ORCID Profile
0000-0002-0063-5116
Current Organisations
Monash University
,
Deakin University
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Publisher: Emerald
Date: 04-2019
Abstract: The purpose of this paper is to examine the moderating effect of organizational politics on the relationships between work engagement, in-role performance and organization citizenship behavior – organization (OCBO). Theoretical hypotheses were tested using a s le of 107 supervisor-subordinate dyads in China. Outcome variables, such as in-role performance and OCBO, were rated by supervisors. Contrary to the established literature on positive work engagement-work outcomes relationships, the findings supported the prediction that work engagement was negatively related to supervisor-rated in-role performance and OCBO when the organizational is perceived as highly political. The s le size for this study is relatively small. In addition, the authors measured organizational politics from employees’ perspectives, which might not reflect reality objectively. Furthermore, the data were collected at a single time point, so causal relationships could not be validated. When employees perceive the work environment as political, organizations need to be aware of non-work factors that may influence supervisors’ evaluation of employee performance to ensure they do not demotivate and discourage highly engaged employees. Considerable research has shown that work engagement is positively related to in-role performance and OCBO. The present study, however, challenges and extends previous research by suggesting that work engagement can lead to low supervisor evaluation of in-role performance and OCBO when the organization is perceived to be political.
Publisher: Emerald
Date: 20-06-2016
DOI: 10.1108/JOSM-11-2014-0307
Abstract: – Previous research has demonstrated the importance of emotion recognition ability in negotiations and leadership, but scant research has investigated the role of emotion recognition ability in service contexts. The purpose of this paper is to propose and test a compensatory model in which service employees’ emotion recognition ability helps enhance their job performance, particularly when employees score low on the agreeableness personality dimension or have low cognitive ability. – With a two-wave multisource dataset collected from a service center of a large retail bank, multiple regression analysis was used to test the moderating roles of agreeableness and cognitive ability on the relationship between service employees’ emotion recognition ability and their performance. – Service employees’ emotion recognition ability helped enhance their job performance. However, the positive effect of emotion recognition ability on job performance was only statistically significant when employees’ agreeableness or cognitive ability was low. – The findings have important implications for how service organizations select and recruit employees. In particular, service employees with low agreeableness or cognitive ability may still be able to perform well when possessing high emotion recognition ability. Therefore, emotion recognition ability should be considered in the selection and recruitment process. – Going beyond self-report measures of emotion recognition and using a performance measure from organizational records, this study is one of the first to examine how emotion recognition ability interacts with personality and cognitive ability in predicting service employees’ effectiveness in a service organization.
Publisher: Emerald
Date: 02-08-2019
Abstract: Leaders often provide negative feedback to underperforming followers with the intention of helping improve their performance. However, the anger expression that is often involved in the delivery of the feedback may cause followers to infer negative intentions and, thus, harm the effectiveness of the leader. The purpose of this paper is to examine, from a relational perspective, the condition under which the negative effect of leader anger expressions on leader effectiveness can be alleviated. Data were collected from 355 participants in total through two main studies and two validation studies. The author found that leader anger expression in negative feedback delivery had detrimental effects on leader effectiveness through follower-inferred negative intentions. More importantly, the detrimental effects of leader anger expressions on leader effectiveness were alleviated when followers had high levels of trust in their leaders. Integrating leader emotion and trust literatures, the present research is the first to examine from a relational perspective (i.e. follower trust) the boundary condition under which leader anger expressions influence leader effectiveness.
Publisher: Springer Science and Business Media LLC
Date: 25-03-2017
Publisher: Emerald
Date: 20-11-2020
Abstract: Previous research draws on the dualistic model of passion (harmonious and obsessive passion) overlooks how the different two types of passion interact within in iduals using a variable-centered approach. The purpose of this paper is to identify work passion profiles and their antecedent and consequences adopting a person-centered approach, and to explain inconsistences in previous studies. This paper conducts three studies ( n =2,749 in total) using a latent profile analysis. Study 1 identifies three work passion profiles, namely, dual passion, pro harmonious passion and pro obsessive passion study 2 examines dialectical thinking as an antecedent to work passion profile membership study 3 examines how each profile relates to work performance and well-being. This paper finds that the participants with a dual passion profile showed higher task performance and subjective well-being than the participants with the other two profiles the participants with a pro obsessive passion profile were higher in task performance, interpersonal performance and psychological well-being than the participants with a pro harmonious profile. This paper is the first that uses a latent profile analysis approach to examining work passion configurations. It provides a unique perspective to investigate how different types of passion configure and interact within in iduals it explores an antecedent (i.e. dialectical thinking) and outcomes (i.e. performance and well-being) of the three work passion profiles.
Publisher: Wiley
Date: 08-07-2023
DOI: 10.1111/APPS.12418
Abstract: Emotional labour is an important but overlooked leadership function. In the present research, we draw from the self‐determination theory perspective and take a leader‐centric approach to examine how different leader emotional labour strategies affect leaders' own creativity. Using data collected from 118 leaders and 352 team members at three time points, we found that leader surface acting harmed leader creativity by reducing fulfillment of leader autonomy, while leader deep acting boosted leader creativity by increasing fulfillment of leader autonomy. Neither did leader surface acting nor deep acting influence leader creativity through competence or relatedness fulfillment. We discuss the theoretical and practical implications of the present research.
Publisher: SAGE Publications
Date: 06-11-2015
Abstract: Previous research on culture and emotion questioned whether emotions are universal or culture-specific. However, as it has become clear that emotions have both universal and culture-specific features, recent research has focused on distinguishing the aspects of emotions that are more universal from those that are more culture-specific. We tested the extent to which the three emotion domains in the cascading model of emotional intelligence (emotion perception, emotion understanding, and emotion regulation) are universal versus culture-specific. In the first study, data from China, the United States, Japan, India, and Argentina provided support for our hypotheses that emotion perception is the more universal domain of emotional intelligence, and emotion understanding and emotion regulation are more culture-specific domains. In the second study, the findings were replicated using a larger s le from China and the United States, and we explored specific cultural differences in emotion understanding and emotion regulation. Implications for theory and practice are discussed.
Publisher: Academy of Management
Date: 06-2018
Publisher: SAGE Publications
Date: 04-07-2021
Abstract: Stories about angry bosses in the workplace are relatively common. Have you ever wondered what causes their anger and how the expressed anger impacts the workplace? Our review of 58 studies on leader anger expression provides an overview of research findings on this phenomenon. The review demonstrates significant research progress in understanding leader anger expression, including its causes, consequences, mechanisms, and boundary conditions. However, the review also reveals that the current approaches to leader anger expression are quite static, which creates the need for a dynamic approach to examining leader anger expression. Integrating a range of theories, we suggest three ways of building dynamic models of leader anger expression, considering its temporal dimension, the dynamics between its mechanisms, and the complexity of emotional episodes in which anger is expressed. Our research contributes to the existing literature by being the first to take stock of leader anger expression research to date and propose a dynamic approach to understanding this phenomenon.
Publisher: Elsevier BV
Date: 06-2019
Publisher: SAGE Publications
Date: 22-02-2019
Abstract: Becoming multicultural through early immersive culture mixing (EICM)—i.e., growing up with a mix of cultures that coexist and interact to form an emergent hybrid culture within one’s home—is a rapidly rising phenomenon in many parts of the world. This phenomenon calls for new research that recognizes the possibility of identification with a hybrid culture as well as the distinct cultures from which the hybrid culture derives. This article extends previous research into psychological variation among multiculturals based on the process of EICM, by investigating how EICM influences hybrid cultural identification and distinct cultural identification. In addition, we examine how EICM relates to the components of identity integration—blendedness and harmony. Across two studies of Chinese-Australian multiculturals, we found that whereas EICM was positively associated with multicultural participants’ identification with a hybrid culture and Australian culture, it was not related to their identification with Chinese culture. Findings also indicated that EICM positively predicted identity blendedness, but EICM did not show a clear link with identity harmony. We discuss the implications of our research for advancing EICM theory and helping to forge new research directions in cultural identification.
Publisher: Emerald
Date: 29-01-2020
Abstract: Drawing on a contagion-interpretation model of leader affective displays and leader effectiveness, the purpose of this paper is to examine the effects of leaders’ angry feedback on followers’ cognitive and affective reactions, and ultimately, perceived leader effectiveness across different cultural contexts. In this paper, two experimental studies were conducted with a total of 528 participants. The results revealed a culturally ergent cognitive effect: in Western cultures where vertical collectivism is low, leaders’ angry feedback reduced followers’ inferred developmental intention and subsequently, perceived leader effectiveness, whereas in East Asian cultures where vertical collectivism is high, leaders’ angry feedback reduced the two variables to a lesser extent or did not have any effect. In contrast, there was a culturally convergent emotional effect: the impact of leaders’ angry feedback on followers’ negative emotions and subsequently, perceived leader effectiveness was the same, regardless of the level of vertical collectivism. This research is the first to demonstrate that culture – in particular, the dimension of vertical collectivism – has different impacts on the two mechanisms (i.e. cognitive and affective) through which leader’s angry feedback influences followers’ perceived leader effectiveness.
Publisher: Wiley
Date: 30-12-2023
Abstract: Although accumulated research has demonstrated the negative impacts of workplace violence and called for effective solutions from a human resource management (HRM) perspective, a valid measure of anti‐violence HRM practices is missing. In this paper, we develop a scale of anti‐violence HRM practices that is critical for both theoretical advancement and managerial practices in health care and aged care contexts. Through an inductive approach in Study 1, we generated items for the scale to be used in health care and aged care contexts, which we then subjected to a content validity test in Study 2. Using the newly developed scale, we further demonstrated in Study 3 that anti‐violence HRM practices that are implemented in aged care facilities reduce workers' experienced violence, improve workers' emotional wellbeing, and enhance workers' organisational and career commitment.
Publisher: Elsevier BV
Date: 12-2018
Publisher: SAGE Publications
Date: 28-07-2016
Abstract: Why some multicultural in iduals think and identify differently to others is a question that is yet to be clearly answered. We suggest that a key antecedent to psychological differences among multiculturals is early immersive culture mixing, or experiencing multiple cultures simultaneously at home while growing up. We propose that innate multiculturals (defined as in iduals who have experienced early immersive culture mixing) are cognitively guided by a single hybrid cultural schema and have a hybrid cultural identity. This would make them fundamentally different from achieved multiculturals (in iduals who have become multicultural in other ways), who should possess multiple distinct cultural schemas and cultural identities. A quasi-experiment indicated that, as predicted, innate multiculturals were guided by a single cultural frame with respect to attribution and locus of attention, whereas achieved multiculturals switched between different cultural frames. Innate multiculturals also reported a more integrated cultural identity than did achieved multiculturals. These findings open a new avenue in multiculturalism research, with important potential implications of early immersive culture mixing for a range of in idual outcomes such as creativity.
Publisher: Springer Science and Business Media LLC
Date: 09-12-2015
No related grants have been discovered for Jeff Shao.