Much of the abusive supervision research has focused on the supervisorsubordinate dyad when examining the effects of abusive supervision on employee outcomes. Using data from a large multisource field study, we extend this research by testing a trickle-down model of abusive supervision across 3 hierarchical levels (i.e., managers, supervisors, and employees). Drawing on social learning theory and social information processing theory, we find general support for the study hypotheses. Specifically, we find that abusive manager behavior is positively related to abusive supervisor behavior, which in turn is positively related to work group interpersonal deviance. In addition, hostile climate moderates the relationship between abusive supervisor behavior and work group interpersonal deviance such that the relationship is stronger when hostile climate is high. The results provide support for our trickle-down model in that abusive manager behavior was not only related to abusive supervisor behavior but was also associated with employees' behavior 2 hierarchical levels below the manager.

Results from a study examining the predictors of skill transfer from an instructional to a work environment are presented. Prior research indicates that skill transfer is a function of both individual and contextual factors. A total of 186 employees from a work organization were surveyed on individual dimensions (goal orientation, training self-efficacy) and contextual factors (supervisor and peer support). Pre-training motivation was proposed as proximal training outcome and further connected to the distal outcome, skill transfer. Analyses with structural equation modeling using EQS indicate that individual dimensions, such as mastery-approach goal orientation and training self-efficacy, are related to pre-training motivation. Also, contextual factors, such as peer support, predicted both pre-training motivation and skill transfer, while supervisor support was unrelated to either pre-training motivation or skill transfer. Pre-training motivation, in turn, was related to skill transfer. Implications for theory and practice are discussed.

W e propose a theoretical process model of the social construction of leadership that sheds light on the relationship between conscientiousness and leadership emergence. The socioanalytic theory of personality is invoked to hypothesize different mediational paths linking the two facets of conscientiousness, achievement striving and duty, with leadership emergence. We tested the theoretical model with data from 249 employees matched with data from 40 of their coworkers and 40 supervisors employed in a Fortune 500 organization. Results indicate that the relationship between achievement striving and leadership emergence is partially mediated by competitiveness, providing support for a getting-ahead path to leadership. In contrast, the relationship between duty and leadership emergence is, in part, carried forward by trust, helping role perceptions, and helping behavior, supporting a getting-along path to leadership. Consistent with the self versus other distinction theoretically posited with regard to the facets of conscientiousness, although helping behavior is a predictor of leadership emergence, achievement strivers help only when they perceive helping as being an in-role requirement, whereas dutiful individuals enlarge their helping role perceptions.Key words: leadership emergence; conscientiousness; duty; achievement striving; socioanalytic theory of personality; social construction of leadership; getting ahead; getting along; helping behavior; organizational citizenship behavior; self-and other-orientation History: Published online in Articles in Advance September 27, 2012. IntroductionOver the last decade, organizational scholars have reinvigorated investigations of leadership. As noted by leadership scholars (Bennis 2007, Howell and Shamir 2005, Manz and Sims 2001, Meindl 1990, however, despite important advances, the leadership literature has focused primarily on how appointed leaders lead effectively, rather than the process by which one becomes a leader. Beginning to redress the imbalance, recent examinations have focused on bottom-up and emergent leadership processes in organizations (Carson et al. 2007, Foti and Hauenstein 2007, Pearce and Sims 2002, Taggar et al. 1999. One notable characteristic of emergent leadership processes is that they are often fraught with uncertainty and that flawed leaders can emerge because selection processes are undermined by lack of information-that is, the criteria for emergence are usually socially constructed and based simply on perceptions of leader-like qualities. However, it is clear that organizations rely on emergence processes to staff their leadership positions (Conger and Fulmer 2003), whereas individuals depend on emergence processes to progress in their careers (De Pater et al. 2009). This makes theoretical investigations into leadership emergence critically important for advancing organizational knowledge about leadership.Notably, because leadership emergence is specifically focused on how individuals become influential in the perceptions of others, it can b...

This article tests an integrative conceptual model of organizational citizenship behaviors (OCB) that combines two dominant distinctions in types of OCB (individual versus organizational target and promotive versus protective orientation). Challenging past research that has viewed OCB as unidimensional, we propose conceptually meaningful differences in the ways that employees perceive roles and rewards in relation to different dimensions of OCB. Results from four non-overlapping samples representing over 1550 employees support systematic similarities and differences between four specific types of OCB: helping, taking charge, compliance, and sportsmanship. We discuss theoretical and practical implications, emphasizing the value of future research that focuses on specific types of OCB.

In this study, we integrated social exchange theory with a spillover perspective to examine the relationships between two facets of perceived organizational support (POS) among expatriated managers (at Time 1), their work and general adjustment (at Time 2), affective commitment (at Time 2), and job performance (at Time 3). A longitudinal survey sampled 165 expatriate managers in China across three time periods. POS in the current assignment and in off-the-job life were found to interact with each other to predict work and general adjustment. Work and general adjustment were related to higher affective commitment by the expatriate employees, which, in turn, led to better job performance. The theoretical and practical implications of these results are discussed.