This study adopts an intrapersonal perspective to explore how and when employees shift roles from help giver to help seeker by investigating the relationship between their help-giving and following help-seeking behavior. Based on self-regulation theory, we hypothesize two contradictory psychological processes (i.e., consistency vs. licensing) via which employees determine whether to seek help after giving help. Importantly, we differentiate autonomous help-seeking from dependent help-seeking and propose stronger effects of help-giving on dependent help-seeking. Further, we identify leader respect as a moderator (...) to solve the opposite effects of employees’ help-giving on their subsequent help-seeking indicated by the two contradictory mechanisms. Results of two field studies consistently showed that the negative (positive) relationship between help-giving and dependent help-seeking was serially mediated by personal reputation and reputation maintenance concerns (perceived increase of moral credits and help-seeking justification). Results regarding autonomous help-seeking were inconsistent and help-giving only positively affected autonomous help-seeking via perceived increase of moral credits and help-seeking justification in Study 2. Leader respect weakened the positive (in Study 1) but strengthened the negative relationship (in Study 1 and 2). We discuss theoretical implications for helping literature, self-regulation theory, and moral behavior research. (shrink)

IntroductionFew studies have examined psychological distress in healthcare workers across the care continuum. This study describes distress levels reported by HCWs across care settings and factors associated with distress.MethodsA cross-sectional survey of HCWs from Windsor, Ontario, was conducted between May 30th, 2020, and June 30th, 2020. The survey included the Kessler Psychological Distress Scale, sociodemographic, frontline status, perceptions of training, protection, support, respect among teams, and professional and personal stressors. Univariate analyses were used to compare across settings and multivariate logistic (...) regression assessed factors associated with distress.ResultsFour hundred and three HCWs from the hospital, community health and social service, first responder, primary care, home, and long-term care participated in the survey. Common concerns included fear of transmitting COVID-19 to family, safety on the job, and balancing personal care with work demands. LTC and home-care HCWs reported greater concern about workload and staffing levels, whereas community health workers were more anxious about their financial security. Overall, 228 HCWs who completed the K10 reported high distress, with greater rates among hospital and LTC HCWs. Distress was more likely in HCWs who identified as female, younger than 55, perceived lower respect among team, and experienced greater worry about physical and mental health and managing high workloads.ConclusionResults showed a high degree of distress experienced by HCWs across care settings and the impact of the COVID-19 pandemic on personal and work-related stress. Promoting self-care and supportive and collaborative healthcare teams are promising avenues for mitigating symptoms of distress. (shrink)

With the rise of incivility in organizational settings, coupled with an increase in discriminatory behavior around the world, we explain how these concerns have merged to become a pervasive workplace ethical issue. An ethical-decision making model is presented that is designed to help employees address issues of incivility with a moral response action, using Islamophobia and/or anti-Muslimism as an example. By adopting a proactive moral strength-based approach to embrace and address this issue, we hope to promote respect while also mitigating (...) the lack of its presence. We explicate potential cognitive and affective influences that support an organizational member’s desire and decision to respond to incivility in a reverential manner. Given the propensity for employees to turn away, become apathetic, or to simply ignore wrongdoing, scholars need to illustrate how a path to respectful behavior can be achieved. Our model highlights variables like group norms and anticipated emotions, punctuated by different forms of self-regulation. A Kantian view, underscoring the worth of every person, underpins our appeal. (shrink)

A layoff is a threatening yet common event which employees might face at some point in their working lives. In two scenario-based experiments, we investigated which actions of a layoff agent during a dismissal notification meeting may contribute to laid-off employees’ fairness judgments and negative attitudes toward the employer. In general, the extent to which layoff victims were treated with respect was consistently found to increase perceptions of interpersonal and procedural fairness and to mitigate negative attitudes toward the employer. Further (...) results showed that layoff victims preferred to be given an adequate explanation of the reasons for the layoff and to receive notice from the direct supervisor. Relationships between the layoff agent’s actions and layoff victims’ negative attitudes toward the employer were mediated by perceptions of procedural fairness. In addition, delegating the layoff agent’s task to an external consultant increased perceived psychological contract breach. Our findings have important implications for organizational justice research and for the managerial practice of implementing fair layoffs. In particular, small actions, such as treating employees with respect, might be of benefit both to humans and organizations. (shrink)

Using a sample of 114 leaders (described by 516 team members), we show empirically that the association between leader relational transparency and leader receptiveness to relational transparency of team members is indirect (through leader respect) and conditional on leader humility. When a transparent leader expresses humility, he/she conveys respect to team members and is perceived as more receptive to the relational transparency of employees toward him/her. The indirect association between leader relational transparency and leader receptiveness to the relational transparency of (...) team members is negative, however, when the leader is perceived as non-humble. Our paper contributes to discussion about the limits of relational transparency as an indicator of authentic leadership. We suggest that what is often described as relational transparency is no more than unidirectional transparency—from leaders to followers. We conclude that transparency (and authenticity) in leaders is relational only when it is bidirectional. (shrink)

Based on social exchange and customer relationship marketing theory, this study examines how ethical leadership contributes to inter-organizational conflict management (task conflict (TC) and relationship conflict), and the moderating role of task interdependence in these relationships. Data was collected from 81 suppliers and 45 corresponding managers of a large group company in China. Results show that ethical leadership is negatively associated with the levels of inter-organizational conflict, whether task or relationship. Task interdependence significantly moderates the relationship between ethical leadership and (...) TC. Managerial implication in terms of creating sound buyer–supplier relationship through an ethical perspective is discussed. (shrink)

This paper focuses on the topic of “soft skills” as an intrinsic part of successful leadership. The first part of the paper presents a literature review about the shift in perspective in recent years on what matters in leadership, and the significant changes this prompted in some areas of education and corporate recruitment. In the second part, the findings of a year round study conducted among Los Angeles based workforce members in an MBA program are presented. By utilizing a multi-method (...) approach, consisting of a survey model with three open ended, interview style questions, and data analysis in phenomenological trend, a number of interesting findings emerged, supporting the literature reviewed, that soft leadership skills, such as self-awareness, self-regulation, motivation, empathy, and social skills, are steadily on the rise, and that greater attention should be apportioned to strengthen these skills in future leaders. (shrink)

Interpersonal respect can be differentiated into two kinds: horizontal respect, i.e. treating someone with dignity; and vertical respect, i.e. genuinely honoring someone’s merits. With the present research, we draw on motivation theory to explore their interplay in leadership relations. Specifically, we argue for a moderated mediation hypothesis in that leaders’ horizontal respect for their subordinates fundamentally speaks to subordinates’ self-determination and that the message of respectful leadership is enhanced by the vertical respect subordinates have for their leaders. As a result, (...) subordinates are more satisfied with their jobs, which should also show in a decreased willingness to leave. The proposed model was supported in two survey studies and an experimental scenario study —thus suggesting that perceived leader behavior needs to be complemented by leader standing. (shrink)