In dynamic work environments, individuals are expected to simultaneously refine existing knowledge and explore novel approaches - a resource-intensive challenge known as ambidexterity. Drawing on the conservation of resources theory, we examine how task autonomy and transformational leadership, as key resources at work, shape individual exploration, exploitation, and ambidexterity. Using a vignette experiment with 331 MBA students from Slovenia, Austria, and Kosovo, we find that exploration is higher under conditions of high task autonomy and transformational leadership. In contrast, exploitation is stronger when task autonomy is restricted, while leadership has no significant effect. Ambidexterity emerges only when considering both factors jointly in the sense of an interaction: Transformational leadership buffers the decline in ambidexterity typically associated with low autonomy. These findings suggest that autonomy and leadership influence exploration and exploitation in partly opposing ways, impeding the straightforward enhancement of ambidexterity. Our study reveals which resource configurations unlock individual ambidexterity.
This study investigates how remedial voice relates to targets' workplace interpersonal deviance. Drawing from research on the social sharing of emotional experiences and from goal progress theory, we conceptualize remedial voice as the social sharing about a negative emotional experience that can initiate targets' rumination. We further posit that an interaction between remedial voice and perceived perpetrator power will be associated with heightened rumination. Furthermore, applying ego depletion theory, we propose that targets' heightened rumination will be positively associated with their workplace interpersonal deviance. We found remedial voice to be positively related to targets' rumination. Furthermore, perceived perpetrator power interacted with remedial voice to predict targets' high rumination, which was associated with targets' workplace interpersonal deviance. Our findings suggest that remedial voicing is linked to both proximal and distal outcomes for targets, extending research by highlighting its potentially far-reaching consequences. Theoretical and practical implications are discussed.
Emerging research indicates that m & amacr;tauranga M & amacr;ori (Indigenous M & amacr;ori knowledge and worldview) can meaningfully inform leadership practices and organisational decision-making, contributing to economic, social, and environmental outcomes. However, research investigating the potential link between organisations that integrate m & amacr;tauranga M & amacr;ori into their practices and employees' perceptions of psychosocial safety climate (PSC) remains unexplored. This rich case study within an Aotearoa/New Zealand secondary school collected data from multiple sources to examine how m & amacr;tauranga M & amacr;ori shaped perceptions and the enactment of PSC. It found that m & amacr;tauranga M & amacr;ori has a reciprocal relationship with PSC and can act as a complementary framework by embedding tikanga (M & amacr;ori cultural values) that enable relational trust, collective responsibility, and a holistic approach to psychological health and safety. This study's contribution advances the PSC literature by demonstrating that Indigenous perspectives offer novel insights and cultural value in PSC development, reinforcing the importance of culturally responsive practices for employees' well-being.
This study examines how managerial competencies shape performance within the Portuguese hairdressing sector, a vital yet under-researched micro-small and medium-sized enterprise context. Grounded in the competing values framework, the research explores how these small structures navigate the persistent tension between internal stability and external flexibility. Our mixed-methods approach combined qualitative insights from industry leaders with a quantitative survey of 361 owner-managers and employees. Results confirm a strong link between competencies and performance, especially in social dimensions. However, profiles lean heavily toward the Human Relations Model, leaving significant gaps in the Rational Goal and Internal Process quadrants. Crucially, a perceptual dissonance emerged, as employees consistently rate managerial competence lower than owner-managers' self-assessments suggest. By extending the competing values framework theory to fragmented service industries, this research suggests that behavioral complexity is an important factor for operational adaptability. These findings signal an urgent need for hybrid training that bridges the gap between technical craft and strategic management.
Meaningful work is a central determinant of employee well-being, motivation, and performance, yet little is known about how abusive supervision undermines employees' experience of meaningful work, particularly across hybrid/remote and office-based contexts. Adopting a resource-based perspective, this study examines how abusive supervision relates to meaningful work among hybrid/remote and in-office employees via reducing three key resources: autonomy, self-efficacy, and belongingness. Using cross-sectional survey data from 512 employees in Spain and Portugal, we tested a parallel mediation model comparing hybrid and in-office workers. Although abusive supervision did not directly relate to meaningful work in either group, it strongly reduced the three key psychological resources, which significantly reduced meaningful work. All mediational pathways were significant for both groups; however, indirect relationships were consistently stronger among hybrid workers. These findings suggest that hybrid/remote working employees are more vulnerable to abusive supervision due to heightened dependence on supervisors in contexts characterized by physical distance.
