect of facets of LOC and Type A on job satisfaction. The notion that facet measures of dispositions are more appropriate when examining organizational variables than global measures is supported.
Haitham A. Khoury, University of South Florida
Valentina Bruk-Lee, University of South Florida
Ashley Nixon, University of South Florida
Angeline Ping Shin Goh, University of South Florida
Paul E. Spector, University of South Florida
Submitter: Haitham A. Khoury, hkhoury@mail.usf.edu
155-30. Examining the Impact of Off-The-Job Interactions on Job Attitudes
We investigated how off-the-job social interactions may impact the job attitudes of employees. Specifically, in a sample of 309 part-time employees across a variety of organizations, we examined the nature of the relationships between leader–member exchange quality (LMX), off-the-job interactions (OJI), organizational citizenship behaviors (OCB’s), and affective and cognitive-based satisfaction.
Daren S. Protolipac, St. Cloud State University
Rupsmita Rajkhowa, St. Cloud State University
Adam Fetterman, St. Cloud State University
Morgan Stambaugh, St. Cloud State University
Matthew Priebe, St. Cloud State University
Josh Vraa, St. Cloud State University
Submitter: Daren S. Protolipac, dsprotolipac@stcloudstate.edu
156. Practice Forum: Saturday, 10:30–11:50
Broadway S (6th floor)
Top-Rated Practice Forum: Advanced Approaches to Basic Qualifications: Methods and Implications for Organizations
Basic qualifications (BQs) are widespread in personnel selection and have gained increased focus from practitioners with the OFCCP’s definition of Internet applicants. This forum examines new approaches to setting qualifications, and challenges and outcomes of creating and implementing BQs with examples from the federal government and Fortune 500 companies.
Sarah S. Fallaw, PreVisor, Chair
Carolyn L. Facteau, Facteau and Associates, LLC, Laura Clements, United Parcel Service, Katherine A. Jackson, Center for Business, Auburn University-Montgomery, Managing OFCCP Internet Applicant Guidelines in High-Volume Hiring Situations: A Discussion of Challenges and a Content Validity Approach to Establishing Basic Qualifications
Evan F. Sinar, Development Dimensions International, Douglas H. Reynolds, Development Dimensions International, Corinne D. Mason, Development Dimensions International, A New Approach to Developing Online Basic Qualifications Measures
Ryan Shaemus O’Leary, Personnel Decisions Research Institutes, Elaine D. Pulakos, Personnel Decisions Research Institutes, Alfred J. Illingworth, Personnel Decisions Research Institutes, Larissa Linton, Personnel Decisions Research Institutes, Rose A. Mueller-Hanson, Personnel Decisions Research Institutes, Development of Content-Valid Competency-Based Minimum Qualifications at a Large Federal Agency
Andrew L. Solomonson, PreVisor, Pamela Congemi, PreVisor, Kimberly A. Wrenn, PreVisor, Effects of Implementing Minimum Qualifications on Adverse Impact and Related Outcomes
Philip Bobko, Gettysburg College, Discussant
Submitter: Sarah S. Fallaw, sfallaw@previsor.com
157. Practice Forum: Saturday, 10:30–12:20
Broadway N (6th floor)
Evolving Corporate Culture: Microsoft’s Culture Change
Four practitioners from Microsoft Corporation will discuss their work to change Microsoft’s culture. This work is being approached proactively, to prepare for the changing business and competitive needs of the company. Two discussants will provide their perspective on this work and culture change more broadly.
Kathleen Suckow Zimberg, Microsoft Corporation, Chair
Alexis A. Fink, Microsoft Corporation, Organizationally Relevant Culture Research
Lindsay Bousman, Microsoft Corporation, Lisa Sandora, Microsoft Corporation, Future of Culture Change: Moving the Needle Through Selection and Assessment
Kathleen Suckow Zimberg, Microsoft Corporation, Seizing the Opportunity: Culture Change With New Employees
Paul Gomez, Microsoft Corporation, Implementation of a Redesigned Performance Appraisal System
John Hunthausen, Microsoft Corporation, Discussant
Scott M. Brooks, Kenexa, Discussant
Submitter: Kathleen Suckow Zimberg, katez@microsoft.com
158. Symposium: Saturday, 10:30–12:20
Plymouth (6th floor)
Recent Experimental Research on Positive Forms of Leadership
This symposium focuses on the outcomes of 5 cutting-edge experimental studies focusing on positive forms of leadership and leadership development. Topics include leader transparency, leader efficacy, moral decision making, leader self-development, and swift trust. Taken together, we cover recent theory development and also empirical tests of positive forms of leadership.
Todd L. Pittinsky, Harvard University, Chair
Larry Hughes, University of Nebraska at Kearney, Transparency, Translucence or Opacity? An Experimental Study of the Impact of a Leader’s Relationship Transparency and Style of Humor Delivery on Follower Creative Performance
Sean T. Hannah, United States Military Academy, Developmental Readiness: A Construct to Accelerate Leader Development
Weichun Zhu, Harvard University, Authentic Leadership and Follower Moral Decision-Making Intention: Role of Follower Moral Identity
Rebecca J. Reichard, Kravis Leadership Institute, Leader Self-Development Intervention Study: The Impact of Self-Discrepancy and Feedback
Paul Lester, United States Military Academy, Swift Trust: Examining the Development and Acceleration of Follower Trust in Leaders in a Temporary Group Context
Susan E. Murphy, Claremont McKenna College, Discussant
Submitter: Rebecca J. Reichard, rreichard@cmc.edu
159. Symposium: Saturday, 10:30–11:50
Majestic (6th floor)
Effects of Work Demands on Employee Health and Well-Being
Employee health and well-being are important topics in applied psychological research. This symposium brings together researchers who utilize experience sampling methods to examine both within- and between-individual effects of work demands, experiences, and stressors on employees’ health and well-being.
Remus Ilies, Michigan State University, Chair
Nikos Dimotakis, Michigan State University, Co-Chair
Sabine Sonnentag, University of Konstanz, Carmen Binnewies, University of Konstanz, Emotional Dissonance as a Stressor in Human Service Work: Findings from Day-Level Analyses
Erin Fluegge Woolf, University of Florida, Beth A. Livingston, University of Florida, Timothy A. Judge, University of Florida, Working With the Dead: The Emotional Labor of Funeral Home Employees
Remus Ilies, Michigan State University, Nikos Dimotakis, Michigan State University, Psychological and Physiological Responses to Work Demands: The Role of Coping
Joyce E. Bono, University of Minnesota, Kristie Lynn Campana, University of Minnesota, Linking Negative Work Events and Employee Health: Does Social Support Matter?
Sheldon Zedeck, University of California-Berkeley, Discussant
Submitter: Remus Ilies, ilies@msu.edu
160. Panel Discussion: Saturday, 10:30–12:20
Winter Garden (6th floor)
Individual Assessment Today: What Works, and What Doesn’t Work!
A distinguished panel of assessment experts addresses concerns and successes in using individual assessment in organizations. Panelists will answer questions regarding the success and failure of assessment, how to introduce it and use it, how to design it, and how do we know it works.
Ilianna H. Kwaske, Individual Practitioner, Chair
P. Richard Jeanneret, Valtera, Panelist
Mike Piotrowski, The Hartford, Panelist
Erich P. Prien, Performance Management Press, Panelist
Robert F. Silzer, Human Resource Assessment & Development, Panelist
Submitter: Ilianna H. Kwaske, ihk@kwaske.com
161. Symposium: Saturday, 10:30–11:50
Soho (7th floor)
New Standards for Retaliation Claims: What I-O Practitioners Should Know
The Supreme Court articulated new standards for Title VII retaliation claims in Burlington Northern v. White (June 22, 2006). As a result, employers will face greater challenges in defending against retaliation claims. This symposium evaluates the White ruling, discusses several of these challenges, and proposes proactive solutions.
Arthur Gutman, Florida Institute of Technology, Chair
Donald L. Zink, Personnel Management Decisions, Eric M. Dunleavy, American Institutes for Research, Stan Malos, San Jose State University, Arthur Gutman, Florida Institute of Technology, The Scope and Implications of the Supreme Court’s Ruling in BNSF v. White
Eric M. Dunleavy, American Institutes for Research, Defining “Adverse” Action: Will BNSF v. White Make a Difference?
Stan Malos, San Jose State University, Retaliation as Bootstrapping: Tactics for Hedging Problematic Discrimination Claims and How to Avoid Them
Arthur Gutman, Florida Institute of Technology, BNSF v. White: Implications for Traditional Hostile Environment Harassment Complaints
Wayne F. Cascio, University of Colorado, Discussant
Submitter: Arthur Gutman, artgut@aol.com
162. Symposium: Saturday, 10:30–12:20
Gramercy (7th floor)
Assessing the Impact of Multisource Feedback on Individual/Organizational Performance
This symposium will examine the influence of leadership dimensions on key organizational outcomes through the use of multisource feedback ratings. Specifically through the analysis of manager demographics, organizational climate, coaching, and performance measures, the papers will identify relevant links between the multisource feedback results and objective organizational performance.
W. Warner Burke, Teachers College, Columbia University, Chair
Marina P. Field, Teachers College, Columbia University, Kristin R. Konie, The Home Depot, W. Warner Burke, Teachers College, Columbia University, Linking Leader Sex and Behavior to Performance
Matthew S. Kleinman, Teachers College, Columbia University, Don C. Allen, Institute for Personality and Ability Testing, W. Warner Burke, Teachers College, Columbia University, Multidimensional Self-Awareness and Organizational Performance
Monica Schultz, Kansas State University, Amanda S. Jay, Hay Group, Cheryl L. Comer, Kansas State University, 360-Feedback: A Research Tool to Understand Leader Behavior and Its Effects
LaToya D. Ingram, Teachers College Columbia University, Chris L. Lovato, The Home Depot, W. Warner Burke, Teachers College, Columbia University, Multisource Feedback: How Does the Coaching Relationship Influence the Coach?
William Pasmore, Mercer Delta Consulting, LLC, Discussant
Submitter: Marina P. Field, Marina.Field@gmail.com
163. Symposium: Saturday, 10:30–11:50
Empire (7th floor)
Recent Findings in Disability Employment: Employer Attitudes and Discrimination Claims
People with disabilities still face discrimination in the workplace, often due to employer fears about high accommodation costs and potential lawsuits. Researchers will present recent findings on employer attitudes, accommodation costs, discrimination claims, and strategies to improve the employment rate of people with disabilities.
Nathan D. Ainspan, The CNA Corporation, Chair
Beth M. Bienvenu, USDOL Office of Disability Employment Policy, Making the Business Case for Hiring People With Disabilities: Recent Data on Hiring and Accommodating People With Disabilities in the Workplace
Susanne M. Bruyere, Cornell University, Antonio Ruiz-Quintanilla, Employment & Disability Institute, Cornell University, Andrew J. Houtenville, Employment & Disability Institute, Cornell University, Disability and Diversity: A Comparative Study on Workplace Employment Discrimination Claims
Megan K. Leasher, HR Chally Group, Corey E. Miller, Wright State University, Charles N. Thompson, Wright State University, Suzanne L Dean, Wright State University, Who, What, and Why? An Analysis of Disability Discrimination Claims and How They Differ From Other Claim Bases of Employment Discrimination
Dianna L. Stone, University of Texas, San Antonio, Kevin J. Williams, University at Albany-SUNY, Kimberly Lukaszewski, SUNY-New Paltz, The Effects of a Community-Based Intervention on Employers’ Beliefs and Intentions to Hire People With Disabilities
Nathan D. Ainspan, The CNA Corporation, Discussant
Submitter: Nathan D. Ainspan, ainspan@cna.org
164. Master Tutorial: Saturday, 10:30–11:50
Chelsea (7th floor)
1.5 CE credits for attending! Register at the session.
Towards More Dynamic Research in I-O Psychology
The aim of this tutorial is to better incorporate time in the design of research studies. After contrasting timeless and time-based research, 4 topics are addressed: dynamic conceptualization of phenomena, use of a strategic framework for generating temporal research questions, making temporal research designs (including sampling, measurement), and temporal analysis.
Robert A. Roe, University of Maastricht, Presenter
Submitter: Milton Hakel, mhakel@bgsu.edu
165. Theoretical Advancement: Saturday, 10:30–11:50
Duffy (7th floor)
Unifying Theories of Motivation
A new integrated theory of motivation is presented that unifies a range of theories of human nature under a single mathematical model, including goal setting, personality, and hyperbolic discounting. This integration of theories will be extended by considering the systems paradigm and how it will advance the field of motivation.
Piers Steel, University of Calgary, Presenter
Jeffrey B. Vancouver, Ohio University, Presenter
Robert G. Lord, University of Akron, Presenter
Submitter: Piers Steel, Piers.Steel@Haskayne.UCalgary.ca
166. Interactive Posters: Saturday, 10:30–11:20
Harlem (7th floor)
Global Leadership & Assessment
Marcus W. Dickson, Wayne State University, Facilitator
166-1. Understanding Leadership Competencies in China: A Benchmarking Study
This research investigates the structure, importance, and proficiency levels of leadership competencies in China. A sample of 755 Chinese leaders and 43 human resource professionals provided ratings of leadership competencies. Results show how cultural values affects the structure and prioritization of leadership competencies.
Paul R. Bernthal, Development Dimensions International
Ronnie Tan, Development Dimensions International
Richard S. Wellins, Development Dimensions International
Submitter: Paul R. Bernthal, Paul.Bernthal@ddiworld.com
166-2. Empathy as a Global Leadership Competency: An Empirical Analysis
This research examines how the cultural background of a manager moderates the relationship between direct report ratings of empathy and boss ratings of performance. We found culture to be a significant moderator of the relationship between empathy and performance for 7 of the 9 GLOBE dimensions.
Golnaz Sadri, California State University-Fullerton
Todd J. Weber, Center for Creative Leadership
William A. Gentry, Center for Creative Leadership
Submitter: William A. Gentry, gentryb@leaders.ccl.org
166-3. CPI 260™ Validity: Comparing Leaders in Three Countries
This study was conducted to examine the factor structure of the CPI 260 assessment in 3 different countries. The similarities between the factors in U.S., Canadian, and Australian samples were examined by means of the coefficient of congruence. These results lend support for factorial validity of the CPI 260 assessment.
Nancy Schaubhut, CPP, Inc.
Richard C. Thompson, CPP, Inc.
Michael L. Morris, CPP, Inc.
Jenny Merriam, CPP, Inc.
Submitter: Nancy Schaubhut, nas@cpp.com
166-4. Understanding Project GLOBE: Exploratory Scale Reconstruction at an Individual Level
The GLOBE project’s practices scales were found to measure values, using the Schwartz Values Survey as an index of validity. New value scales were developed that, for 7 of 9 constructs, adequately assessed the theoretical constructs developed by GLOBE.
William K. Gabrenya, Florida Institute of Technology
Marinus van Driel, Florida Institute of Technology
Stacey Fehir, Florida Institute of Technology
Submitter: Stacey Fehir, Fehirs@aol.com
167. Academic-Practitioner Collaborative Forum: Saturday, 10:30–11:50
Marquis C (9th floor)
Financial and Managerial Determinants of Engagement: Research and Case Studies
Within-year and time-lagged analyses revealed that managerial practices and organizational processes more strongly impacted employee engagement than financial performance. Past research and advanced analysis techniques are discussed along with best practices and tactical considerations. A second case study is presented highlighting the development process of academic–practitioner collaborative linkage projects.
Charles A. Scherbaum, Baruch College, CUNY, Chair
Justin G. Black, Baruch College, CUNY, Co-Chair
Charles A. Scherbaum, Baruch College, CUNY, Justin G. Black, Baruch College, CUNY, Financial and Managerial Determinants of Employee Engagement
Craig S. Ramsay, Intuit Inc., Using Linkage Analysis to Inform Decision Making at Intuit, Inc.
Joyce Chan, The McGraw-Hill Companies, Justin G. Black, Baruch College, CUNY, Conducting Linkage Research: Academic–Practitioner Collaboration and Tactical Considerations
Ralf S. Kloeckner, Accenture, Douglas A. Klein, Sirota Survey Intelligence, Angela Grotto, Baruch College, CUNY/Sirota Survey Intelligence, Developing an Academic-Practitioner Linkage Project
Submitter: Justin G. Black, justin.black@gmail.com
168. Symposium: Saturday, 10:30–11:50
Marquis B (9th floor)
Cut-Score Development as an Extension of the Validation Process
Cut-score development and test validation are often considered separate processes despite their interdependence in implementing selection systems. This symposium addresses cut scores as an extension of the validation process, exploring psychometric and practical issues in using validity evidence to set cut scores and assessing the validity of cut scores.
Phillip M. Mangos, NAVAIR Orlando Training Systems Division, Chair
Joshua A. Isaacson, Florida Institute of Technology, Co-Chair
Phillip M. Mangos, NAVAIR Orlando Training Systems Division, Joshua A. Isaacson, Florida Institute of Technology, Richard D. Arnold, Human Performance Architects, Psychometric Issues in the Use of Validity Evidence to Support Cut-Score Decisions
Lorin M. Mueller, American Institutes for Research, Alexander Alonso, American Institutes for Research, Andrea Amodeo, American Institutes for Research, Contrasting Groups and Related Methods as a Solution to the Forward/Reverse Regression Problem in Setting Cut Scores
Brent D. Holland, TeleTech Holdings, Inc., Christina R. Van Landuyt, Washington Mutual Bank, Evaluating Noncompensatory Cutoffs in Personality-Based Selection
Henry L. Phillips, Chief of Naval Air Training, Tatana M. Olson, United States Navy, Practical Considerations Relevant to the Determination of Cut Scores for the U.S. Navy Aviation Selection Test Battery (ASTB)
Submitter: Phillip M. Mangos, phillip.mangos@navy.mil
169. Practice Forum: Saturday, 10:30–11:50
Cantor (9th floor)
Using Competency Models to Attract, Retain, and Develop Talent
Competencies can be used to attract, retain, and develop the talent necessary to drive performance within an organization. Practitioners from 4 organizations with competency- based career development programs will discuss the development, integration and impact of these initiatives, as well as share their insights, best practices, and lessons learned.
Erica L. Hartman, APT, Inc, Chair
Cara C. Bauer, Novo Nordisk, Inc., Stephen A. Dwight, Novo Nordisk, Developing an Integrated Competency-Based Career Path to Support the Growth and Development of a Sales Organization
Lisa Sandora, Microsoft Corporation, Career Models at Microsoft
Michelle N. Blair, The Kellogg Company, Integrating Competencies Into Career Progression & Career Development
Suzan L. McDaniel, Bristol-Myers Squibb, Erika D’Egidio, Bristol-Myers Squibb, Robin R. Cohen, Bristol-Myers Squibb, Enhancing Skills, Performance, and Organizational Capability through Competencies
William H. Berman, APT, Inc., Discussant
Submitter: Erica L. Hartman, ehartman@appliedpsych.com
170. Symposium: Saturday, 10:30–11:50
Barrymore (9th floor)
Exploring the Use of Forced-Choice Personality Measures in Personnel Selection
In personnel selection contexts, forced-choice personality measures have been viewed as a useful alternative to Likert measures, typically because they are thought to be more resistant to faking. This symposium presents research on the properties and practical utility of forced-choice assessments to inform the development and use of these measures.
Patrick D. Converse, Florida Institute of Technology, Chair
Neil D. Christiansen, Central Michigan University, George Montgomery, Central Michigan University, Gary N. Burns, University of Wisconsin Oshkosh, Removing Effects of Cognitive Ability on Forced-Choice Personality Assessments
Anna Brown, SHL Group Plc., Structural Equation Modeling of Latent Traits With Forced-Choice Ipsative Data: Theory and Applications
Rodney A. McCloy, HumRRO, Dan J. Putka, HumRRO, Validation of a Person–Organization–Personality Hybrid Measure
Dave Bartram, SHL Group PLC, Comparisons of Validity Coefficients Obtained With Normative and Ipsative Format Instruments
Frederick L. Oswald, Michigan State University, Discussant
Submitter: Patrick D. Converse, pconvers@fit.edu
171. Conversation Hour: Saturday, 10:30–11:20
Sun Roof (16th floor)
Education Research Funding for I-O Psychologists
I-O psychologists have the research expertise and skills needed to study the organizational structure and management/leadership issues that are endemic to public education. In this conversation hour presented by the National Center for Education Research, representatives of the U.S. Department of Education will discuss its education research funding opportunities for I-O psychologists.
Katina R. Stapleton, U.S. Department of Education, Host
Submitter: Eric D. Heggestad, edhegges@uncc.edu
172. Community of Interest: Saturday, 11:00–11:50
Uris (6th floor)
Organizational Justice
Jason A. Colquitt, University of Florida, Facilitator
173. Poster Session: Saturday, 11:30–12:20
Westside (5th floor)
Global Practices, Culture/Climate, Customer Service
173-1. A Theoretical Review of Empathy and Implications for Industrial-Organizational Psychology
Empathy has been peripherally discussed in industrial-organizational research. However, there continues to be confusion surrounding the definition and measurement of the construct, which is hindering the forward progress on any formal theories relating empathy to the workplace. The nature of empathy and implications for research areas are discussed.
Malissa A. Clark, Wayne State University
James M. LeBreton, Purdue University
Submitter: Malissa A. Clark, malissa@wayne.edu
173-2. Are Counterproductive Workplace Behaviors Related to Customer Experience?
Using a large restaurant company, we tested the relationship between counterproductive workplace behaviors (CWBs) and customer satisfaction and service quality to determine the influence of these negative behaviors on the customer experience and, potentially, profit. Employee perceived CWBs in the aggregate were related to both customer satisfaction and service quality.
Robert C. Baker, DecotiisErhard, Inc.
Tara Myers, CorVirtus
Christine Murphy, CorVirtus
Submitter: Christine Murphy, cmurphy@corvirtus.com
173-3. The Impact of CWBs on Customer Perceptions of Service Quality
The impact of counterproductive work behaviors (CWBs) on perceptions of service quality was examined. Drawing from the Robinson and Bennett (1995) framework of CWBs, we found that although severity of the infraction impacts perceptions of service, the extent to which CWBs are directed toward the organization (vs. other individuals) is not.
Robert C. Baker, DecotiisErhard, Inc.
Tara Myers, CorVirtus
D. Apryl Rogers, CorVirtus
Christine Murphy, CorVirtus
Brian D. Cawley, CorVirtus
Submitter: Bobby Baker, bbaker@Corvirtus.com
173-4. Trust and Productivity Improvement: A Cross-Cultural Analysis
We investigated the relationship between trust and productivity improvement following an organizational intervention and whether this relationship was constant across cultures. Results suggest that trust is unrelated to productivity improvement overall, but that there is a significant interaction between trust and culture when predicting improvement. Theoretical rationale is also presented.
Melissa M. Harrell, University of Central Florida
Robert D. Pritchard, University of Central Florida
Submitter: Melissa M. Harrell, melissaharrell1@yahoo.com
173-5. Stigma of Hijabis in Employment Settings: A Function of Job Type
This study examines whether Muslim women who don the headscarf (Hijabis) employ disengagement and disidentification tactics during job selection procedures (not applying for work and having low expectations to receive interviews or job offers) for certain job types (occupations that involve high public contact and low job status).
Sonia Ghumman, Michigan State University
Submitter: Sonia Ghumman, ghummans@msu.edu
173-6. Investigation of Provider-Perceived Healthcare Quality and Impact on Hospital Performance
This study explores provider-perceived healthcare quality in India. An instrument to assess provider-perceived healthcare quality is developed and validated. The standardized instrument is then used to examine the impact of provider perceived quality dimensions on hospital performance. Results and implications for future research are discussed.
Mayuri Duggirala, IIT Madras Chennai
Submitter: Mayuri Duggirala, d.mayuri@gmail.com
173-7. Positivity and Job Satisfaction
The aim of this study was to examine the concept of positivity as a cultural variable
within the job satisfaction domain. Results showed significant correlations between the positivity values in this study and scores provided in the subjective well-being domain. In addition, all positivity scores showed substantial correlations with job satisfaction.
Karsten Mueller, University of Mannheim
Keith Hattrup, San Diego State University
Natascha Hausmann, University of Mannheim
Submitter: Karsten Mueller, karsten.mueller@psychologie.uni-mannheim.de
173-8. Employee Cultural Values and Organizational Commitment: Do Employee Benefits Matter?
This study examined whether employees’ cultural values influence their preferences for benefits and whether these 2 factors conjointly influence employee commitment. We found that individualism–collectivism has differential impact on benefits preferences. However, we did not find support for the mediating effect of preferences on the cultural–commitment relationship.
Niti Pandey, ILIR
Aparna Joshi, University of Illinois at Urbana-Champaign
Joseph J. Martocchio, University of Illinois at Urbana-Champaign
Submitter: Niti Pandey, npandey@uiuc.edu
173-9. Validation of the State-Trait Emotion Measure (STEM) in a Romanian Sample
This study investigated the reliability and validity of a Romanian version of the State-Trait Emotion Measure among 108 basketball players. The measure, developed originally in the U.S., showed satisfactory levels of reliability, convergent, and criterion-related validity. This evidence suggests that the Romanian STEM can be used in future cross-cultural research.
Dan Ispas, University of South Florida
Horia D. Pitariu, Babes-Bolyai University
Edward L. Levine, University of South Florida
Simona Musat, Babes-Bolyai University
Submitter: Dan Ispas, dispas@gmail.com
173-10. Big Five Personality Differences Among Management Incumbents in Eleven Cultures
Big 5 personality of management and executive incumbents in 11 cultures were compared using uncorrected and ipsative scores. Uncorrected and ipsative scores produced highly discrepant results, especially among Japanese and Swedish management. Though cluster analysis generally supports an East–West dichotomy, this distinction is much clearer using ipsative scores.
Laura G. Barron, Rice University
Robert E. Lewis, Microsoft Corporation
Submitter: Laura G. Barron, lgb104@yahoo.com
173-11. What Will They Be Thinking? Developing Cultural Situational Judgment Tests
Lievens (2006) proposed the use of situational judgment tests (SJTs) for international human resources activities. We discuss their suitability for measuring cross-cultural knowledge, present related issues, and propose a model based on survey research and cognitive, cross-cultural, and industrial-organizational psychology literatures to guide the investigation of cultural SJT issues.
Mary Kosarzycki, Kaegan Corporation
Phillip M. Mangos, NAVAIR Orlando Training Systems Division
Joan H. Johnston, Naval Air Warfare Center
Joshua A. Isaacson, Florida Institute of Technology
Cecily McCoy, University of Central Florida
Sherry Ogreten, JHT Corporation
Submitter: Mary Kosarzycki, rombert@bellsouth.net
173-12. Predicting Negative Incidents in Hospitals at Individual and Unit Levels
Patient case resource intensity as well as the unit-level climate of patient safety were used to predict adverse events in acute care settings. Hierarchical linear modeling was used to assess the hypotheses, and both predictors were significant.
Theresa J. B. Kline, University of Calgary
Chelsea Willness, University of Calgary
William A. Ghali, University of Calgary
Submitter: Theresa J. B. Kline, babbitt@ucalgary.ca
173-13. Diversity Climate, Justice, and Organizational Outcomes
This study investigates the role of diversity climate and justice on organizational behaviors. Data from 81 employees show that the effect of diversity climate on turnover intentions, organizational commitment, and organizational support is mediated by justice. Implications and future research are discussed.
Elizabeth Schmidlin, University of South Florida
Kimberly E. O’Brien, University of South Florida
Andrew Michael Biga, University of South Florida
Submitter: Kimberly E. O’Brien, ko9152@hotmail.com
173-14. Developing and Validating a Quantitative Measure of Organizational Courage
This paper presents an instrument for assessing organizational courage. Results confirm a 2-factor solution (observed frequency of acts of courage and fear of performing those acts) with 4 resulting organizational cultures (bureaucratic, fearful, courageous, quantum). Results suggest that an organization’s environment, systems, and outcomes are meaningfully related to courageous challenges.
Ralph H. Kilmann, University of Pittsburgh (on leave)
Linda A. O’Hara, California State University, Long Beach
Judy P. Strauss, California State University, Long Beach
Submitter: Judy P. Strauss, jstrauss@csulb.edu
173-15. Climate Strength and Quality: Do They Affect Individual Affective Commitment?
This study investigates whether climate strength and quality influence individual affective commitment above and beyond individual perceptions regarding affective, cognitive, and instrumental facets of organizational climate. Results showed that climate quality regarding affective and cognitive climate aspects rather than instrumental aspects relates to affective commitment. Climate strength seems less important.
Annelies E. M. Van Vianen, University of Amsterdam
Myriam N. Bechtoldt, University of Amsterdam
Irene E. De Pater, University of Amsterdam
Arne V. A. M. Evers, University of Amsterdam
Submitter: Annelies E. M. Van Vianen, A.E.M.vanVianen@uva.nl
173-16. Investigation of Patient-Perceived Healthcare Quality and Impact on Patient Satisfaction
This study explores the perception of healthcare service quality from the patient’s perspective. An instrument to assess patient-perceived healthcare service quality is developed and validated. The dimensions of patient-perceived healthcare service quality are examined in terms of their impact on patient satisfaction. Results and implications for future research are discussed.
Mayuri Duggirala, IIT Madras Chennai
Submitter: Mayuri Duggirala, d.mayuri@gmail.com
173-17. Cultural Differences in Information Relevance: Implications for Multinational Teamwork
Work teams must identify needed information, make sense of complex situations, and make critical decisions. This study found that the Japanese, Koreans, and the Taiwanese differed from Americans in their judgments of information relevancy. This may threaten the effectiveness of multinational teams by disrupting sensemaking and reducing common ground.
Mei-Hua Lin, Wright State University
Helen Altman Klein, Wright State University
Mark Radford, Hokkaido University
Incheol Choi, Seoul National University
Lien Yunn-Wen, National Taiwan University
Submitter: Mei-Hua Lin, lin.8@wright.edu
173-18. Organizational Change Climate: Relationships With Group Well-Being
We developed a model in which 2 dimensions of an organization’s change climate, change information and participation, influence role ambiguity and role overload, and ultimately, group well-being. Results provided support for the model in which change information was associated with quality of work-life and group distress, mediated via role ambiguity.
Alannah E. Rafferty, University of Queensland
Nerina Jimmieson, University of Queensland
Submitter: Nerina Jimmieson, n.jimmieson@psy.uq.edu.au
173-19. The Waiter Spit in My Soup! Counterproductive Behavior Toward Customers
Although counterproductive work behavior (CWB) has been investigated using many targets, customers as targets have been largely neglected in past research. Evidence supports a model using customer stressors as an antecedent for CWB directed at customers, with anger partially mediating and emotional dissonance moderating this relationship.
Emily M. Hunter, University of Houston
Lisa M. Penney, University of Houston
Submitter: Emily M. Hunter, emhunter@uh.edu
173-20. Contagious Justice: Components, Antecedents, and Cross-Level Effects of PJ Climate
We examined procedural justice (PJ) climate quality and strength in a business organization. Results showed the quality of unit-level trust in management predicted PJ climate quality. Multilevel analyses revealed that PJ climate influenced individual affective outcomes beyond individual-level perceptions of PJ, and PJ climate strength moderated some of these relationships.
Taylor L. Poling, University of Tennessee
John P. Meriac, University of Tennessee
David J. Woehr, University of Tennessee
Submitter: Taylor L Poling, tpoling@utk.edu
173-21. Keeping Values-Based Promises to Employees: Implications for Business-Unit Turnover
Values-based organizations continue to increase in popularity. This research operationalizes values as kept promises and provides empirical evidence for the links between values-based promise keeping, employee affective commitment, and business unit-level turnover. The study utilizes a large national restaurant chain and provides implications for financial savings and managerial interventions.
Gunnar E. Schrah, CorVirtus
Paige K. Graham, CorVirtus
Submitter: Paige K. Graham, pgraham@corvirtus.com
173-22. Outsourcing and Frontline Workers’ Customer Orientation
Based on data from a Korean telecommunication company and its partner organizations, we found that the frontline workers of the partner organizations have a significantly lower level of customer orientation than those of the principal organization, and the differences could be explained by supervisors’ customer orientation and training in customer orientation.
Chanhoo Song, Information and Communications University
Sunhee Lee, Chungnam National University
Eue-Hun Lee, Information and Communications University
Submitter: Sunhee Lee, sunhee_lee@cnu.ac.kr
173-23. The Impact of State Negative Affect on Self-Reported Personality Measures
The impact of state negative affect on several self-report measures is investigated using a Solomon 4-group design. Results suggest that individuals who were induced into a state negative affect report higher levels of negative affectivity and emotional intelligence. Implications for the use of self-report measures in organizational research are discussed.
Malissa A. Clark, Wayne State University
Alicia Marie Gramzow, Global Lead Management Consulting
Angela K. Pratt, Procter & Gamble
James M. LeBreton, Purdue University
Submitter: Malissa A. Clark, malissa@wayne.edu
173-24. Further Validation of an American Social Self-Efficacy Inventory in China
This study reports the continued cross-cultural validation of an American social self-efficacy measure (PSSE; Smith & Betz, 2000) in Chinese populations. Results indicated that the Chinese PSSE score had meaningful correlations with the 16 PF scores, and its internal structure was invariant over on a culture-specific variable: respect for authority.
Jinyan Fan, Hofstra University
Hui Meng, East China Normal University
Felix James Lopez, Lopez and Associates, Inc.
Xiaofang Li, Shanghai Teacher’s University
Xiangping Gao, Shanghai Teacher’s University
Submitter: Jinyan Fan, fanjinyan@yahoo.com
173-25. Psychological Aspects of Successful Entrepreneurship in China: An Empirical Study
This study reports the psychological aspects of successful entrepreneurship in China. Our empirical results found age, business skills, work experience, cognitive ability, Extraversion, Openness to Experience, Conscientiousness, and Agreeableness to be valid predictors of entrepreneurial success. Culturally relevant Chinese characteristics are used to explain the findings.
Hui Meng, East China Normal University
Saul Fine, CareerHarmony, Inc.
Gerald Feldman, CareerHarmony, Inc.
Baruch Nevo, University of Haifa
Submitter: Saul Fine, saulf@careerharmony.com
173-26. Organizational Climate for Change: Implications for Change Management
This paper investigated the impact of organizational climate for change on commitment, empowerment, motivation, and managerial perceptions of self-efficacy regarding their ability to manage change. Results show that organizational characteristics, including structure, politics, and fairness, significantly impact managerial variables. Also provided is a model for studying change management.
Joana Pimentel, University of Tennessee-Knoxville
Adam R. Smith, University of Tennessee-Knoxville
Joshua D. Bazzy, University of Tennessee-Knoxville
Submitter: Adam R. Smith, asmit102@utk.edu
173-27. Dimensions of Innovation Culture: Developing a Measure
To understand an innovative culture we used qualitative research methods and then developed a quantitative survey to complement this work. To further develop the survey, we surveyed 600 employees and used exploratory and confirmatory factor analysis methods. The result is a 42-item survey that measures 11 dimensions of organizational culture.
April R. Cantwell, North Carolina State University
Lynda Aiman-Smith, North Carolina State University
Torrey R. Mullen, North Carolina State University
Submitter: Torrey R. Mullen, trmullen@nc.rr.com
173-28. Validation of the State-Trait Emotion Measure (STEM) in China
This study investigated the reliability and validity of a Mandarin Chinese version of the State–Trait Emotion Measure among 229 corporate employees in mainland China. The measure, developed originally in the U.S., showed satisfactory levels of reliability, convergent, and criterion-related validity. This evidence suggests that the measure can facilitate cross-cultural research.
Liuqin Yang, University of South Florida
Xian Xu, University of South Florida
Dan Ding, Beijing Normal University
Ran Bian, Beijing Normal University
Edward L. Levine, University of South Florida
Hongsheng Che, Beijing Normal University
Submitter: Liuqin Yang, lyang2@mail.usf.edu
173-29. Improving Patient Safety Through Upward Communication: Some Recommendations
This paper reviews some of the potential social/organizational barriers that healthcare professionals face when speaking up about errors to higher ranking team members and management. We provide recommendations to healthcare organizations aspiring to improve medical team communication/error reporting. In addition, we discuss difficulties healthcare organizations may face when implementing these recommendations.
Dana E. Sims, University of Central Florida
Renee Eileen DeRouin, University of Central Florida
Eduardo Salas, University of Central Florida
Submitter: Dana E. Sims, dana.e.sims@gmail.com
173-30. Culture, Motivation, and Feedback-Seeking Behaviors: Test of a Mediated Model
The current study explored how cultural values and individual motivation relate to feedback-seeking behaviors (FSB). Specifically, we hypothesized and supported that individualism would relate to FSB. Results indicated that many of the relationships between individualism and FSB were mediated by achievement and status motivation.
Stephane Brutus, Concordia University
Gary J. Greguras, Singapore Management University
Submitter: Stephane Brutus, brutus@jmsb.concordia.ca
174. Interactive Posters: Saturday, 11:30–12:20
Harlem (7th floor)
Charismatic Leadership
Suzanne Peterson, Arizona State University, Facilitator
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174-1. Charismatic Leadership at a Distance: Evidence From Korea
We examined the direct and indirect relationships between charismatic leadership and followers’ commitment to the leader and outcomes (i.e., satisfaction, helping behavior, performance) in close and distant relationships with 13 large Korean organizations. Results indicated these relationships differed based upon leader–follower distance and follower’s strength in commitment to the leader.
Jae Uk Chun, Penn State Great Valley
Francis J. Yammarino, Binghamton University
Shelley Dionne, Binghamton University
John J. Sosik, Pennsylvania State University-Great Valley
Hyoung Koo Moon, Korea University
Submitter: John J. Sosik, JJS20@PSU.edu
174-2. The Interactive Effect of Belongingness and Charisma on Helping
This multisource study tests the effects of belongingness and charisma on helping. Employees show more helping when they feel more belongingness and their leader is more charismatic. The impact of charisma on helping is stronger for employees low on belongingness than for individuals high on belongingness.
Deanne N. Den Hartog, University of Amsterdam
Annebel H. B. de Hoogh, Vrije Universiteit Amsterdam
Anne E. Keegan, University of Amsterdam
Submitter: Deanne N. Den Hartog, D.N.denHartog@uva.nl
174-3. Problem-Solving and Performance: Comparing Charismatic, Ideological, and Pragmatic Leaders
Theories contrasting charismatic, ideological, and pragmatic leaders hold that these 3 leader types display differences in how they construe and attempt to solve the problems encountered in leading others. The present study tested the existence of these differences and identified the problem-solving conditions in which each leader type excels.
Katrina E. Bedell Avers, University of Oklahoma
Sam T. Hunter, University of Oklahoma
Michael D. Mumford, University of Oklahoma
Submitter: Katrina E. Bedell Avers, kbedell@psychology.ou.edu
174-4. The Effects of Charismatic Leadership on Team Processes
We investigated the effect of charismatic leadership on team process variables. We found that charismatic leadership is associated with enhanced cohesion, cooperation, and communication, and decreased conflict among team members. The 4-team process variables partially mediated the effect of charismatic leadership on team consensus decision making and team satisfaction.
Pauline Schilpzand, University of Florida
Marieke C. Schilpzand, Georgia Institute of Technology
Vilmos Misangyi, University of Delaware
Amir Erez, University of Florida
Thomas Greckhamer, Louisiana State University
Submitter: Pauline Schilpzand, paulilne.schilpzand@cba.ulf.edu
175. Special Event: Saturday, 11:30–12:50
Sun Roof (16th floor)
Special Event Hosted and Sponsored by the SIOP Education and Training Committee: Building the Network: A Working Session for Undergraduate I-O Programs
As part of SIOP’s Education and Training Committee, we investigated the prevalence of undergraduate I-O concentrations and the availability of undergraduate courses. This working session will allow us to further understand the needs of instructors and programs, disseminate tools and information, and begin to build a resource network for instructors.
Patrick R. Powaser, Oxy Inc., Host
Alice F. Stuhlmacher, DePaul University, Host
Jennifer P. Bott, Ball State University, Host
Eric D. Heggestad, University of North Carolina Charlotte, Host
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