In recent years, research on workplace envy has expanded beyond its traditional focus on peer-to-peer envy to examine the envy felt by supervisors toward their subordinates (termed as "downward envy"). We contribute to this emerging research stream by examining the emotional and behavioral reactions of employees who are targets of such downward envy, as well as the relational consequences that follow. We tested our model, which is based on the appraisal theory of emotions, across two studies-a multisource, multiphase field study and a vignette-based experimental study-that offer converging evidence in its support. Aligned with our theory, we found that employees appraise downward envy as a relational threat to, or a relational opportunity for, their leader-member exchange relationship, which results in the emotions of relationship anxiety and hope, respectively. These emotions, in turn, elicit contrasting employee behaviors toward the supervisor: anxiety motivates avoidance, while hope encourages approach-oriented citizenship behaviors, which, respectively, have a negative and positive effect on the quality of the leader-member exchange relationship. Furthermore, employees' sense of power with respect to their supervisor was found to mitigate the anxiety-based pathway but played a limited role in influencing the hope-based pathway. Our research advances the nascent literature on downward envy and leader-member exchange instability and also offers practical insights for managing downward envy in organizations. (PsycInfo Database Record (c) 2026 APA, all rights reserved).

Reflecting a more balanced employer-employee relationship in which employees have latitude to shape aspects of their employment, idiosyncratic deals (i-deals) are voluntary, personalized, nonstandard agreements that employees negotiate with their employers. In teams, i-deals differentiation (i-dealsD), the extent to which the degree of these arrangements varies across members, is a key form of HR differentiation. While research has largely emphasized its negative effects, we propose that the impact of i-dealsD on team effectiveness depends on the type of i-deals. We focus on career, flexibility, and task i-deals, the most common types of i-deals that employees across different jobs can negotiate with their manager. Drawing on social comparison theory, we argue that career and flexibility i-dealsD relate positively to team relationship conflict, and in turn associate with lower customer-related outcomes. In contrast, task i-dealsD relate negatively to team relationship conflict, and subsequently associate positively with customer-related outcomes. We test our model in two samples: a field study with three-source data collected from 59 stores of a national restaurant chain located in the United States (Study 1) and a field study with two-source data collected from 108 teams from three service companies located in China (Study 2). Across both studies, flexibility i-dealsD and task i-dealsD had a negative and a positive association, respectively, with team customer-related outcomes via team relationship conflict, while career i-dealsD was unrelated to our outcomes of interest. We advance the literatures on i-deals and HR differentiation, and offer practical insights into the implementation of i-dealsD in teams.

Crises create significant challenges for organizations to fulfil their commitments to employees, so employees often experience psychological contract (PC) breach during crises. However, it remains unclear how employees react to organizational breaches during crises and whether employees are likely to forgive such breaches. Drawing on the risk management theory of corporate social responsibility (CSR), we argue that organizations' CSR efforts create an insurance-like effect, which tempers employees' destructive reactions and facilitates constructive reactions to breach during crises. Study 1, in the context of the COVID-19 crisis, demonstrates that employees who perceive high levels of CSR from their organization are more likely to attribute the PC breach to factors outside the organizations' control and subsequently exhibit reconciliation behaviours. Study 2, a scenario-based experiment manipulating CSR (high/low), crisis context (crisis/non-crisis), and PC breach (high/low), reveals that a crisis context amplifies the insurance-like effect of CSR strengthening the positive association of PC breach with employees' external attributions.

Drawing on the social hierarchy within teams literature, we contend that leader-member exchange differentiation (LMXD) may function as a coordination-enabling mechanism and as a conflict-enabling mechanism in transmitting its positive and negative effects on team performance. Specifically, we propose that the positive effect of LMXD on team performance is due to its impact on team role clarity, whereas the negative effects operate through team relationship conflict. To shed light on the boundary conditions that qualify the divergent mechanisms, we further examine the moderating roles of three team structural characteristics (also referred to as team type dimensions), including authority differentiation (AD), skill differentiation (SD), and temporal stability (TS). We conducted two studies to examine our model, which involve multi-source and multi-phase lagged data from multiple organizations from diverse industries. Across the two studies, we find consistent support for the coordination-enabling mechanism and the roles of AD and SD in qualifying this mechanism. Regarding the conflict-enabling mechanism, both studies support the moderating effect of SD. In contrast, we find limited support for the moderating effect of TS on both the coordination-enabling and conflict-enabling mechanisms, although we were only able to examine this in Study 2. We discuss the implications of these findings for future research on LMXD and team performance.

Summary Psychological safety is a beneficial social‐psychological state that promotes positive outcomes in the workplace, such as greater information sharing and enhanced organizational learning. Yet, how psychological safety dynamically develops as a process in groups generally and in demographically diverse groups particularly is understudied. Moreover, there is an insufficient understanding of how peer group members—group members who are not the leader—influence the progression and maintenance of psychological safety. We address these theoretical gaps through an inductive, qualitative study of a group‐based play context. Grounded in data collected from 97 participants, including 56 interviews and 70 h of participant observation, we build a theory that illuminates how psychological safety is co‐created through peer group member interactions during group‐based play. We find that the opportunities afforded by group‐based play disrupt exclusionary dynamics among demographically diverse adults and permit them to shift their relational risk motivation from pursuing goals of individualized self‐protection to pursuing goals of relationship promotion with one another. This breaking out of default, protective relational patterns during group play enables diverse group members to have a greater willingness to (1) engage in relational risk‐taking with each other and (2) support each other's relational risk‐taking—a process we refer to as the relational risk promotion cycle . As diverse group members relationally play off of one another during this cycle, they begin to co‐create a climate of psychological safety, in which they experience discrete events of relaxing and energizing into their differences. Our research makes theoretical contributions to the literatures on psychological safety, diversity in groups and play in organizations. Additionally, our findings suggest a critical role for leaders in which they are not solely creating the conditions for group psychological safety but supporting group members in working together to co‐create a climate of psychological safety for themselves.

Integrating expectancy violation theory and social exchange theory, we investigate the role of leader traditionality in augmenting the positive effect of servant leadership in promoting follower reciprocation in three studies. In Study 1, we substantiate in an experiment that individuals indeed expect leaders possessing traditional values to be less likely to engage in servant leadership behaviors compared with leaders who are low in traditionality. Further, we test our full model in an experiment (Study 2) and find support for our hypothesis that the relationship between servant leadership, follower trust in the leader, and subsequent follower organizational citizenship behavior is stronger for leaders higher (vs. lower) in traditional values. Replicating the findings from Study 2, we conduct a field investigation (Study 3) with multiwave and multisource data from a Fortune 500 company and obtain full support for our model. The consistent findings across our studies provide strong support for the role of leader traditionality in altering the social exchange relationship between servant leaders and their followers.

Although most studies have shown that newcomers benefit from proactive behaviors, these behaviors are not always viewed positively by colleagues, resulting in negative consequences for newcomers. Drawing on uncertainty reduction and social cognitive theories, we contend that newcomer proactive behaviors are viewed positively by competent leaders and peers but negatively by those with low competence. Further, we argue that newcomer proactive behaviors impact leader and peer threat perceptions, affecting subsequent workplace relationships, which in turn influence newcomer voluntary turnover. We empirically test our hypotheses in a three-time multisource study, utilizing a sample of 377 newcomers, 132 leaders, and 721 peers. Supporting our hypotheses, when leaders and peers are less competent, newcomer proactive behaviors, through impacting leader and peer threat perceptions, result in lower quality relationships with leaders and peers. These cascading effects positively correlate with newcomer voluntary turnover. Conversely, opposite effects arise for more competent leaders and peers. Implications of how newcomer proactive behaviors impact workplace relationships and turnover are discussed. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

BACKGROUND:While it is established that video monitoring technology (compared with the use of in-person sitters) is a safe and cost-effective solution for hospitals, little is known about the impact of these approaches on nurses' stress and well-being.PURPOSE:To compare the use of video monitoring technology and in-person sitters (likely a resource reallocated from nurses) for monitoring patients on nurses' emotional labor and burnout.METHOD:An experience sampling method was conducted by surveying nurses twice a day for 3 weeks, resulting in 524 survey administrations provided by 74 nurses. The surveys included measures of daily video monitoring technology and in-person sitter use, emotional labor, emotional exhaustion, and nurse career commitment.FINDINGS:There were positive effects from video monitoring technology and negative effects of in-person sitters on emotional labor and emotional exhaustion, particularly for nurses lower in commitment.DISCUSSION:Hospital adoption of video monitoring technology has a positive impact on nurses compared with in-person sitter use.

Envy seems to be almost inevitable emotion for human and workplace is full of envy eliciting event. With its prevalence in daily life and recently increased scholarly attention (Duffy et al., 2021), this symposium aims to produce a comprehensive understanding of envy and investigate conditions and characteristics that impact how people express and respond to envy. The set of papers explores the enactment (e.g., inferiority, social dominance orientation), outcome (e.g., harming), reaction (e.g., citizenship behavior, interaction avoidance behavior), and measurement of envy. They empirically test this across different contexts (e.g., supervisor-subordinate, teammates) and for different targets (the envious, the envied). In addition, by introducing potential moderators that might mitigate the enactment of envy and buffer the negative impacts of envy (e.g., pre-existing trust), this symposium comes up with practical suggestions for managers and workers to “reduce the pain and discrepancy envy brings” (Duffy et al., 2011, p. 34). This also aligns with the Academy of Management 2023 theme of “Putting the Worker Front and Center.” Examination of Tall Poppy Syndrome (Enactment of Envy) in a Multicultural Work Context Author: Abdul Karim Khan; United Arab Emirates U. Author: Samina Quratulain; *United Arab Emirates U. Author: Aqsa Ejaz; Lahore Business School, The U. of Lahore Author: Eman Helal AlMansouri; *United Arab Emirates U. We Are Less Envious of Those We Trust: Two Mitigating Roles of Trust Author: Einav Hart; George Mason U. Author: Rachel Lea Campagna; U. of New Hampshire The Effect of Narcissism on the Experience of Being Envied Author: Yoonhee Kim; PhD Candidate, Drexel U. Author: Lauren D'Innocenzo; Drexel U. Downward Envy and Employee Reactions Author: Haoying Xu; Stevens Institute of Technology Author: Sandy J. Wayne; U. of Illinois Chicago Author: Harshad Girish Puranik; U. of Illinois at Chicago Green All Over: Developing a Multi-Domain Measure of Workplace Envy Author: Manuel F. Gonzalez; Montclair State U. Author: I-Heng Wu; U. of South Alabama

Although it is common that employees can experience multiple psychological contract (PC) breaches with their employer over time, it is unclear how a past PC breach serves as a temporal context factor in shaping the impact of a present PC breach on employee outcomes. Integrating contrast effect theory and conservation of resources theory (COR), this research develops and tests hypotheses concerning how a past PC breach alters employees’ reaction intensity to a present PC breach. Three studies were conducted to investigate the hypotheses. In Study 1, findings from 168 employee-supervisor dyads of a building supply company supported the contrast effect of past and present PC breaches. Specifically, when a past PC breach was low, a present PC breach had a stronger negative influence on employee organizational citizenship behavior (OCB). Results of Study 2, comprised of 412 full-time working adults, found that burnout mediated the contrast effect of past and present PC breaches on OCB. Specifically, the negative indirect effects of a present PC breach on OCB through burnout were stronger when a past PC breach was low. In Study 3, 154 subjects participated in a scenario-based experiment in which past and present PC breaches were manipulated. Results supported the contrast effect of past and present PC breaches on anticipated future breach. Implications of these results for future PC breach research and management practice are discussed.

Although past research has illuminated, to varying degrees, many of the questions surrounding leadership in the workplace, challenges persist in the understanding and developing of high-quality leadership in the modern workplace. Recent work in the leadership literature space has offered some critiques of the ongoing work, encouraging scholars to ‘go back to the drawing board’ on some of its most fundamental theories This symposium serves to answer this call by establishing new takes on well-established leadership theories to push the boundary of our knowledge in the leadership literature, refine existing leadership constructs, and inform best practices for organization. Taken together, the presentations in this symposium provide valuable insights to organizations, researchers, and leaders on how to effectively develop their current leaders, improve engagement with subordinates, and carefully consider the pros and cons of claiming leadership. It may also inspire future research that helps to bridge the gap between academia and practitioners and push forward the boundaries of relevant, meaningful research. New Takes on Established Leadership Theories: Bridging Academia and Practice in Leadership Research Author: Charles Bennion; U. of Georgia Author: Fadel Khalil Matta; U. of Georgia Author: Edward McClain Wellman; Arizona State U. Author: Sandy J. Wayne; U. of Illinois Chicago Author: Robert C. Liden; U. of Illinois Chicago Author: Ying Wu; U. of Illinois at Chicago Author: Emma Laier Frank; U. of New Hampshire Author: Troy Smith; U. of Nebraska, Lincoln Author: Stephen Hyrum Courtright; Tippie College of Business, U. of Iowa Author: Shawn T. McClean; U. of Oklahoma Price College of Business Author: Bradley R. Mecham; U. of Iowa Author: Eun Soo Son; Georgia Institute of Technology

Organizational Citizenship Behavior (OCB) has been studied by numerous researchers, almost as if no stone is left unturned. Yet, despite the concern, scholars are still finding ways to contribute to the OCB literature by challenging its long-held assumptions and finding new discoveries. The purpose of this symposium is to add momentum to the development of this line of research by bringing papers that address a few of the assumptions and identify novel research ideas in the area of OCBs, in particular, OCB directed toward individuals (OCB-I) or helping behavior. Specifically, Kim, Chawla, Doyle, and Shea question the assumption that help is always granted by showing that there are times when help does not manifest (heightened mortality salience), yet also provide a way to encourage helping (intragroup-cohesion) despite the circumstances. Hu, Lin, and Liu also question the assumption that help is always granted by examining the psychological and behavioral outcomes of rejecting help requests. Lee, Koopman, Rosen, Kluemper, Wayne, and Sun question the assumption that help is beneficial for the recipients and show the emotional consequences of receiving help and the downstream negative effect it has on third parties. Lastly, Brooks, Thompson, and Bolino develop and make a unique connection with organization-level factors (perceived organizational support for social justice initiatives) and OCB-I to show that there are still important organizational factors that can contribute to more OCBs in the workplace. The papers in this symposium demonstrate the ways in which researchers can continue to expand the OCB literature in meaningful ways. Helping the hand that bites you Author: Hee Young Kim; Rider U. Author: Nitya Chawla; Texas A&M U. Author: Sarah Doyle; U. of Arizona Author: Catherine Shea; Carnegie Mellon U. - Tepper School of Business Managing prosocial identity threat after saying “no” to coworkers at work Author: Xiaofei Hu; Hong Kong Polytechnic U. Author: Katrina Jia Lin; Hong Kong Polytechnic U. Author: Wu Liu; Hong Kong Polytechnic U. Receiving Help Begets Incivility? The Unexpected Outcome of Receiving Help Author: Young Eun Lee; Florida State U. Author: Joel Koopman; Texas A&M U. Author: Christopher C. Rosen; U. of Arkansas Author: Donald H. Kluemper; Texas Tech U. Author: Sandy J. Wayne; U. of Illinois Chicago Author: Jiaqing Sun; The London School of Economics and Political Science How Employee Race and Gender Influences Perceived Organizational Support for Social Justice Author: Ricardo Brooks; SUNY, Albany Author: Phillip S. Thompson; Virginia Tech Author: Mark C Bolino; U. of Oklahoma

This study identifies a unique bias faced by Black employees which makes it challenging for this group to manage their professional image. Integrating research on racial backlash, image management, and expectancy violation theory, we argue that self-promotion by Black employees will result in detrimental outcomes for this group compared to White, Hispanic, and Asian employees. Due to negative racial stereotypes related to their job competence, we hypothesize that self-promotion by Black employees will be viewed by their White managers as a violation of stereotypically appropriate behavior and will result in a backlash in the form of lower job-related outcomes. We propose that the process by which these effects occur is through manager assessments of their employees on agentic and communal traits. Our hypothesized model was tested with a stratified sample of manager-employee dyads of a large financial institution. Results indicated that self-promotion by Black employees was associated with lower job performance and person-organization fit ratings, as well as fewer idiosyncratic deals with their immediate managers compared to White, Hispanic, and Asian employees. Implications of the divergent consequences of self-promotion for Black employees relative to other racial groups are discussed. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

Recognizing the dynamic nature of affect, we consider observed leader affect and its variability as important social signals that jointly impact employees’ daily affective reactions and work engagement. Integrating the emotion as social information model and adaptation-level theory, we hypothesized that the impact of daily observed leader affect on employees’ affect and subsequent work engagement is moderated by observed leader affect variability. To test the model, an experience sampling method (ESM) involving two surveys per day over 10 days was employed with a sample of 75 employees. Results indicated that observed leader affect variability weakened the positive relationship between observed leader positive affect and employee work engagement via employee positive affect. Also, observed leader negative affect was negatively related to employee work engagement via employee negative affect, but this indirect effect was not moderated by observed leader affect variability. Our results highlight the critical role of observed leader affect variability in understanding leaders’ affective influence on employee affect and engagement.

Current research highlights the importance of workplace relationships (e.g., leader-member exchange and team-member exchange) on individual and team performance. However, there is a lack of understanding of the effects of leader-star exchange relationship (LSX), defined as the dyadic relationships between team leader and team star performer. Drawing on theories of justice, we empirically examine both direct and indirect effects of LSX on nonstar individual and team performance in a three-wave multi-source, multi-level study of 190 teams, consisting of 190 leaders and 798 employees. Our findings suggest that through impacting the collective justice climate (CJC), LSX is positively related to both nonstar individual and team performance. In addition, through CJC, LSX moderates the relationships of leader-member exchange (LMX) and leader-member exchange differentiation (LMXD) on nonstar individual performance such that it significantly influences the direction of these relationships. Specifically, LSX strengthens the positive relationship between nonstar LMX and nonstar individual performance. On the other hand, LMXD is positively related to nonstar individual performance when there is high LSX between the leader and star performers and negatively related to nonstar individual performance when LSX is low. Implications of the effects of the leader’s relationship with star performers are discussed.

Despite considerable research on the psychological contract (PC) breach, there exists limited research explicating how employees react to instances of PC breach in times of crisis and what organizations can do to mitigate the detrimental effects of PC breach on the employee-organization relationship during a crisis. Drawing on the risk management theory of corporate social responsibility (CSR, Godfrey, 2005), we argue that CSR effort enacted by an organization provides creates an effect much like insurance and tempers negative employee reactions to PC breach during a crisis. We manipulated CSR and PC breach during an organizational crisis in a scenario-based experiment of 108 working adults (Study 1). Findings suggest subjects in the high CSR conditions are more likely to make external attributions for PC breach, thus placing responsibility for the broken promises outside the company’s control. Then, we surveyed 394 employees from diverse industries in the context of COVID-19 crisis (Study 2). Results suggest perceived CSR moderated the indirect effect of PC breach on employees’ reconciliation with organization via external attributions, such that the effect was stronger when employees perceived a high level of CSR.

One distinguishing feature of servant leadership is the proposition that servant leaders develop followers who also engage in serving behaviors. Drawing upon social learning theory, we argue that follower dispositional self-interest is a boundary condition affecting the transference of manager servant leadership to follower engagement in serving behaviors, and that follower serving self-efficacy is the underlying psychological mechanism. In a laboratory experiment (Study 1), we manipulated manager servant leadership and found support for the hypothesis that the positive relationship between manager servant leadership and follower serving behaviors is significantly enhanced for participants high in self-interest. The serving behaviors of participants low in self-interest was not affected by the degree to which the manager practiced servant leadership. In a field study (Study 2) with a sample representing 10 diverse organizations in Singapore, we replicated the findings. In another laboratory experiment (Study 3), we demonstrated that follower serving self-efficacy mediated the interactional effect found in the first two studies, supporting the social learning account for the transference of manager servant leadership to follower serving behaviors. Taken together, converging results from these three studies demonstrate that servant leaders are capable of bringing out serving behaviors especially among followers with a strong focus on their own self-interest. (PsycInfo Database Record (c) 2021 APA, all rights reserved).