Role of Peer Coaching in Transmitting the Benefits of Leader Coaching

Drawing on social information processing theory, the present study examines how and when leader coaching can be beneficial for team performance. Based on a sample of 58 teams from a sanitary product company in China, we found that peer coaching served as a mediator linking leader coaching and team performance. Moreover, the team individualistic/collectivism value moderated the first-stage relationship that the relationship between leader coaching and peer coaching was more positive when the team individualism value was low, but not significant when the team individualism value was high; while team task interdependence moderated the second-stage relationship that the relationship between peer coaching and team performance was more positive when the team task interdependence was high, but not significant when it was low. The findings enrich our understandings of the effectiveness of leader coaching behavior by uncovering the theoretical mechanism and boundary conditions. The study also provides important implications for coaching practice in organizations.

The Effect of the OCB Gap on Task Performance with the Moderating Role of Task Interdependence

Using the social exchange theory and the social cognitive perspective in group dynamics, this study seeks to examine how different individuals in the degree of engagement in organizational citizenship behavior (OCB) among members of a team (i.e., the OCB gap) can affect their work performance across varying levels of task interdependence. The research hypotheses were tested empirically using field data regarding 146 employee-supervisor dyads collected from 41 teams in South Korea. The results of the hierarchical linear modeling (HLM) analysis indicate that having a lover level of OCB engagement than the group average induces feelings of indebtedness in employees, and this sense of obligation is stronger in a high level of task dependence context. We further discuss the theoretical and practical implications of this research and suggest areas for future research.

The effects of coworkers' development idiosyncratic deals on employees' cooperation intention

Idiosyncratic deals (i-deals) are individualized agreements of a nonstandard nature negotiated between employers and employees regarding employment terms, which are regarded as being beneficial for the organization. On the bases of social comparison theory and equity theory, we hypothesized that witnessing the development i-deals of their coworkers would trigger employees' feeling of unfairness, causing lower cooperation intention. We further hypothesized that perceived future i-deals and task interdependence would play moderating roles in this reduction. Participants were 284 employees in China. The results show that feelings of unfairness mediated the relationship between witnessing development i-deals and the witnesses' cooperation intention. The positive relationship between witnessing development i-deals and feelings of unfairness was weaker when employees perceived a stronger possibility of themselves obtaining a future i-deal, and a high level of task interdependence weakened the negative effect of feelings of unfairness on employees' cooperation intention.

Work Engagement Among Public Employees: Antecedents and Consequences

This study is an investigation of the relationships among job meaningfulness, work engagement, and performance, including testing for a possible mediation effect of work engagement on the relationship between job meaningfulness and performance. We examine task interdependence as a boundary condition that facilitates employee engagement using two-stage multiple-source respondent data drawn from a sample of 183 Uzbek employees from public organizations and their 47 supervisors to test the hypotheses. The research findings confirm a positive association between job meaningfulness and engagement and the relationship between work engagement and performance. Mediation analysis using bootstrapping indicated that work engagement explained the influence of meaningfulness on performance. Furthermore, task interdependence negatively moderated the relationship between meaningfulness and engagement. This study responds to calls for researchers to identify the key and situational drivers of work engagement as well as examine the importance of meaningfulness in the public sector. It also increases the external validity of the findings by examining the relationship between engagement and performance in a non-Western context, namely, Islamic Uzbekistan. Despite the limitations of this research, the empirical findings contribute to the growing body of research on work engagement and meaningfulness in public organizations.

Confronting Idea Stealers in the Workplace: The Unfortunate Moral Credentialing Granted to Power-Holders

How and when do employees confront one another for stealing their ideas? Business communication literature on confronting unethical behavior is synthesized with moral licensing theory to better understand responses to unethical actors about unjustified credit taking in the workplace. In this message production experiment, working adults ( N = 344) were randomly assigned to respond to a supervisor, peer coworker, or subordinate who stole or ignored the participant’s intellectual contributions. Content and statistical analyses revealed subordinates were comparatively less direct when confronting bosses, suggesting third-party moral licensing and moral credentialing were measurable in communication patterns. Importantly, this dynamic was not attributable to perceptions of task interdependence. Instead, subordinates perceived the stealing or ignoring of their ideas to be less unethical than did bosses. Additionally, individuals whose ideas have been stolen in the workplace were less confrontational compared to those who have not. Thus, data suggest incremental acquiescence to this form of workplace wrongdoing, particularly when the transgressor holds high hierarchical status. Taken together, these data may explain how recognition for ideas tends to spread vertically to bosses (labeled here, vertical credit creep), which may function to reinforce established power arrangements and to perpetuate unjustified credit taking in the workplace.

Satisfaction With ERP System Implementation

While many studies explain factors influencing the success of ERP implementation, little is known about the system outcome to satisfy user expectations based on the concepts of task-technology fit and person-task fit. The study examines the effects of fits between user interfaces, task interdependence, and user knowledge on system utilization and performance impacts leading to user satisfaction with ERP system implementation. Based on the structural equation modeling analysis and two-way interaction test results, a user interface dampens the positive effect of task interdependence on task-technology fit while it strengthens the positive effect of user knowledge on task-technology fit. Task interdependence dampens the positive effect of user knowledge on system utilization. The results provide guidance on how to enhance the system impacts on user performance and encourage the system usage resulting in user satisfaction with the ERP system implementation. The paper provides detailed discussions of the results, the implications for theory and practices, and the study limitations.

Shared Leadership

Shared leadership refers to an emergent, collective team process where leadership is distributed among and stems from team members, rather than a single designated leader. While shared leadership has gained considerable attention in the literature in recent years, it has received little attention in information systems (IS) project teams. In this study, a theoretical moderation framework in IS project teams that portrays the positive relationship between shared leadership and IS project success is presented. Moreover, project-centered moderators (i.e., project complexity and project task interdependence) and team-centered moderators (i.e., team autonomy and team supportive culture) have been proposed to influence the shared leadership-IS project success relationship. This study proposes that this relationship is stronger when projects are more complex and more interdependent, and when teams have a higher level of autonomy and supportive culture.