Sandy Wayne

• University of Illinois Chicago

Psychological safety is a beneficial social‐psychological state that promotes positive outcomes in the workplace, such as greater information sharing and enhanced organizational learning. Yet, how psychological safety dynamically develops as a process in groups generally and in demographically diverse groups particularly is understudied. Moreover,...

Integrating expectancy violation theory and social exchange theory, we investigate the role of leader traditionality in augmenting the positive effect of servant leadership in promoting follower reciprocation in three studies. In Study 1, we substantiate in an experiment that individuals indeed expect leaders possessing traditional values to be les...

Background: While it is established that video monitoring technology (compared with the use of in-person sitters) is a safe and cost-effective solution for hospitals, little is known about the impact of these approaches on nurses' stress and well-being. Purpose: To compare the use of video monitoring technology and in-person sitters (likely a re...

Although most studies have shown that newcomers benefit from proactive behaviors, these behaviors are not always viewed positively by colleagues, resulting in negative consequences for newcomers. Drawing on uncertainty reduction and social cognitive theories, we contend that newcomer proactive behaviors are viewed positively by competent leaders an...

Drawing on the social hierarchy within teams literature, we contend that leader‐member exchange differentiation (LMXD) may function as a coordination‐enabling mechanism and as a conflict‐enabling mechanism in transmitting its positive and negative effects on team performance. Specifically, we propose that the positive effect of LMXD on team perform...

This study identifies a unique bias faced by Black employees which makes it challenging for this group to manage their professional image. Integrating research on racial backlash, image management, and expectancy violation theory, we argue that self-promotion by Black employees will result in detrimental outcomes for this group compared to White, H...

In the context of internships, we develop and test theory regarding the relationship between interns' happiness and their perceptions of leader-member exchange (LMX). Adopting a discrete and dynamic emotions perspective, we examine interns' happiness that is elicited by the most memorable daily interactions with their supervisor and bring attention...

Recognizing the dynamic nature of affect, we consider observed leader affect and its variability as important social signals that jointly impact employees’ daily affective reactions and work engagement. Integrating the emotion as social information model and adaptation-level theory, we hypothesized that the impact of daily observed leader affect on...

We tested a model that focuses on leader and member perceptions of exchange in the LMX relationship. Drawing on social exchange theory, we examined whether alignment in leader and member assessment of the exchange relationship (i.e., similar perceptions of the quality of exchange in the relationship) impacts employee affective commitment, innovativ...

One distinguishing feature of servant leadership is the proposition that servant leaders develop followers who also engage in serving behaviors. Drawing upon social learning theory, we argue that follower dispositional self-interest is a boundary condition affecting the transference of manager servant leadership to follower engagement in serving be...

Exploring the role of both the employee and supervisor, we tested a model of how cognition-based work-to-family conflict manifests itself in the workplace, impacting employee job success. Based on conservation of resources theory and the concept of loss spirals, we hypothesized that when an employee's work interferes with family demands, the result...

Extending prior research on idiosyncratic deals (i-deals), in the current study we examine the functioning of i-deals in the context of leader-member exchange (LMX) differentiation. To that end, we integrate justice, social exchange, and social comparison theories and hypothesize that employee perceptions of their managers' procedural fairness and...

Idiosyncratic deals (i-deals) research focuses on the emergence of customized work arrangements employees negotiate with their employers. This article provides a critical review and synthesis of i-deals research, combining a qualitative review of i-deals theory and research with a supplementary meta-analysis of 23 empirical studies (k = 27 samples,...

This research integrates social exchange theory and resource theory to develop a measure of the types of resources supervisors provide to their employees, referred to as supervisor-provided resources (SPR). The factor structure, construct validity, and criterion-related validity for the SPR are reported based on six separate samples of working adul...

Drawing on the person–organization fit literature and person-categorization theory, we proposed that new executive performance depends on both their self-perceptions as well as their fit as seen by senior executives. Using three-phased, multisource data from newly-hired executives of a Fortune 500 pharmaceutical company across their first six month...

Drawing on social exchange theory, we developed and tested a cross-level model of organizational-level predictors of job engagement. Specifically, we examined the impact of high-performance human resource (HR) practices on employee engagement and work outcomes. Based on a sample of 605 employees, their immediate supervisors, and HR managers from 13...

Schein proposed his career anchor construct more than 40 years ago. The purpose of our research is to use current career theory perspectives to reconceptualize and develop a measure that is grounded in the career anchor framework but better reflects the boundaryless nature of careers today. We conducted two studies in which we develop and validate...

Our research explores the relationship between psychological contract breach and counterproductive work behavior. We suggest that individuals’ beliefs that their organization is to blame for intentionally breaching a psychological contract (internal attribution) mediates the relationship between psychological contract breach and counterproductive w...

Purpose This research aims to contribute to servant leadership theory by applying social exchange theory to examine why and under what conditions servant leadership is related to employee extra-role behaviors. Specifically, we examined the psychological contract (PC) as a mediating mechanism between servant leader behaviors and two forms of employ...

This study examined organizational citizenship behavior (OCB) from a motivational perspective by investigating two underlying motives of employee OCB: egoism and altruism. Drawing on Batson’s theory of motivation, employee felt obligation and altruistic concern were explored as underlying motives for citizenship behavior directed toward the organiz...

In a sample of 961 employees working in 71 restaurants of a moderately sized restaurant chain, we investigated a key tenet of servant leadership theory that servant leaders guide followers to emulate the leader's behavior by prioritizing the needs of others above their own. We developed and tested a model contending that servant leaders propagate s...

This study explores how protégés’ learning goal orientation (LGO) and impression management (IM) tactics interact to explain mentors’ provision of mentoring functions and ultimately, protégés’ creativity. Using longitudinal data from 917 mentor-protégé dyads participating in an 8-month mentoring program, we found that protégés’ mentor-focused and s...

Utilizing perceived organizational support (POS) as the mechanism linking HR practices to employee behaviors in the workplace, we examine a broad set of HR practices in order to understand the relative importance of each HR practice (i.e., those that explain incremental variance over other practices) in influencing employee behaviors. We differenti...

Much of the abusive supervision research has focused on the supervisor–subordinate dyad when examining the effects of abusive supervision on employee outcomes. Using data from a large multisource field study, we extend this research by testing a trickle‐down model of abusive supervision across 3 hierarchical levels (i.e., managers, supervisors, and...

Workplace transitions are thought to result in a fundamental shift in the employment relationship. This study used sensemaking theory to examine when and how organizational change affects employees’ psychological contracts (PCs). The authors suggest that employees interpret organizational change through contextual and cognitive factors related to t...

Some authors have explained the dearth of women leaders as an opt-out revolutionthat women today are making a choice not to aspire to leadership positions. The authors of this article present a model that tests managers' biased evaluations of women as less career motivated as an explanation for why women have lower managerial aspirations than men....

This study examines antecedents and behavioral outcomes of employees' perceptions of organizational support for development. We first propose that employees' past participation in formal developmental activities and experience with developmental relationships positively relate to their perceptions of organizational support for development. We then...

There is growing attention in the academic literature and popular press regarding workplace transitions. Change is frequently mentioned as a defining quality of the new workplace and, in turn, employment relationships. A framework is presented that describes employee evaluation of the employment relationship in the context of change. Specifically,...

We examine one potential reason for the persistence of the glass ceiling: bosses' perceptions of female subordinates' family-work conflict. Person categorization and social role theories are used to examine whether bosses (both male and female) perceive women as having greater family-work conflict and therefore view them as mismatched to their orga...

We examine psychological contract breach and violation as they occur within social exchange relationships to account for employee outcomes. Results of a longitudinal study suggest that contract breach partially mediated the effects of POS and LMX (Time 1) on turnover intentions (Time 2). POS and LMX (Time 1) moderated the relationship between breac...

Prior integrations of the leader-member exchange (LMX) and psychological contract literatures have not clarified how within-group LMX differentiation influences employees' attitudes and behaviors in the employment relationship. Therefore, using a sample of 278 members and managers of 31 intact work groups at 4 manufacturing plants, the authors exam...

The article discusses research on the trickle-down effects of abusive behavior and the dyad in leader behavior. The discussion focuses on: the subordinate's perception of abusive supervision in the form of hostility in verbal or nonverbal communication; a trickle-down model that examines the precursors and consequences of abusive workplace behavior...

Servant leadership stresses personal integrity and serving others, including employees, customers, and communities. This article focuses on a servant leadership measure that was created by identifying 9 dimensions. Relevant items were then developed and subjected to factor analysis with a sample of 298 students, resulting in a 7-factor solution. Us...

A meta-analysis was conducted to examine the influence of psychological contract breach on 8 work-related outcomes. Breach was related to all outcomes except actual turnover. Based on affective events theory, we developed a causal model integrating breach, affect (violation and mistrust), attitude (job satisfaction, organizational commitment, and t...

A model was examined which proposes that employee influence tactics impact human resource decisions by affecting managers' perceptions of the subordinate's interpersonal skills, manager liking of subordinates, and managers' perceptions of similarity to subordinates. The human resource decisions investigated were performance ratings, promotability a...

This study examined the role of 3 sources of support in facilitating expatriate adjustment and performance. A model was developed that examined the effects of perceived organizational support (POS), leader-member exchange (LMX), and spousal support on expatriates' adjustment to work, the country, and interacting with foreign nationals. In turn, it...

We investigated the effects of leader-member exchange (LMX) differentiation on individual and group performance with a sample of 120 work groups consisting of 834 employees who represented six different organizations. LMX differentiation was defined as the degree of variability in the quality of LMX relationships formed within work groups. Hierarch...

Identifying factors that help or hinder new executives in "getting up to speed" quickly and remaining with an organization is vital to maximizing the effectiveness of executive development. The current study extends past research by examining extraversion as a moderator of relationships between leader-member exchange (LMX) and performance, turnover...

On the basis of psychological contract and social cognition theories, the authors explored the role of full-time employees' perceived job security in explaining their reactions to the use of temporary workers by using a sample of 149 full-time employees who worked with temporaries. As hypothesized, employees' perceived job security negatively relat...

Social loafing was investigated by testing a multilevel model among 23 intact work groups com-prised of 168 employees representing two organizations. Results demonstrated that as hypoth-esized at the individual level, increases in task interdependence and decreases in task visibility and distributive justice were associated with greater occurrence...

We examined a multidimensional measure of perceived organizational support (adjustment POS, career POS, and financial POS) within an integtrative stress model of expatriate success. Expatriate success was defined in terms of multiple criteria and the predictors included role stressors, situational stressors, supervisor support, and POS. Hypotheses...

A model based on social exchange theory was developed to examine antecedents and consequences of contingent workers' commitment to their agencies and their client companies. In terms of antecedents, it was hypothesized that organization (client) procedural justice would be positively related to perceived organizational support (client), which in tu...

We proposed that the social exchange relationships individuals form in the workplace would mediate the relation between perceptions of interactional and distributive justice and social loafing. Specifically, we argued that both leader-member exchanges (LMX) and team-member exchanges (TMX) would mediate the relation between interactional justice and...

This study examined a model of the antecedents and consequences of perceived organizational support (POS) and leader-member exchange (LMX). It was predicted that organizational justice (procedural and distributive justice) and organizational practices that provide recognition to the employee (feelings of inclusion and recognition from upper managem...

This study examined a model of the antecedents and consequences of perceived organizational support (POS) and leader-member exchange (LMX). It was predicted that organizational justice (procedural and distributive justice) and organizational practices that provide recognition to the employee (feelings of inclusion and recognition from upper managem...

This research was driven by the question, “In empowered work groups, who should be responsible for determining disciplinary actions in response to group member poor performance: the formal manager, a single group member, or the group as a whole?” Results in a study of 231 group members representing 41 groups from four diverse organizations showed t...

A field study involving 190 employees in 38 work groups representing five diverse organizations provided evidence that social networks, as defined in terms of both positive and negative relations, are related to both individual and group performance. As hypothesized, individual job performance was positively related to centrality in advice networks...

This study examined the role of 3 sources of support in facilitating expatriate adjustment and performance. A model was developed that examined the effects of perceived organizational support (POS), leader-member exchange (LMX), and spousal support on expatriates' adjustment to work, the country, and interacting with foreign nationals. In turn, it...

A field investigation of 337 employees and their immediate superiors tested the mediating role of empowerment in relations between job characteristics, leader-member exchange (LMX), team-member exchange (TMX), and work outcomes. The meaning and competence dimensions of empowerment mediated the relation between job characteristics and work satisfact...

A field investigation of 337 employees and their immediate superiors tested the mediating role of empowerment in relations between job characteristics, leader-member exchange (LMX), team-member exchange (TMX), and work outcomes. The meaning and competence dimensions of empowerment mediated the relation between job characteristics and work satisfact...

Managers and 231 members of 41 work groups representing 4 diverse organizations participated in an experiment involving disciplinary decisions. Managers and group members responded individually to scenarios describing a group member's poor performance, followed by group members meeting to reach consensus on the disciplinary decisions. As hypothesiz...

Based on Turner's (1960) contest- and sponsored-mobility systems, a comprehensive model of the determinants of career success was examined. Human capital and motivational variables represented the contest-mobility system whereas leader–member exchange and supervisor career mentoring represented the sponsored-mobility system. Results based on data f...

Employees develop exchange relationships both with organizations and immediate superiors, as evidenced by research on perceived organizational support (POS) and leader-member exchange (LMX), respectively. Despite conceptual similarities between these two constructs, theoretical development and research has proceeded independently. In an attempt to...

Data were collected from the managers of 77groups in a large service organization and a largemanufacturing organization. The results revealed thatthe relation between group control over decision making and group performance became more positive withincreased levels of task interdependence. The mainimplication of the findings is that increasing grou...

Research and theory on leader-member exchange (LMX) is reviewed and categorized according to antecedents and consequences of LMX. The review demonstrates that LMX is determined by a number of antecedents, and in turn, influences a wide range of individual and organizational outcomes. Despite the importance of LMX research to the literature, the aut...

This study investigates the importance of subordinate influence tactics and individual differences on supervisors' perceptions of promotability. Influence tactics were assessed by supervisors' perceptions of subordinate use of three influence tactics (ingratiation, reasoning, and assertiveness), as well as subordinates'self-reports. The four indivi...

A model was examined on how employee influence tactics affect three human resources decisions: performance rating, salary, and promotability. Structural equation modeling results suggested that subordinates' use of reasoning, assertiveness, and favor rendering positively influenced, and bargaining negatively influenced, managers' perceptions of sub...

We tested a model proposing that subordinates' impression management behavior influences performance ratings through supervisors' liking of and perceived similarity to subordinates. We measured impression management behavior, liking, and similarity six weeks after the establishment of supervisor-subordinate dyads and measured performance ratings af...

Based on the automatic vs. controlled attention argument, this paper tested the contention that the amount of job-relevant information given to decision makers prior to the employment interview will influence outcomes for minority candidates. Subjects included 160 undergraduate students composed of 64% female, 90% White, 2% Black, 7% Hispanic, and...

A field study was conducted to examine the relationship between leader-member exchange (LMX) and two types of employee behavior: citizenship behavior and impression management. One form of citizenship behavior, altruism, and one form of impression management, other-focused were significantly related to LMX. Implications of the results are discussed...

The social exchange view of commitment (R. Eisenberger, R. Huntington, S. Hutchison, & D. Sowa, 1986) suggests that employees' perceptions of the organization's commitment to them (perceived organizational support, or POS) creates feelings of obligation to the employer, which enhances employees' work behavior. The authors addressed the question of...

Investigated the 1st 6 mo that 166 newly hired employees and their immediate supervisors worked together. Expectations, perceived similarity, liking, demographic similarity, and performance were examined as determinants of leader–member exchanges (LMXs). Leader and member expectations of each other assessed in the 1st 5 days in the life of the dyad...

Game theory proposes that slack makes mean (noncooperative) games kinder (more cooperative) and kind (cooperative) games meaner (less cooperative), while scarcity produces the opposite effects. But, organizational situations generally involve mixtures of kindness (cooperation) and meanness (conflict). A 2 x 2 x 2 mixed motive decision-making experi...

A laboratory experiment was designed to test the influence of subordinate impression management on two aspects of the performance appraisal process: supervisor ratings of subordinate performance and supervisor verbal communication in a performance appraisal interview. It was hypothesized that subordinate impression management would inflate performa...

The hypothesis was tested that subordinates' impression-management tactics and performance affect supervisor–subordinate exchange quality by influencing supervisors' liking for and performance ratings of their subordinates. In Study 1, 96 undergraduates completed measures of liking, performance, and exchange quality after interacting with a subordi...

Personal characteristics and job performance were examined as potential predictors of absenteeism for a professional occupational group. Data on 152 public school teachers demonstrated that sex and independence contributed unique variance to the prediction of absenteeism. Furthermore, the interaction terms of sex with independence, with the ability...

: The purpose of this study was to test the relative efficacy of the task attributes model of task design, the social information processing model of task design, and an integrated framework derived from the two. A complex laboratory study manipulating objective task properties, social information, and changes in both objective task properties and...

Administered an organizational survey to 216 employees in 3 organizations to investigate the relationship between organizational tenure and job involvement. Polynomial regression analysis revealed a curvilinear job involvement–organizational tenure relationship. Organizational tenure did not explain a significant proportion of variance in job invol...

Identified factors that relate to an effective quality circle (QC), by studying QC programs of 9 manufacturing plants of a large US company owned by a large international firm. 457 employees from 44 QCs completed questionnaires. Suggestions are made for improving the effectiveness of QCs. (PsycINFO Database Record (c) 2012 APA, all rights reserved)

An empirical investigation of effective and less-effective quality circles (QCs) was conducted in nine manufacturing plants of a large, midwestern company. Subjects consisted of 457 employees who were organized into 44 QCs. Effectiveness was defined as the number of quality improvements suggested, the number of quality improvements adopted, and ave...

Explores the effects of gender on the leader–member exchange (LMX) model and occurrence of ingratiation. High-quality LMXs (ingroup exchanges) are characterized by mutual trust and support, whereas low-quality LMXs (outgroup exchanges) are based on fulfilling the employment contract. It is noted that members involved in high LMX relationships enjoy...