Who is Being Judged Promotable: Good actors, high performers, highly committed or birds of a feather?

Gürbüz, Sai̇t; Habiboglu, O. Serhad; Bingöl, Dursun

doi:10.1111/ijsa.12141

Cited by 7 publications

(7 citation statements)

References 65 publications

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“…Perception of similarity was adapted from Turban and Jones (1988; see also Gurbuz, Habiboglu, & Bingol, 2016). This scale includes three items: “My work partner and I are similar in terms of our outlook, perspective, and values,” “My work partner and I see things in much the same way,” and “My work partner and I are alike in a number of areas.” Responses are on a 5-point Likert scale ranging from 1 (= strongly disagree ) to 5 (= strongly agree ).…”

Section: Methodsmentioning

confidence: 99%

Direct and Indirect Effects of Agreeableness on Overconfidence

Sukenik

Reizer

Koslovsky

2018

Journal of Individual Differences

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Abstract. Agreeableness is generally thought to be a personality trait with positive outcomes, especially with regards to the creation and maintenance of harmonious interpersonal relationships. The potential negative consequences of agreeableness are discussed less often. This study explores the potential for overconfidence among agreeable people. In addition, self-esteem and perceived similarity were examined as an explanation for the indirect effects of agreeableness on overconfidence. Specifically, within each pair of 104 student dyads who had worked jointly on a project in an undergraduate course, one acted as a rater and the other as a ratee. The raters were asked to evaluate their partner’s performance, while the ratees were asked how they thought the raters had evaluated their performance. Our measure of overconfidence was the gap between the partner’s evaluation of the participant’s performance and the participant’s belief in how this performance was evaluated. Additional measures filled out by the subjects included agreeableness, friendship, self-esteem, and perceived similarity. Results indicated that self-esteem and perceived similarity provide an approach for understanding the indirect effects of the agreeableness-overconfidence association.

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Section: Methodsmentioning

confidence: 99%

Direct and Indirect Effects of Agreeableness on Overconfidence

Sukenik

Reizer

Koslovsky

2018

Journal of Individual Differences

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Section: Limitations and Future Researchmentioning

confidence: 99%

“…Although humble leaders are less likely to engage in self-centered impression management (Bourdage, Wiltshire, & Lee, 2015), can they employ other-centered impression management tactics, such as ingratiation? When humble leaders proactively seek feedback from superiors and show willingness to learn, ingratiation appears genuine and may evoke positive performance ratings and promotions (Gurbuz et al, 2016; Wayne & Liden, 1995). Moreover, one recent research has shown that if employees have low humility than their supervisors, employees will experience more negative affect toward leaders (Qin, Liu, Brown, Zheng, & Owens, 2021) and thus may be less likely to develop close ties with their leaders.…”

Section: Limitations and Future Researchmentioning

confidence: 99%

“…Leaders with greater performance are more likely to impress their upper management and receive recognitions from their superiors. High performers are valuable human capital, and organizations strive to motivate and retain them through recognitions and rewards, including reward recommendations (Gurbuz, Habiboglu, & Bingol, 2016). Furthermore, performance-based reward systems are a widely adopted human resource practice for maintaining competitive advantage (Hatch & Dyer, 2004; Jiang, Lepak, Hu, & Baer, 2012; Wang & Wanberg, 2017).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

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Stay Humble and Fly High: The Roles of Subordinate Voice and Competitive Work Context in the Linkage Between Leader Humility and Career Success

Wang

Song

2021

Journal of Leadership & Organizational Studies

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This study examines the relationship between leaders’ humility and their career success. We propose that humble leaders are more likely to occupy central positions in their subordinate teams’ voice networks where they improve their own performance and gain favorable reward recommendations. We also argue that in seemingly disadvantageous competitive work contexts, humble leaders become more central in the team voice network and increase their career prospects. We found support for these hypotheses in a multisource field study of 116 supervisors, 461 subordinates, and 34 shop managers from a Chinese company and in a vignette-based experiment with 233 working adults. Theoretical and practical implications for career success, leader humility, and voice literature are discussed.

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“…Employees with a high commitment to their work agree with their organization's goals and values, are willing to exert high levels of effort when they work, and desire to stay with their organization (Mowday et al, 1979), even if a competing organization offers them more status, pay, or benefits (Hrebiniak & Allutto, 1973). Across studies in different organizations, supervisors rate employees higher in promotability when they perceive them to have high commitment to the organization and their job compared to other employees (Gurbuz et al, 2016;Shore et al, 1995).…”

Section: The Ideal Worker Stereotypementioning

confidence: 99%

Who is the ideal worker? How gendered organizations adversely impact women's promotability and development

Steele¹

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Women tend to earn fewer promotions (Roth et al., 2012) and receive fewer developmental opportunities (King et al., 2012) than men, but little research explains why. I explore the stereotype of the ideal worker, someone who meets their supervisor's expectations and has the potential to be promoted to the top levels of their organization over their career, as one reason for this disparity. I propose that supervisors use this stereotype to assess employee promotability and developmental opportunities. I explore the attributes of the ideal worker stereotype using the theory of gendered organizations (Acker, 1990, 1992), which suggests that firms operate from a masculine perspective because men tend to create and lead organizations. I find that the attributes of the ideal worker are broader than suggested by the theory of gendered organizations and past research on the ideal worker, but that these attributes are not perceived as masculine. In addition, I find no differences between how men and women are rated in terms of promotability, recommended development, and the extent to which they exemplify the attributes of the ideal worker. However, the extent to which employees exemplify ideal worker attributes predicts promotability ratings and development recommended for them. Sexism, an individual difference among raters, moderates the relationship between employee gender and outcomes such that women receive lower ideal worker ratings and less recommended development when raters have high sexism beliefs. I also find that the implicit (unconscious) associations between ideal worker attributes and gender role stereotypes affects recommended development such that those with masculine implicit associations give more development to female employees. My dissertation presents future research opportunities to further investigate the ideal worker stereotype and its impact in the workplace.

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Who is Being Judged Promotable: Good actors, high performers, highly committed or birds of a feather?

Cited by 7 publications

References 65 publications

Direct and Indirect Effects of Agreeableness on Overconfidence

Direct and Indirect Effects of Agreeableness on Overconfidence

Stay Humble and Fly High: The Roles of Subordinate Voice and Competitive Work Context in the Linkage Between Leader Humility and Career Success

Who is the ideal worker? How gendered organizations adversely impact women's promotability and development

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