Suchergebnisse

Abstract
The concept of implicit organizational timetables suggests that leaders are expected to be older than their followers. However, increased age diversity in the workforce has led to situations in which this is not the case. Expanding on the core tenets of leader categorization theory, the present study establishes the concept of an age-prototypical team characterized by the age of the leader relative to their followers and explores how team age prototypicality influences subsequent observer evaluations of the team. Moreover, this study examines possible boundary conditions and intermediary mechanisms that further explain bias in the evaluation of age-diverse teams. To establish and explore the nature and effect of age-based team prototypes, we conducted 3 independent experimental vignette studies. In Study 1 (n = 590), we establish evidence for age-based team prototypes, by demonstrating a "leaders are older, followers are younger" prototype and further considering the diversity of follower age as a boundary condition for the effects of leader age on ratings of attraction to the team, anticipated team behaviors, and expectations for future success. Then, in Study 2 (n = 686) and Study 3 (n = 782), we extend these results by examining how the perception of team (Study 2) and leader (Study 3) performance cues are influenced by team age composition prototypes. In Study 3, we also consider intermediary attributional mechanisms that explain associations between performance and perceived qualities of the team. Results suggest that prototype inconsistent teams (i.e., teams with younger leaders and older followers) are viewed more harshly in the face of negative performance cues as a function of team composition rather than because of leader or follower attributes individually.

AbstractUsing a vignette-based design, the current study addresses the question of what happens when a worker violates prescriptive age identity stereotypes (i.e., does not act in ways that align with cultural expectations for people in their age group). The study extends prior research by including a mixed adhering-violating condition, investigating the effects of prescriptive stereotype violation on the application of descriptive age stereotypes, and examining the role of negative affect (a composite of frustration, irritation, and annoyance) as a mediating mechanism in the prescriptive stereotyping process. Results indicate that violators of prescriptive age stereotypes are perceived more negatively in terms of warmth, competence, and desire for workplace interactions. Exhibiting some adhering and some violating behaviors largely did not lessen the effects of violation. The idea that some descriptive age stereotypes would be applied less often to violators did receive some support. Frustration was shown to be a useful mechanism for explaining prescriptive stereotyping effects, but the general absence of age of participant effects raises new questions regarding the role of expectancy violation in this process. Taken together, these findings offer an extension of the research on prescriptive age stereotypes to the workplace context, show that there can be a cost to violating prescriptive age stereotypes, and provide insight into potential mechanisms. We provide several suggestions for expanding this work, including the consideration of the intersection of age with other identity groups and ways to explore the roles of expectancy violations and perceived subjective age in the prescriptive stereotyping process.

AbstractSuccessful aging broadly refers to the development and maintenance of favorable life outcomes with increasing age. We propose that the likelihood of people aging successfully is enhanced by routinely engaging in habitually repeated, enjoyable actions (henceforth, "rituals") that cultivate their personal resources in the physical, emotional, mental, social, and spiritual domains. We suggest that fixed mindsets will impede the discovery and adoption of such rituals, whereas growth mindsets will facilitate people exploring, trialing, and perpetually enacting rituals that help them age successfully. After defining successful aging, we explain the nature of mindsets and discuss their role in systematically cultivating relevant physical, emotional, mental, social, and spiritual resources. Practical examples of personal resource-building rituals are provided throughout. We outline several avenues for future research to test hypotheses derived from the propositions we have advanced and illustrate how mindsets might be deliberately fostered to support successful aging. We also suggest potential boundary conditions on the utility of growth mindsets.

AbstractResearch on work and aging predominantly relies on self-report data to create new insights relevant to individuals, organizations, and society. Whereas surveys and interviews based on self-reports offer a valuable inward-directed perspective on individuals and their understanding of others, they can only provide limited knowledge on the behaviors of employees at different ages and in age-diverse settings. This is because what employees actually do is often considerably different from their survey-based reports of what they or others do. In this commentary, we challenge the field to move beyond a science of questionnaires by complementing survey research with behavioral data. First, this would allow scholars to identify when and how behaviors accurately translate into surveyed perceptions of behaviors. Second, such an approach can advance our understanding of the micro-dynamics occurring in age-diverse workforces that ultimately manifest in emerging phenomena (e.g., age-inclusive climate, psychological safety perceptions, or group affective tone). Lastly, studying concrete and specific behaviors also allows scholars to develop better interventions and provide meaningful recommendations for practice that differentiate actual from perceived behaviors.

Abstract
Research into work ability is increasing in the aging workforce literature. We argue that the COVID-19 pandemic has uncovered a number of possible gaps in our understanding of the work ability concept itself, its antecedents, and outcomes. We offer future research directions to further examine the theoretical underpinnings of work ability, moderators that may enhance its effects, and ways to broaden work ability conceptually to better capture the experiences of older workers.

Abstract
Leadership behaviors and the outcomes they foster have historically been central issues to organizational researchers and practitioners alike. Despite the continuing rise in the average age of the workforce, empirical research on leadership from a lifespan development perspective remains surprisingly rare. The current study applies socioemotional selectivity theory (SST) to address this gap in the literature in several ways. We test a holistic socioemotional model of age and leadership that examines dominance and amicability as agentic and communal mediators in the relationship between age and follower ratings of leadership behaviors and effectiveness. To accomplish this goal, we apply multisource data from a sample of 422 leaders with 2,016 follower ratings. We offer empirical support for a socioemotional model of age and leadership that highlights the role of communal shifts in the relationship between age and follower perceptions of leadership behaviors. Specifically, we find a positive mediating effect of amicability in the relationship between age and follower-rated relational-oriented leadership behaviors. Age also displayed a sequential mediating effect on effectiveness through amicability and relational-oriented leadership behaviors. Our results highlight the unique role that age-related changes in social orientations play in the perceptions of leadership behaviors and outcomes across the lifespan. Implications for research and practice are discussed.

What drives newcomers to adopt behaviors that, while perhaps helping them meet short-term role demands and organizational objectives, may also place themselves and/or their organization at risk in the long term? Based on social learning theory, research on onboarding and newcomer socialization suggests that such behavior may be explained by peer modeling. But is this always the case? Using heavy drinking with clients as an empirical referent and incorporating factors from research on learning in risky choice into a model grounded on social learning theory, we examine how contextual variables moderate the effect of veteran peer modeling on newcomer adoption or intensification of work-related risky behaviors over time, and demonstrate the impact of adoption/intensification on newcomer outcomes. Data from a longitudinal study of newcomers, their veteran peers, and supervisors in sales and client-service indicate that the extent to which veteran modeling influences the adoption/intensification of newcomer heavy drinking with clients depends on newcomers' prior experiences and veteran peer (but not supervisor) guidance. Moreover, they indicate that steeper increases in heavy drinking with clients over time, while associated with improved job performance, also link to higher work-to-family conflict and turnover risk. Implications for research on onboarding and newcomer socialization are discussed.