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Session Type: Paper Session
Program Session: 1591 | Submission: 19514 | Sponsor(s): (OB)
Scheduled: Tuesday, Aug 14 2018 8:00AM - 9:30AM at Sheraton Grand Chicago in Superior A
Being a Great Supervisor
Being a Great Supervisor

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Chair: Michael Parke, London Business School
OB: A relational identity approach to study the antecedents of family supportive supervision
Author: Pablo Escribano, U. Adolfo Ibañez
Drawing on theories of relational identity and self-construal, I conceptualize subordinates' likeability (interpersonal abilities) and competence (task abilities) as antecedents of family supportive supervisor behaviors (FSSB), and examine whether supervisors' relational identification with subordinates mediates this relationship. In addition, I also examine the extent to which this mediation depends on the level of relational self-construal of supervisors. Data were collected in two waves from 205 subordinates and 84 supervisors in Chile. Results support the hypothesized mediated moderation model. While supervisors' relational identification with subordinates fully mediates the relationship between competence and family supportive supervisor behaviors, supervisors' relational identification with subordinates partially mediates the relationship between subordinates' likeability and family supportive supervisor behaviors. Further, supervisors' relational identification with subordinates mediates the relationship between likeability and family supportive supervisor behaviors when supervisors' relational self-construal is high to medium but not when it is low. Implications for research and practice are discussed.
Paper is No Longer Available Online: Please contact the author(s).
OB: The Double-edged Sword Effect of Managerial Coaching Behavior for Actors
Author: Zhuolin She, Tsinghua SEM
Author: Quan Li, Tsinghua SEM
Author: Zihao Chang, School of Economics and Management, Tsinghua U.
Author: Baiyin Yang, Tsinghua U.
Empirical evidence has accumulated showing that managerial coaching behavior has important effects on subordinates¡¯ work attitudes. However, knowledge of how such behavior impacts supervisors who exhibit it is limited. Drawing upon conservation of resources theory, this study developed and tested a model that specifies how and when engaging in managerial coaching behavior has benefits and costs for supervisors. Survey results showed that managerial coaching behavior predicted supervisors¡¯ job attitudes through a dual-path model. On the one hand, managerial coaching behavior positively predicted supervisors¡¯ personal accomplishment, which had a subsequent positive effect on their job satisfaction. On the other, it also positively predicted supervisors¡¯ work overload, which in turn positively predicted their perceived work fatigue. Results also showed that supervisors with a lower (vs. higher) level of perceived organizational support tend to experience lower personal accomplishment and higher work overload. Based on the study findings, theoretical and managerial implications as well as future research directions are discussed.
Paper is No Longer Available Online: Please contact the author(s).
OB: Creating Organizational Citizens via Roles: How Supervisors and Peers Enhance Citizenship at Work
Author: Michael Parke, London Business School
Research on organizational citizenship behavior (OCB) has highlighted how employees perform more OCB when they view those behaviors as part of their work role. However, the process through which employees incorporate OCB into their work roles remains largely unexplored. I investigate how supervisors and peers can independently and jointly serve as change agents who enhance OCB by influencing employees to (re) define their roles to include OCB. I propose that supervisors and peers influence adoption of OCB at different speeds because they require different amounts of time to impact employees’ role conceptualizations. Specifically, I hypothesize that supervisors, in comparison to peers, more quickly affect positive changes in OCB. Furthermore, although in the longer-term, supervisors and peers acting together can synergistically enhance OCB, initially, their combined efforts will lead to interference that diminishes OCB change. I utilized a mixed-methods design involving a longitudinal quasi-field experiment to test for changes in OCB and a qualitative study to explore the social processes underlying role establishment. I quantitatively demonstrate how supervisors and peers’ ability to change OCB varies as a function of time and qualitatively reveal the unique challenges faced by supervisors and peers during the role establishment process.
Paper is No Longer Available Online: Please contact the author(s).
OB: Clarifying CSE on Job Performance: The Roles of Innovative Work Behavior & Transformational Leaders
Author: Maximilian Palmié, U. of St. Gallen
Author: Naomi Haefner, U. of St. Gallen
Author: Timothy Golden, Rensselaer Polytechnic Institute
While core self-evaluation (CSE) as a significant aspect of individual personality is said to positively affect job performance, our understanding of this relationship is still limited. So as to advance our knowledge of this issue, we need to consider (1) intervening constructs through which and (2) the situational context in which CSE affects job performance. Specifically, this study examines innovative work behavior and transformational leadership as key mediating and moderating constructs, respectively, of the CSE-supervisor rated job performance link. Building on the personality-trait based interactionist model of job performance, we argue that innovative work behavior (IWB) mediates the CSE-job performance link and consider transformational leadership (TFL) as an important situational context factor. We propose that TFL is a situation strengthener that can increase the IWB of employees low on CSE, but does not significantly impact high-CSE employees. Further, transformational leaders’ high performance expectations can lead them to systematically evaluate the job performance of their subordinates and especially the contribution of IWB to job performance less favorably than leaders that do not adopt a TFL approach. Testing our hypotheses with time-lagged, multi-informant data from 245 employee-supervisor dyads supports our expectations that IWB mediates the CSE-job performance link and that TFL dampens the positive effect of IWB on job performance. In contrast to our expectation, TFL does not significantly moderate the effect of CSE on IWB in our sample. We discuss the implications of these findings for the academic literature and management practice.
Paper is No Longer Available Online: Please contact the author(s).
KEY TO SYMBOLS Teaching-oriented Teaching-oriented   Practice-oriented Practice-oriented   International-oriented International-oriented   Theme-oriented Theme-oriented   Research-oriented Research-oriented   Teaching-oriented Diversity-oriented
Selected as a Best Paper Selected as a Best Paper