@article{LiFayFreseetal.2014,
  author    = {Li, Wen-Dong and Fay, Doris and Frese, Michael and Harms, Peter D. and Gao, Xiang Yu},
  title     = {Reciprocal relationship between proactive personality and work characteristics: A latent change score approach},
  series = {Journal of applied psychology},
  volume    = {99},
  journal   = {Journal of applied psychology},
  number    = {5},
  publisher = {American Psychological Association},
  address   = {Washington},
  issn      = {0021-9010},
  doi       = {10.1037/a0036169},
  pages     = {948 -- 965},
  year      = {2014},
  abstract  = {Previous proactivity research has predominantly assumed that proactive personality generates positive environmental changes in the workplace. Grounded in recent research on personality development from a broad interactionist theoretical approach, the present article investigates whether work characteristics, including job demands, job control, social support from supervisors and coworkers, and organizational constraints, change proactive personality over time and, more important, reciprocal relationships between proactive personality and work characteristics. Latent change score analyses based on longitudinal data collected in 3 waves across 3 years show that job demands and job control have positive lagged effects on increases in proactive personality. In addition, proactive personality exerts beneficial lagged effects on increases in job demands, job control, and supervisory support, and on decreases in organizational constraints. Dynamic reciprocal relationships are observed between proactive personality with job demands and job control. The revealed corresponsive change relationships between proactive personality and work characteristics contribute to the proactive personality literature by illuminating more nuanced interplays between the agentic person and work characteristics, and also have important practical implications for organizations and employees.},
  language  = {en}
}
@misc{UrbachFay2021,
  author    = {Urbach, Tina and Fay, Doris},
  title     = {Leader member exchange in leaders' support for voice},
  series = {Zweitver{\"o}ffentlichungen der Universit{\"a}t Potsdam : Humanwissenschaftliche Reihe},
  volume    = {70},
  journal   = {Zweitver{\"o}ffentlichungen der Universit{\"a}t Potsdam : Humanwissenschaftliche Reihe},
  number    = {2},
  issn      = {1866-8364},
  doi       = {10.25932/publishup-51090},
  url       = {http://nbn-resolving.de/urn:nbn:de:kobv:517-opus4-510904},
  pages     = {37},
  year      = {2021},
  abstract  = {While previous research underscores the role of leaders in stimulating employee voice behaviour, comparatively little is known about what affects leaders' support for such constructive but potentially threatening employee behaviours. We introduce leader member exchange quality (LMX) as a central predictor of leaders' support for employees' ideas for constructive change. Apart from a general benefit of high LMX for leaders' idea support, we propose that high LMX is particularly critical to leaders' idea support if the idea voiced by an employee constitutes a power threat to the leader. We investigate leaders' attribution of prosocial and egoistic employee intentions as mediators of these effects. Hypotheses were tested in a quasi-experimental vignette study (N = 160), in which leaders evaluated a simulated employee idea, and a field study (N = 133), in which leaders evaluated an idea that had been voiced to them at work. Results show an indirect effect of LMX on leaders' idea support via attributed prosocial intentions but not via attributed egoistic intentions, and a buffering effect of high LMX on the negative effect of power threat on leaders' idea support. Results differed across studies with regard to the main effect of LMX on idea support.},
  language  = {en}
}
@article{UrbachFay2021,
  author    = {Urbach, Tina and Fay, Doris},
  title     = {Leader member exchange in leaders' support for voice},
  series = {Applied psychology : an international review},
  volume    = {70},
  journal   = {Applied psychology : an international review},
  number    = {2},
  publisher = {Wiley},
  address   = {Hoboken},
  issn      = {0269-994X},
  doi       = {10.1111/apps.12245},
  pages     = {674 -- 708},
  year      = {2021},
  abstract  = {While previous research underscores the role of leaders in stimulating employee voice behaviour, comparatively little is known about what affects leaders' support for such constructive but potentially threatening employee behaviours. We introduce leader member exchange quality (LMX) as a central predictor of leaders' support for employees' ideas for constructive change. Apart from a general benefit of high LMX for leaders' idea support, we propose that high LMX is particularly critical to leaders' idea support if the idea voiced by an employee constitutes a power threat to the leader. We investigate leaders' attribution of prosocial and egoistic employee intentions as mediators of these effects. Hypotheses were tested in a quasi-experimental vignette study (N = 160), in which leaders evaluated a simulated employee idea, and a field study (N = 133), in which leaders evaluated an idea that had been voiced to them at work. Results show an indirect effect of LMX on leaders' idea support via attributed prosocial intentions but not via attributed egoistic intentions, and a buffering effect of high LMX on the negative effect of power threat on leaders' idea support. Results differed across studies with regard to the main effect of LMX on idea support.},
  language  = {en}
}