Source-Related Determinants of Perceived Job Scope

Blau, Gary

doi:10.1111/j.1468-2958.1985.tb00059.x

Cited by 10 publications

(5 citation statements)

References 33 publications

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“…Second, our studies extend the current applications of SIP and ILT, which have primarily focused on individuals’ understanding of their immediate work environments (Blau, 1985; Thomas & Griffin, 1983; White & Mitchell, 1979) or direct supervisors (Epitropaki & Martin, 2005). We suggest that managers consider more distal cues outside the boundaries of their immediate environments (namely, CEO characteristics and the business threat) in making sense of this external shock.…”

Section: Discussionmentioning

confidence: 85%

When CEOs are all about themselves: Perceived CEO narcissism and middle managers’ workplace behaviors amid the COVID-19 pandemic.

Kim

Lee

Gao

et al. 2021

Journal of Applied Psychology

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The coronavirus disease-2019 (COVID-19) pandemic has significantly impacted how businesses operate, creating high levels of uncertainty for organizational members. Drawing on social information processing and implicit leadership theories, we developed and tested a model that explains how middle managers’ perceptions of CEO narcissism shape their perceived uncertainty in the workplace, particularly when COVID-19 threatens a firm’s survival and growth. Managers’ sense of uncertainty leads to their engagement in uncertainty-based coping responses, including laissez-faire leadership (i.e., escape coping) and impression management (i.e., control coping). We collected data from 200 middle managers (Study 1; field survey) and 318 working adults (Study 2; online experiment) in North America and the U.K. and found general support for our model. Our research bridges the gap between micro and macro perspectives and provides novel insights into how perceived CEO narcissism can shape managers’ behaviors in the context of the COVID-19 pandemic, thereby contributing to the literatures on CEO narcissism, leadership, and crisis management.

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Section: Discussionmentioning

confidence: 85%

When CEOs are all about themselves: Perceived CEO narcissism and middle managers’ workplace behaviors amid the COVID-19 pandemic.

Kim

Lee

Gao

et al. 2021

Journal of Applied Psychology

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“…Although leader humility as a core virtue of leaders has implications for improving employee humility, it is expected to exist only under certain conditions. According to SIP, social cues are not always positively related to individual task perceptions, attitude and behaviors, which implies the existence of situational or individual factors influencing the depth of information processing (Blau, 1985; Zalesny and Ford, 1991). When an information source is competent and creditable, information will have a strong effect on individuals’ behavior or attitude (Zalesny and Ford, 1991).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Can leader humility enhance employee wellbeing? The mediating role of employee humility

Zhong

Zhang

Ping

et al. 2019

LODJ

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Purpose The purpose of this paper is to explore the relationship between leader humility and employee well-being. Based on social information processing (SIP) theory and previous literature concerning leader humility, this paper identifies employee humility as the mediator and suggests that perceived leader effectiveness moderates these relationships. Design/methodology/approach This study employed a survey involving 228 employees to test the hypothesized moderated-mediation model. Findings Leader humility is positively related to employee well-being. Employee humility mediates leader humility and employee well-being, except for emotional exhaustion. Moreover, the effect of leader humility on employee humility and the indirect effect of leader humility on employee job satisfaction and work engagement are stronger under high perceptions of leader effectiveness. Originality/value Based on the framework of SIP theory, this paper contributes to the literature on humble leadership and employee well-being by treating employee humility as the mechanism and perceived leader effectiveness as the moderator. Few previous studies have investigated the influence of leader humility on employee well-being.

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“…Rice (1993) maintained that people are more vulnerable to social influence when confronted with ambiguous situations. Blau (1985) argued, "It is logical to assume that there would be a lower social cues threshold for a more complex/ ambiguous task versus a simple/clear task. "…”

Section: Social Information Processing Theorymentioning

confidence: 99%

A communication model of employee cynicism toward organizational change

Qian

Daniels

2008

Corporate Communications: An International Journal

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QIAN, YUXIA, Ph.D., November 2007. Communication Studies A COMMUNICATION MODEL OF EMPLOYEE CYNICISM TOWARD ORGANIZATIONAL CHANGE (161 pp.) Director of Dissertation: Tom D. DanielsThe purpose of this study is to develop a communication model of employee cynicism toward organizational change. The few studies on employee cynicism were mainly conducted in the fields of management and psychology. The role of communication in shaping employee cynicism was rarely highlighted. Using the theoretical framework of social information processing (SIP), this study explored the communication variables in the social context which contribute to employee cynicism toward organizational change in a higher education institution. In the model, the three variables reflecting the social context, specifically, perceived quality of information, cynicism of colleagues, trust in the administration, are hypothesized to predict change-specific cynicism, which in turn, leads to intention to resist change.

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Source-Related Determinants of Perceived Job Scope

Cited by 10 publications

References 33 publications

When CEOs are all about themselves: Perceived CEO narcissism and middle managers’ workplace behaviors amid the COVID-19 pandemic.

When CEOs are all about themselves: Perceived CEO narcissism and middle managers’ workplace behaviors amid the COVID-19 pandemic.

Can leader humility enhance employee wellbeing? The mediating role of employee humility

A communication model of employee cynicism toward organizational change

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