@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{SchulzSchoellgenWendscheetal.2021, author = {Schulz, Anika D. and Sch{\"o}llgen, Ina and Wendsche, Johannes and Fay, Doris and Wegge, J{\"u}rgen}, title = {The dynamics of social stressors and detachment}, series = {International journal of stress management}, volume = {28}, journal = {International journal of stress management}, number = {3}, publisher = {American Psychological Association}, address = {Washington}, issn = {1072-5245}, doi = {10.1037/str0000216}, pages = {207 -- 219}, year = {2021}, abstract = {This study examines the long-term dynamics of social stressors at work, psychological detachment, and their impact on employee well-being. Previous research has shown that social stressors are detrimental for employee well-being and the ability to mentally detach from work. However, longitudinal studies in this field are scarce, and typically, they only explore whether the level of stressors, or of detachment, at a given point in time has an effect on outcomes. That stressors and detachment may change over time, and that this change may have an independent effect in the process, has rarely been taken into consideration. Thus, it is unclear to what extent long-term dynamic effects also play a role in these relations. To address this question, we investigated whether change in detachment explains the long-term indirect relationship of change in perceived social stressors with change in emotional exhaustion and mental well-being. Data were taken from a longitudinal study of N = 246 registered nurses with up to 3 measurements over 1 year. Analyses were conducted with latent difference scores using a proportional change model. Results revealed that a decline in psychological detachment mediated the long-term effects of increases in social stressors at the workplace on subsequent change in emotional exhaustion and mental well-being. Thus, our study provides initial evidence for the underlying long-term dynamic nature of relationships among social stressors, detachment, and employee well-being, highlighting the incremental explanatory power of change in social stressors and in detachment, above and beyond their respective levels, in predicting change in well-being.}, 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} } @article{UrbachFay2018, author = {Urbach, Tina and Fay, Doris}, title = {When proactivity produces a power struggle}, series = {European journal of work and organizational psychology : the official journal of The European Association of Work and Organizational Psychology}, volume = {27}, journal = {European journal of work and organizational psychology : the official journal of The European Association of Work and Organizational Psychology}, number = {2}, publisher = {Routledge, Taylor \& Francis Group}, address = {Abingdon}, issn = {1359-432X}, doi = {10.1080/1359432X.2018.1435528}, pages = {280 -- 295}, year = {2018}, abstract = {Previous research informs us about facilitators of employees' promotive voice. Yet little is known about what determines whether a specific idea for constructive change brought up by an employee will be approved or rejected by a supervisor. Drawing on interactionist theories of motivation and personality, we propose that a supervisor will be least likely to support an idea when it threatens the supervisor's power motive, and when it is perceived to serve the employee's own striving for power. The prosocial versus egoistic intentions attributed to the idea presenter are proposed to mediate the latter effect. We conducted three scenario-based studies in which supervisors evaluated fictitious ideas voiced by employees that - if implemented - would have power-related consequences for them as a supervisor. Results show that the higher a supervisors' explicit power motive was, the less likely they were to support a power-threatening idea (Study 1, N = 60). Moreover, idea support was less likely when this idea was proposed by an employee that was described as high (rather than low) on power motivation (Study 2, N = 79); attributed prosocial intentions mediated this effect. Study 3 (N = 260) replicates these results.}, language = {en} } @article{WarnerLensingFay2017, author = {Warner, Greta J. and Lensing, Johanna Nele and Fay, Doris}, title = {Personal initiative}, series = {Journal of Applied Developmental Psychology}, volume = {52}, journal = {Journal of Applied Developmental Psychology}, publisher = {Elsevier}, address = {New York}, issn = {0193-3973}, doi = {10.1016/j.appdev.2017.06.004}, pages = {114 -- 125}, year = {2017}, abstract = {Although the effects of personal initiative (PI) on adults' performance and other favorable outcomes are well documented, research has only recently begun to study PI in childhood. This study aimed at examining the development of PI, its predictors, and its developmental effects from childhood to early adolescence. A total of 1,593 German children participated in a longitudinal study starting at Grades 2 to 4, with a second measurement wave two years later. Latent change score analyses revealed that 1) children differed significantly in their change scores of PI, that 2) executive functions and positive parenting predicted change scores in PI, and that 3) high initial levels and change scores in PI reduced the development of internalizing and externalizing problems and supported the development of prosocial behavior and academic competencies. These findings endorse the plasticity of PI and shed light on the active part of children in promoting their own development.}, language = {en} } @article{FayBagotyriuteUrbachetal.2019, author = {Fay, Doris and Bagotyriute, Ruta and Urbach, Tina and West, Michael A. and Dawson, Jeremy}, title = {Differential effects of workplace stressors on innovation}, series = {International Journal of Stress Management}, volume = {26}, journal = {International Journal of Stress Management}, number = {1}, publisher = {American Psychological Association}, address = {Washington}, issn = {1072-5245}, doi = {10.1037/str0000081}, pages = {11 -- 24}, year = {2019}, abstract = {It is now consensus that engaging in innovative work behaviors is not restricted to traditional innovation jobs (e.g., research and development), but that they can be performed on a discretionary basis in most of today's jobs. To date, our knowledge on the role of workplace stressors for discretionary innovative behavior, in particular for innovation implementation, is limited. We draw on a cybernetic view as well as on a transactional, coping-based perspective with stress to propose differential effects of stressors on innovation implementation. We propose that work demands have a positive effect on innovation implementation, whereas role-based stressors (i.e., role conflict, role ambiguity, and professional compromise) have a negative effect. We conducted a time-lagged, survey-based study in the health care sector (Study 1, United Kingdom: N = 235 nurses). Innovation implementation was measured 2 years after the assessment of the stressors. Supporting our hypotheses, work demands were positively related to subsequent innovation implementation, whereas role ambiguity and professional compromise were negatively related to subsequent innovation implementation. We also tested organizational commitment as a mediator, but there was only partial support for the mediation. To test the generalizability of the findings, we replicated the study (Study 2, Germany: employees from various professions, N = 138, time lag 2 weeks). Similar results to that in Study 1 were obtained. There was no support for strain as a mediator. Our results suggest differential effects of work demands and role stressors on innovation implementation, for which the underlying mechanism still needs to be uncovered.}, language = {en} } @article{FayHuettges2016, author = {Fay, Doris and H{\"u}ttges, Annett}, title = {Drawbacks of proactivity}, series = {Journal of Occupational Health Psychology}, volume = {22}, journal = {Journal of Occupational Health Psychology}, number = {4}, publisher = {American Psychological Association}, address = {Washington}, issn = {1076-8998}, doi = {10.1037/ocp0000042}, pages = {429 -- 442}, year = {2016}, abstract = {The benefit of proactive work behaviors for performance-related outcomes has been well established. However, this approach to studying proactivity has not yet acknowledged its potential implications for the actor's well-being. Drawing on the fact that resources at work are limited and that the workplace is a social system characterized by interdependencies, we proposed that daily proactivity could have a negative effect on daily well-being. We furthermore proposed that this effect should be mediated by work overload and negative affect. We conducted a daily diary study (N = 72) to test the potential negative effects of proactivity on daily well-being. Data was collected across 3 consecutive work days. During several daily measurement occasions, participants reported proactivity, work overload, negative affect, and fatigue. They also provided 4 saliva samples per day, from which cortisol was assayed. Based on the 4 samples, a measure of daily cortisol output was produced. Multilevel analyses showed that daily proactivity was positively associated with higher daily cortisol output. The positive association of daily proactivity with bedtime fatigue was marginally significant. There was no support for a mediating effect of work overload and negative affect. Implications for theory-building on the proactivity-well-being link are discussed. (PsycINFO Database Record (c) 2017 APA, all rights reserved)}, language = {en} } @article{PingelFayUrbach2019, author = {Pingel, Ruta and Fay, Doris and Urbach, Tina}, title = {A resources perspective on when and how proactive work behaviour leads to employee withdrawal}, series = {Journal of occupational and organizational psychology}, volume = {92}, journal = {Journal of occupational and organizational psychology}, number = {2}, publisher = {Wiley}, address = {Hoboken}, issn = {0963-1798}, doi = {10.1111/joop.12254}, pages = {410 -- 435}, year = {2019}, abstract = {Previous organizational behaviour research has mainly focused on the benefits of proactivity while disregarding its possible drawbacks. The present study examines the ways in which proactive behaviour may foster counterproductive behaviour through increased emotional and cognitive strain. Drawing on conservation of resources theory, we propose that proactive behaviour is a resource-consuming activity that causes irritability and work-related rumination, which, in turn, leads to instrumentally driven employee withdrawal. Further, we hypothesize that external motivation towards proactivity amplifies its strain-eliciting effects. We conducted a longitudinal three-wave questionnaire study (N = 231) and tested hypotheses using an autoregressive, time-lagged model with latent variables. Results showed that when external motivation for proactivity was high, proactivity led to increased irritability and rumination; irritability was, in turn, related to higher levels of withdrawal. The moderated mediation analysis revealed that when external motivation towards proactive behaviour was high, proactive behaviour had an indirect effect on withdrawal behaviour via irritability. The direct effect of proactivity on work-related rumination was in the expected direction, but failed to reach conventional levels of significance (beta = .09, p = .08). Our results indicate that proactivity is not without costs, most clearly if motivated by external reasons.}, language = {en} } @article{SchulzSchoellgenFay2019, author = {Schulz, Anika D. and Sch{\"o}llgen, Ina and Fay, Doris}, title = {The role of resources in the stressor-detachment model}, series = {International journal of stress management}, volume = {26}, journal = {International journal of stress management}, number = {3}, publisher = {American Psychological Association}, address = {Washington}, issn = {1072-5245}, doi = {10.1037/str0000100}, pages = {306 -- 314}, year = {2019}, abstract = {A recent extension of the stressor-detachment model holds that the path running from job stressors via psychological detachment to impairment of well-being is moderated by both personal and job resources (Sonnentag \& Fritz, 2015). The aim of the present study was to test this proposition by investigating the moderating role of one personal resource and one job resource (i.e., coworker social support and general self-efficacy, respectively) on the linkage between different job stressors (i.e., workload and role ambiguity), detachment, and well-being. Hypotheses were tested with structural equation modeling using data from a representative survey of the German workforce (N = 3,937 employees, M-age = 46.5 years, 47.5\% women). In agreement with previous findings, the results showed that psychological detachment mediated the negative effects of job stressors on well-being. Social support from coworkers buffered the mediation such that the conditional indirect effects of workload and role ambiguity on well-being via detachment were weaker at higher levels of support. General self-efficacy did not moderate the stressor-well-being linkage. These results imply that social support can be considered as a protective factor that helps employees maintain their well-being by alleviating the negative effects of job stressors on their ability to switch off mentally from work.}, language = {en} } @article{LiLiFayetal.2019, author = {Li, Wen-Dong and Li, Shuping and Fay, Doris and Frese, Michael}, title = {Reciprocal Relationships Between Dispositional Optimism and Work Experiences: A Five-Wave Longitudinal Investigation}, series = {Journal of applied psychology}, volume = {104}, journal = {Journal of applied psychology}, number = {12}, publisher = {American Psychological Association}, address = {Washington}, issn = {0021-9010}, doi = {10.1037/apl0000417}, pages = {1471 -- 1486}, year = {2019}, abstract = {Previous research on dispositional optimism has predominantly concentrated on the selection effect of dispositional optimism on predicting work outcomes. Recent research, however, has started to examine the socialization effect of life experiences on fostering dispositional optimism development. Extrapolating primarily from the TESSERA framework of personality development (Wrzus \& Roberts, 2017) and the literature on dispositional optimism, the current study represents a first attempt to reconcile the 2 seemingly contrasting perspectives. We proposed and examined change-related reciprocal relationships between dispositional optimism and work experience variables including income, job insecurity, coworker support. and supervisor support. Latent change score modeling of data from a five-wave longitudinal study demonstrated that dispositional optimism resulted in decreases in job insecurity, and the decreased job insecurity in turn promoted further increases in dispositional optimism later on. Furthermore, income gave rise to increases ill dispositional optimism at a later point in time. but not vice versa. No significant relationships were observed between dispositional optimism and coworker and supervisor support. The findings provide a cautionary note to the majority of previous research based on cross-sectional and lagged designs that assumes causal effects of dispositional optimism on work outcomes. They also showcase the importance of examining personality change in organizational research and enrich our understanding of a more nuanced dynamic interplay between the optimistic employee and the work environment.}, language = {en} }