A Social Mindfulness Approach to Understanding Experienced Customer Mistreatment: A Within-person Field Experiment

Song, Yifan; Liu, Yihao; Wang, Mo; Lanaj, Klodiana; Johnson, Russell E.; Shi, Junqi

doi:10.5465/amj.2016.0448

Cited by 133 publications

(142 citation statements)

References 149 publications

(151 reference statements)

Supporting

Mentioning

137

Contrasting

Order By: Relevance

“…This suggests that organizations can take various steps to instruct supervisors to think about their core values and moral responsibility rather than self‐interests when interacting with their subordinates. Social mindfulness exercises like perspective taking and recalling prosocial acts (see Song et al., ) may prove useful for mitigating a predominant focus on the instrumental function of behaving fairly.…”

Section: Discussionmentioning

confidence: 99%

Considering self‐interests and symbolism together: How instrumental and value‐expressive motives interact to influence supervisors’ justice behavior

Qin

Ren

Zhang

et al. 2017

Personnel Psychology

Self Cite

View full text Add to dashboard Cite

Drawing upon functional theories of attitudes and the organizational justice literature, the current research suggests that people's attitudes toward justice likely serve an instrumental function (grounded in self‐interest, rewards maximization, and punishment minimization) as well as a value‐expressive function (grounded in the expression of self‐concept and values). Importantly, these two functions co‐exist and interact to influence supervisors’ justice behavior and the consistency of such behavior via supervisors’ justification for unjust behavior. Findings from a set of experimental and correlational studies confirmed these predictions. The positive effects of supervisors’ value‐expressive function on justice behavior and its consistency were stronger when their instrumental function was lower (vs. higher), and justification for unjust behavior mediated these effects. Also, supplementary analyses showed that the consistency of supervisors’ justice behavior positively predicted subordinates’ overall justice perceptions beyond the effects of the overall level of justice behavior. We conclude by discussing the theoretical and practical implications of these findings.

show abstract

Section: Discussionmentioning

confidence: 99%

Considering self‐interests and symbolism together: How instrumental and value‐expressive motives interact to influence supervisors’ justice behavior

Qin

Ren

Zhang

et al. 2017

Personnel Psychology

Self Cite

View full text Add to dashboard Cite

show abstract

“…Second, we controlled for two company dummy variables (i.e. company 2 versus company 1, and company 3 versus company 1) in our analyses (Song et al, 2018) to reduce the effects from potentially higher-level factors and still obtained the same findings. Third, we included leader-reported emotion suppression to reduce the inflated relationship between self-reported measures and the influence from same sources (Huang et al, 2017) and our findings still remain unchanged.…”

Section: Limitations and Future Researchmentioning

confidence: 99%

We have emotions but can’t show them! Authoritarian leadership, emotion suppression climate, and team performance

et al. 2020

View full text Add to dashboard Cite

How do authoritarian leaders in modern organizations influence work team emotional climate and performance? Defining authoritarian leadership as an ambient, demanding, and controlling leadership style, we conducted a survey study of 252 leaders and 765 subordinates matched in 227 work teams in three large public Japanese organizations. The results indicate that authoritarian leaders are more likely to create a team climate of emotion suppression, which induces a higher level of team emotional exhaustion that negatively impacts team performance. Furthermore, we found that authoritarian leaders’ own emotion suppression enhances the above sequential mediation effects, i.e. the more emotion suppression the authoritarian leader him/herself exercises, the stronger the team climate of emotion suppression, the higher the level of team emotional exhaustion, and the lower the team performance. These findings suggest that leadership effectiveness may be improved if leaders can reduce their authoritarian behaviors and identify appropriate channels for employees to release emotions in the workplace.

show abstract

“…In addition, it would be beneficial to examine wise interventions specifically targeting particular personal resources or self-regulation strategies ( Walton, 2014 ). These interventions could be tested in a more common waitlist control experimental field study, but could also be tested with a within-person field experiment using ESM studies mentioned earlier ( Song et al, 2018 ).…”

Section: Suggestions For Future Researchmentioning

confidence: 99%

The Impact of the Covid-19 Pandemic on Older Workers: The Role of Self-Regulation and Organizations

Kooij

2020

Work, Aging and Retirement

View full text Add to dashboard Cite

We live in an unusual time, which effects all of us in different ways. Due to the Covid-19 pandemic, some people are working harder than ever, some people have lost their job, some people can only work from home, and some people have to reinvent how they work (Kniffin et al., 2020). Older 50+ workers might even be more affected by the pandemic compared to younger workers because they are labeled as vulnerable and as being at risk in terms of Covid-19 (Ayalon et al., 2020). However, emerging studies on the impact of Covid-19 suggest that older workers respond more effectively to measures that counter Covid-19 (Losada-Balter et al., 2020). This is in line with the lifespan developmental perspective, which theorizes and demonstrates that older adults generally are very capable of adapting and very effective in dealing with the aging process (Baltes and Baltes, 1990; Freund, 2008). Multiple studies show that older adults engage in various self-regulation strategies aimed at continuously maintaining or restoring person-environment fit (e.g., Kooij et al., 2020; Taneva and Arnold, 2018; Zacher, Kooij, & Beier, 2018a) thus helping them to age successfully at work. In this commentary, I will take a more positive perspective on older workers and discuss the self-regulation strategies that older workers engage in and how organizations can stimulate this. I will end my commentary with some suggestions for future research.

show abstract

A Social Mindfulness Approach to Understanding Experienced Customer Mistreatment: A Within-person Field Experiment

Cited by 133 publications

References 149 publications

Considering self‐interests and symbolism together: How instrumental and value‐expressive motives interact to influence supervisors’ justice behavior

Considering self‐interests and symbolism together: How instrumental and value‐expressive motives interact to influence supervisors’ justice behavior

We have emotions but can’t show them! Authoritarian leadership, emotion suppression climate, and team performance

The Impact of the Covid-19 Pandemic on Older Workers: The Role of Self-Regulation and Organizations

Contact Info

Product

Resources

About