A sequential choice perspective of postdecision regret and counterfactual thinking in voluntary turnover decisions
In: Journal of vocational behavior, Band 99, S. 11-23
ISSN: 1095-9084
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In: Journal of vocational behavior, Band 99, S. 11-23
ISSN: 1095-9084
In: Organizational dynamics: a quarterly review of organizational behavior for professional managers, Band 51, Heft 1, S. 100831
ISSN: 0090-2616
In: The leadership quarterly: an international journal of political, social and behavioral science, Band 32, Heft 4, S. 101550
In: The leadership quarterly: an international journal of political, social and behavioral science, Band 28, Heft 3, S. 349-366
In: Organizational dynamics: a quarterly review of organizational behavior for professional managers, Band 45, Heft 2, S. 132-138
ISSN: 0090-2616
In: IEEE transactions on engineering management: EM ; a publication of the IEEE Engineering Management Society, Band 71, S. 7088-7100
In: Group & organization management: an international journal, Band 45, Heft 3, S. 315-350
ISSN: 1552-3993
Whereas overt forms of discrimination against women at work have decreased over time with the passage of formal antidiscrimination laws, implicit biases against women still plague organizations. To understand how implicit biases may appear in the workplace today, we examined how dissimilar outcomes may emerge for men and women leaders when their self-ratings differ from others' (e.g., subordinates, peers) ratings. Drawing upon role congruity theory of prejudice toward female leaders and the status incongruity hypothesis, we theorized and found that women who overrated their leadership behaviors received lower performance ratings and higher perceived risk of derailment scores from their supervisors than did women who underrated their leadership behaviors. Men, however, experienced fewer negative consequences (than women) when they overrated. Given these findings, especially in light of discovering that most self–other agreement (SOA) research does not explicitly address gender as a main variable of interest, we question some of the field's previous findings. We discuss the implications of our results for both practice and research regarding how SOA plays a role in the development of one's career, highlighting the potential importance of implicit gender biases.
In: The leadership quarterly: an international journal of political, social and behavioral science, Band 25, Heft 1, S. 63-82
In: Organizational dynamics: a quarterly review of organizational behavior for professional managers, Band 48, Heft 4, S. 100677
ISSN: 0090-2616
In: Group & organization management: an international journal, Band 38, Heft 6, S. 690-716
ISSN: 1552-3993
Feedback orientation is an individual difference variable that represents individuals' receptivity to feedback. In 2010, Linderbaum and Levy developed and validated a measure of feedback orientation called the Feedback Orientation Scale (FOS). We investigated the validity of the FOS using 172 participants in a leadership development program designed for middle- to senior-level leaders. Our results support the FOS's convergent validity, as it was correlated with implicit person theory (assumptions regarding the malleability of personal attributes) and achievement motivation. We also found support for the FOS's criterion-related validity, as it was correlated with participants' reactions to their 360-degree feedback. Participants' feedback orientation, however, was unrelated to coach ratings of their openness, likelihood to change, and defensiveness during their feedback sessions.
In: The leadership quarterly: an international journal of political, social and behavioral science, Band 21, Heft 6, S. 1005-1034