Essec\Faculty\Model\Profile {#2216
#_id: "B00790791"
#_source: array:40 [
"bid" => "B00790791"
"academId" => "26943"
"slug" => "sluss-david"
"fullName" => "David SLUSS"
"lastName" => "SLUSS"
"firstName" => "David"
"title" => array:2 [
"fr" => "Professeur"
"en" => "Professor"
]
"email" => "sluss@essec.edu"
"status" => "ACTIF"
"campus" => "Campus de Cergy"
"departments" => []
"phone" => "0134433304"
"sites" => []
"facNumber" => "26943"
"externalCvUrl" => "https://faculty.essec.edu/en/cv/sluss-david/pdf"
"googleScholarUrl" => "https://scholar.google.com/citations?user=G1uKKWkAAAAJ&hl=en"
"facOrcId" => "https://orcid.org/0000-0002-5907-9249"
"career" => array:6 [
0 => Essec\Faculty\Model\CareerItem {#2215
#_index: null
#_id: null
#_source: array:7 [
"startDate" => "2021-09-01"
"endDate" => null
"isInternalPosition" => true
"type" => array:2 [
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"en" => "Full-time academic appointments"
]
"label" => array:2 [
"fr" => "Professeur"
"en" => "Professor of Management"
]
"institution" => array:2 [
"fr" => "ESSEC Business School"
"en" => "ESSEC Business School"
]
"country" => array:2 [
"fr" => "France"
"en" => "France"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
1 => Essec\Faculty\Model\CareerItem {#2219
#_index: null
#_id: null
#_source: array:7 [
"startDate" => "2006-06-15"
"endDate" => "2010-06-14"
"isInternalPosition" => true
"type" => array:2 [
"fr" => "Positions académiques principales"
"en" => "Full-time academic appointments"
]
"label" => array:2 [
"fr" => "Professeur assistant"
"en" => "Assistant Professor of Management"
]
"institution" => array:2 [
"fr" => "Darla Moore School of Business, University of South Carolina"
"en" => "Darla Moore School of Business, University of South Carolina"
]
"country" => array:2 [
"fr" => "États-Unis"
"en" => "United States of America"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
2 => Essec\Faculty\Model\CareerItem {#2222
#_index: null
#_id: null
#_source: array:7 [
"startDate" => "2010-06-14"
"endDate" => "2013-08-15"
"isInternalPosition" => true
"type" => array:2 [
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"en" => "Full-time academic appointments"
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"label" => array:2 [
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"en" => "Assistant Professor of Organizational Behavior"
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"institution" => array:2 [
"fr" => "Georgia Institute of Technology"
"en" => "Georgia Institute of Technology"
]
"country" => array:2 [
"fr" => "États-Unis"
"en" => "United States of America"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
3 => Essec\Faculty\Model\CareerItem {#2223
#_index: null
#_id: null
#_source: array:7 [
"startDate" => "2013-08-16"
"endDate" => "2021-05-31"
"isInternalPosition" => true
"type" => array:2 [
"fr" => "Positions académiques principales"
"en" => "Full-time academic appointments"
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"label" => array:2 [
"fr" => "Professeur associé"
"en" => "Associate Professor of Organizational Behavior"
]
"institution" => array:2 [
"fr" => "Georgia Institute of Technology"
"en" => "Georgia Institute of Technology"
]
"country" => array:2 [
"fr" => "États-Unis"
"en" => "United States of America"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
4 => Essec\Faculty\Model\CareerItem {#2224
#_index: null
#_id: null
#_source: array:7 [
"startDate" => "2022-09-01"
"endDate" => "2025-08-31"
"isInternalPosition" => true
"type" => array:2 [
"en" => "Other Academic Appointments"
"fr" => "Autres positions académiques"
]
"label" => array:2 [
"fr" => "Responsable de chaire Chaire Scale up."
"en" => "Chaired Professor Scale up"
]
"institution" => array:2 [
"fr" => "ESSEC Business School"
"en" => "ESSEC Business School"
]
"country" => array:2 [
"fr" => "France"
"en" => "France"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
5 => Essec\Faculty\Model\CareerItem {#2225
#_index: null
#_id: null
#_source: array:7 [
"startDate" => "2022-09-01"
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"type" => array:2 [
"en" => "Other Academic Appointments"
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"label" => array:2 [
"fr" => "Directeur Académique du Global MBA"
"en" => "Academic director Global MBA"
]
"institution" => array:2 [
"fr" => "ESSEC Business School"
"en" => "ESSEC Business School"
]
"country" => array:2 [
"fr" => "France"
"en" => "France"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
]
"diplomes" => array:3 [
0 => Essec\Faculty\Model\Diplome {#2218
#_index: null
#_id: null
#_source: array:6 [
"diplome" => "DIPLOMA"
"type" => array:2 [
"fr" => "Diplômes"
"en" => "Diplomas"
]
"year" => "2006"
"label" => array:2 [
"en" => "Doctor of Philosophy, Business Administration"
"fr" => "Doctor of Philosophy"
]
"institution" => array:2 [
"fr" => "Arizona State University"
"en" => "Arizona State University"
]
"country" => array:2 [
"fr" => "États-Unis"
"en" => "United States of America"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
1 => Essec\Faculty\Model\Diplome {#2220
#_index: null
#_id: null
#_source: array:6 [
"diplome" => "DIPLOMA"
"type" => array:2 [
"fr" => "Diplômes"
"en" => "Diplomas"
]
"year" => "1997"
"label" => array:2 [
"en" => "Master of Organizational Behavior"
"fr" => "Master of Business Administration, Autre discipline"
]
"institution" => array:2 [
"fr" => "Brigham Young University"
"en" => "Brigham Young University"
]
"country" => array:2 [
"fr" => "États-Unis"
"en" => "United States of America"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
2 => Essec\Faculty\Model\Diplome {#2217
#_index: null
#_id: null
#_source: array:6 [
"diplome" => "DIPLOMA"
"type" => array:2 [
"fr" => "Diplômes"
"en" => "Diplomas"
]
"year" => "1995"
"label" => array:2 [
"en" => "Bachelor of Science, Psychology"
"fr" => "Bachelor of Science, Psychologie"
]
"institution" => array:2 [
"fr" => "Virginia Tech"
"en" => "Virginia Tech"
]
"country" => array:2 [
"fr" => "États-Unis"
"en" => "United States of America"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
]
"bio" => array:2 [
"fr" => null
"en" => """
<p>David M. Sluss, Ph.D. scholarly works and educational pursuits focus on how high potential professionals become agile, adaptive, & analytical leaders through creating personalized and productive work relationships. He builds on his academic research on relational identity and identification (Sluss & Ashforth, 2007, Academy of Management Review). He focuses on ‘new leader’ development, leader transitions, and how leaders build resilience in the face of adversity. He takes a diagnostic and behavioral approach to facilitating leadership development. </p>\n
\n
<p>His research on relational identity and identification has explored processes across different contexts: telemarketing newcomers, technical professionals, contingent workers, and nomadic professionals. He has published research in the <i><b>Academy of Management Journal</b></i>, <i><b>Academy of Management Review</b></i>, <i><b>Journal of Applied Psychology</b></i>, <i><b>Journal of Vocational Behavior</b></i>, and <i><b>Organization Science</b></i>. He is currently serving on the editorial boards for Journal of Applied Psychology, Journal of Management, Journal of Business & Psychology, and Organizational Psychology Review (where he was previously a founding Associate Editor). He has also served as Special Issue Associate Editor for Academy of Management Review. </p>\n
\n
<p>He works with organizations throughout the U.S., Latin America, and Europe. Fluent in Spanish, he has worked in Mexico, Puerto Rico, and Colombia. A partial list includes: Abbott Laboratories (U.S. and Puerto Rico), Argos (Colombia), Baxter Pharmaceuticals (Belgium), Cisco Systems, Clorox, Coca-Cola, Google, IBM (U.S. & Ireland), McKesson, Rohlig (Germany), SCTE, Simpson Industries (Mexico), OSCE, A1 (Austria), and Verbund (Austria).</p>\n
\n
<p>Prior to his doctoral studies, he was Vice President and Partner at PathWise (a boutique management training consultancy). He designed and facilitated "real-life" application workshops on topics such as leadership, performance coaching, problem solving/decision making, and project management for clients within the technology and pharmaceutical sectors.</p>
"""
]
"department" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"site" => array:2 [
"fr" => null
"en" => null
]
"industrrySectors" => array:2 [
"fr" => null
"en" => null
]
"researchFields" => array:2 [
"fr" => "Comportement organisationnel - Entrepreneuriat - scaling up - Leadership"
"en" => "Organizational Behavior - Entrepreneurship - scaling up - Leadership"
]
"teachingFields" => array:2 [
"fr" => "Comportement organisationnel"
"en" => "Organizational Behavior"
]
"distinctions" => array:2 [
0 => Essec\Faculty\Model\Distinction {#2226
#_index: null
#_id: null
#_source: array:6 [
"date" => "2005-01-01"
"label" => array:2 [
"fr" => "State Farm Dissertation Grant"
"en" => "State Farm Dissertation Grant"
]
"type" => array:2 [
"fr" => "Bourses"
"en" => "Grants"
]
"tri" => " 2 "
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
1 => Essec\Faculty\Model\Distinction {#2227
#_index: null
#_id: null
#_source: array:6 [
"date" => "2016-08-10"
"label" => array:2 [
"fr" => "Finalist for 2015 Best Paper Award in Academy of Management Review"
"en" => "Finalist for 2015 Best Paper Award in Academy of Management Review"
]
"type" => array:2 [
"fr" => "Prix"
"en" => "Awards"
]
"tri" => " 1 "
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
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+"parent": Essec\Faculty\Model\Profile {#2216}
}
]
"teaching" => []
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0 => Essec\Faculty\Model\ExtraActivity {#2221
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#_id: null
#_source: array:9 [
"startDate" => "2023-01-01"
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"uuid" => "103"
"type" => array:2 [
"fr" => "Activités de recherche"
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"subType" => array:2 [
"fr" => "Membre d'un comité de lecture"
"en" => "Editorial Board Membership"
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"label" => array:2 [
"fr" => "Journal of Applied Psychology"
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]
"institution" => array:2 [
"fr" => null
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]
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"fr" => null
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+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
]
"theses" => []
"indexedAt" => "2024-11-21T22:21:22.000Z"
"contributions" => array:17 [
0 => Essec\Faculty\Model\Contribution {#2229
#_index: "academ_contributions"
#_id: "12530"
#_source: array:18 [
"id" => "12530"
"slug" => "introduction-to-special-topic-forum-the-changing-nature-of-work-relationships"
"yearMonth" => "2018-10"
"year" => "2018"
"title" => "Introduction to Special Topic Forum: The Changing Nature of Work Relationships"
"description" => "HEAPHY, E.D., BYRON, K., BALLINGER, G.A., GITTELL, J.H., LEANA, C. et SLUSS, D. (2018). Introduction to Special Topic Forum: The Changing Nature of Work Relationships. <i>Academy of Management Review</i>, 43(4), pp. 558-569."
"authors" => array:6 [
0 => array:3 [
"name" => "SLUSS David"
"bid" => "B00790791"
"slug" => "sluss-david"
]
1 => array:1 [
"name" => "HEAPHY Emily D."
]
2 => array:1 [
"name" => "BYRON Kris"
]
3 => array:1 [
"name" => "BALLINGER Gary A."
]
4 => array:1 [
"name" => "GITTELL Jody Hoffer"
]
5 => array:1 [
"name" => "LEANA Carrie"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2021-09-24 10:33:27"
"publicationUrl" => "https://journals.aom.org/doi/abs/10.5465/amr.2018.0222"
"publicationInfo" => array:3 [
"pages" => "558-569"
"volume" => "43"
"number" => "4"
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"type" => array:2 [
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"abstract" => array:2 [
"fr" => "Relationships are fundamental to organizations and organizing. In this Special Topic Forum on the Changing Nature of Work Relationships, we describe important contextual shifts that have implications for work relationships: how they form and develop, what they look like, and what effects they may have. Throughout the articles the authors take an expansive look at work relationships—considering the many types at multiple levels—and examine how they impact individuals and organizations. Here we review important insights produced by the authors: the centrality of work relationships, their dynamic nature, the reciprocity inherent in them, and the ways work relationships are shaped by their context, including technology and organizational structures and processes."
"en" => "Relationships are fundamental to organizations and organizing. In this Special Topic Forum on the Changing Nature of Work Relationships, we describe important contextual shifts that have implications for work relationships: how they form and develop, what they look like, and what effects they may have. Throughout the articles the authors take an expansive look at work relationships—considering the many types at multiple levels—and examine how they impact individuals and organizations. Here we review important insights produced by the authors: the centrality of work relationships, their dynamic nature, the reciprocity inherent in them, and the ways work relationships are shaped by their context, including technology and organizational structures and processes."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T22:21:43.000Z"
]
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}
1 => Essec\Faculty\Model\Contribution {#2231
#_index: "academ_contributions"
#_id: "12721"
#_source: array:18 [
"id" => "12721"
"slug" => "lying-for-who-we-are-an-identity-based-model-of-workplace-dishonesty"
"yearMonth" => "2015-10"
"year" => "2015"
"title" => "Lying for Who We Are: An Identity-Based Model of Workplace Dishonesty"
"description" => "LEAVITT, K. et SLUSS, D. (2015). Lying for Who We Are: An Identity-Based Model of Workplace Dishonesty. <i>Academy of Management Review</i>, 40(4), pp. 587-610."
"authors" => array:2 [
0 => array:3 [
"name" => "SLUSS David"
"bid" => "B00790791"
"slug" => "sluss-david"
]
1 => array:1 [
"name" => "LEAVITT Keith"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2023-01-27 01:00:41"
"publicationUrl" => "https://journals.aom.org/doi/10.5465/amr.2013.0167"
"publicationInfo" => array:3 [
"pages" => "587-610"
"volume" => "40"
"number" => "4"
]
"type" => array:2 [
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"support_type" => array:2 [
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"fr" => null
"en" => null
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"abstract" => array:2 [
"fr" => "While the study of lying within organizations typically has focused on lies told for rational-instrumental purposes (such as lying for economic gain within negotiations), we argue that lying is a relatively common social-functional behavior embedded within ongoing workplace relationships. Drawing from social identity theory, we develop a theory of lying as a socially motivated behavioral response to identity threats at the personal, relational, or collective levels of identity in organizational life. Specifically, we propose that perceived identity threats undermine the unique fundamental identity motives at each level of self, and that as threat sensitivity and threat intractability increase, individuals become more likely to use lying as a threat management response in their interactions with other organizational members. Further, we propose that identity-based characteristics of organizational members with whom threatened individuals interact (i.e., the audience) determine the likelihood that lying will occur by assuaging or amplifying threats during identity enactment. Thus, by applying an identity lens to examine normatively unethical behavior, we develop a comprehensive model of everyday lying as socially motivated and identity-based behavior with implications for ongoing workplace relationships."
"en" => "While the study of lying within organizations typically has focused on lies told for rational-instrumental purposes (such as lying for economic gain within negotiations), we argue that lying is a relatively common social-functional behavior embedded within ongoing workplace relationships. Drawing from social identity theory, we develop a theory of lying as a socially motivated behavioral response to identity threats at the personal, relational, or collective levels of identity in organizational life. Specifically, we propose that perceived identity threats undermine the unique fundamental identity motives at each level of self, and that as threat sensitivity and threat intractability increase, individuals become more likely to use lying as a threat management response in their interactions with other organizational members. Further, we propose that identity-based characteristics of organizational members with whom threatened individuals interact (i.e., the audience) determine the likelihood that lying will occur by assuaging or amplifying threats during identity enactment. Thus, by applying an identity lens to examine normatively unethical behavior, we develop a comprehensive model of everyday lying as socially motivated and identity-based behavior with implications for ongoing workplace relationships."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T22:21:43.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 6.790985
+"parent": null
}
2 => Essec\Faculty\Model\Contribution {#2233
#_index: "academ_contributions"
#_id: "12722"
#_source: array:18 [
"id" => "12722"
"slug" => "the-search-for-meaning-in-new-work-task-significance-and-newcomer-plasticity"
"yearMonth" => "2012-10"
"year" => "2012"
"title" => "The search for meaning in (new) work: Task significance and newcomer plasticity"
"description" => "SLUSS, D., ASHFORTH, B.E. et GIBSON, K.R. (2012). The search for meaning in (new) work: Task significance and newcomer plasticity. <i>Journal of Vocational Behavior</i>, 81(2), pp. 199-208."
"authors" => array:3 [
0 => array:3 [
"name" => "SLUSS David"
"bid" => "B00790791"
"slug" => "sluss-david"
]
1 => array:1 [
"name" => "ASHFORTH Blake E."
]
2 => array:1 [
"name" => "GIBSON Kerry R."
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2023-01-27 01:00:41"
"publicationUrl" => "https://www.sciencedirect.com/science/article/pii/S0001879112000991?via%3Dihub"
"publicationInfo" => array:3 [
"pages" => "199-208"
"volume" => "81"
"number" => "2"
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
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"support_type" => array:2 [
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"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Using temporally-lagged data from 146 business and engineering newcomers, we found evidence for a “positive side” of plasticity theory (Brockner, 1988, p. 547) in fostering newcomer adjustment. Specifically, as predicted, we found that higher newcomer generalized self-efficacy positively moderates the association between job design (i.e., task significance of the newcomer's job) and newcomer attitudes (in our study, organizational identification, job satisfaction, intentions to quit). Our findings promote plasticity theory as readily applicable to both newcomer adjustment and positive organizational scholarship."
"en" => "Using temporally-lagged data from 146 business and engineering newcomers, we found evidence for a “positive side” of plasticity theory (Brockner, 1988, p. 547) in fostering newcomer adjustment. Specifically, as predicted, we found that higher newcomer generalized self-efficacy positively moderates the association between job design (i.e., task significance of the newcomer's job) and newcomer attitudes (in our study, organizational identification, job satisfaction, intentions to quit). Our findings promote plasticity theory as readily applicable to both newcomer adjustment and positive organizational scholarship."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T22:21:43.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 6.790985
+"parent": null
}
3 => Essec\Faculty\Model\Contribution {#2230
#_index: "academ_contributions"
#_id: "12723"
#_source: array:18 [
"id" => "12723"
"slug" => "socializing-the-newcomer-the-mediating-role-of-leader-member-exchange"
"yearMonth" => "2012-09"
"year" => "2012"
"title" => "Socializing the newcomer: The mediating role of leader–member exchange"
"description" => "SLUSS, D. et THOMPSON, B.S. (2012). Socializing the newcomer: The mediating role of leader–member exchange. <i>Organizational Behavior and Human Decision Processes</i>, 119(1), pp. 114-125."
"authors" => array:2 [
0 => array:3 [
"name" => "SLUSS David"
"bid" => "B00790791"
"slug" => "sluss-david"
]
1 => array:1 [
"name" => "THOMPSON Bryant S."
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2023-01-27 01:00:41"
"publicationUrl" => "https://www.sciencedirect.com/science/article/pii/S0749597812000714?via%3Dihub"
"publicationInfo" => array:3 [
"pages" => "114-125"
"volume" => "119"
"number" => "1"
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
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"support_type" => array:2 [
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"countries" => array:2 [
"fr" => null
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"abstract" => array:2 [
"fr" => "We expand organizational socialization research by integrating social exchange theory, specifically leader–member exchange (LMX), as an important mediator in explaining newcomer attachment to the job, occupation, and organization. Using temporally-lagged data from 213 newcomers across 12 telemarketing organizations, we found that newcomer perceptions of LMX mediate the association between supervisory socialization tactics (i.e. supervisory job-focused advice, guidance, and role modeling) and occupational identification as well as between supervisory socialization tactics and perceived person-organization fit – but not between supervisory socialization tactics and job satisfaction. Our study specifies (1) LMX as a compelling mediating mechanism within the new employee ‘on-boarding’ process and (2) the immediate supervisor as an important relational source for newcomer attitudes."
"en" => "We expand organizational socialization research by integrating social exchange theory, specifically leader–member exchange (LMX), as an important mediator in explaining newcomer attachment to the job, occupation, and organization. Using temporally-lagged data from 213 newcomers across 12 telemarketing organizations, we found that newcomer perceptions of LMX mediate the association between supervisory socialization tactics (i.e. supervisory job-focused advice, guidance, and role modeling) and occupational identification as well as between supervisory socialization tactics and perceived person-organization fit – but not between supervisory socialization tactics and job satisfaction. Our study specifies (1) LMX as a compelling mediating mechanism within the new employee ‘on-boarding’ process and (2) the immediate supervisor as an important relational source for newcomer attitudes."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T22:21:43.000Z"
]
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+"parent": null
}
4 => Essec\Faculty\Model\Contribution {#2234
#_index: "academ_contributions"
#_id: "12725"
#_source: array:18 [
"id" => "12725"
"slug" => "curiosity-adapted-the-cat-the-role-of-trait-curiosity-in-newcomer-adaptation"
"yearMonth" => "2011-01"
"year" => "2011"
"title" => "Curiosity adapted the cat: The role of trait curiosity in newcomer adaptation."
"description" => "HARRISON, S.H., SLUSS, D. et ASHFORTH, B.E. (2011). Curiosity adapted the cat: The role of trait curiosity in newcomer adaptation. <i>Journal of Applied Psychology</i>, 96(1), pp. 211-220."
"authors" => array:3 [
0 => array:3 [
"name" => "SLUSS David"
"bid" => "B00790791"
"slug" => "sluss-david"
]
1 => array:1 [
"name" => "HARRISON Spencer H."
]
2 => array:1 [
"name" => "ASHFORTH Blake E."
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2023-01-27 01:00:41"
"publicationUrl" => "https://doi.org/10.1037/a0021647"
"publicationInfo" => array:3 [
"pages" => "211-220"
"volume" => "96"
"number" => "1"
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
]
"support_type" => array:2 [
"fr" => "Revue scientifique"
"en" => "Scientific journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Using longitudinal data from 123 newcomers across 12 telemarketing organizations, we examined the role of 2 forms of trait curiosity (specific and diversive) as antecedents of proximal adaptation behaviors (information seeking and positive framing) and more distal, in-role and extra-role behaviors (job performance and taking charge)."
"en" => "Using longitudinal data from 123 newcomers across 12 telemarketing organizations, we examined the role of 2 forms of trait curiosity (specific and diversive) as antecedents of proximal adaptation behaviors (information seeking and positive framing) and more distal, in-role and extra-role behaviors (job performance and taking charge)."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T22:21:43.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 6.790985
+"parent": null
}
5 => Essec\Faculty\Model\Contribution {#2228
#_index: "academ_contributions"
#_id: "12726"
#_source: array:18 [
"id" => "12726"
"slug" => "how-relational-and-organizational-identification-converge-processes-and-conditions"
"yearMonth" => "2008-12"
"year" => "2008"
"title" => "How Relational and Organizational Identification Converge: Processes and Conditions"
"description" => "SLUSS, D. et ASHFORTH, B.E. (2008). How Relational and Organizational Identification Converge: Processes and Conditions. <i>Organization Science</i>, 19(6), pp. 807-823."
"authors" => array:2 [
0 => array:3 [
"name" => "SLUSS David"
"bid" => "B00790791"
"slug" => "sluss-david"
]
1 => array:1 [
"name" => "ASHFORTH Blake E."
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2023-01-27 01:00:41"
"publicationUrl" => "https://pubsonline.informs.org/doi/abs/10.1287/orsc.1070.0349"
"publicationInfo" => array:3 [
"pages" => "807-823"
"volume" => "19"
"number" => "6"
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
]
"support_type" => array:2 [
"fr" => "Revue scientifique"
"en" => "Scientific journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Separate research literatures focus on the individual's identification with relationships, groups, organizations, and other workplace targets. We propose that identification with one referent may converge with or extend to another, thus suggesting the potential for more parsimonious perspectives on identification. We illustrate this argument by examining how the subordinate's identification with the subordinate-manager role relationship (“relational identification”) (RI) may converge with the subordinate's organizational identification (OI). We propose that convergence occurs through cognitive, affective, and behavioral mechanisms, including social influence, anthropomorphization, personalization, affect transfer, and behavioral sensemaking. We also propose that convergence is conditioned by task interdependence (inherent in the role relationship) and prototypicality (of the relational other). We discuss the implications of our convergence model for future research on multiple identifications."
"en" => "Separate research literatures focus on the individual's identification with relationships, groups, organizations, and other workplace targets. We propose that identification with one referent may converge with or extend to another, thus suggesting the potential for more parsimonious perspectives on identification. We illustrate this argument by examining how the subordinate's identification with the subordinate-manager role relationship (“relational identification”) (RI) may converge with the subordinate's organizational identification (OI). We propose that convergence occurs through cognitive, affective, and behavioral mechanisms, including social influence, anthropomorphization, personalization, affect transfer, and behavioral sensemaking. We also propose that convergence is conditioned by task interdependence (inherent in the role relationship) and prototypicality (of the relational other). We discuss the implications of our convergence model for future research on multiple identifications."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T22:21:43.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 6.790985
+"parent": null
}
6 => Essec\Faculty\Model\Contribution {#2232
#_index: "academ_contributions"
#_id: "12724"
#_source: array:18 [
"id" => "12724"
"slug" => "generalizing-newcomers-relational-and-organizational-identifications-processes-and-prototypicality"
"yearMonth" => "2012-08"
"year" => "2012"
"title" => "Generalizing Newcomers' Relational and Organizational Identifications: Processes and Prototypicality"
"description" => "SLUSS, D., PLOYHART, R.E., COBB, M.G. et ASHFORTH, B.E. (2012). Generalizing Newcomers' Relational and Organizational Identifications: Processes and Prototypicality. <i>Academy of Management Journal</i>, 55(4), pp. 949-975."
"authors" => array:4 [
0 => array:3 [
"name" => "SLUSS David"
"bid" => "B00790791"
"slug" => "sluss-david"
]
1 => array:1 [
"name" => "PLOYHART Robert E."
]
2 => array:1 [
"name" => "COBB M. Glenn"
]
3 => array:1 [
"name" => "ASHFORTH Blake E."
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2023-01-27 01:00:41"
"publicationUrl" => "https://journals.aom.org/doi/10.5465/amj.2010.0420"
"publicationInfo" => array:3 [
"pages" => "949-975"
"volume" => "55"
"number" => "4"
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
]
"support_type" => array:2 [
"fr" => "Revue scientifique"
"en" => "Scientific journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "A recent theoretical proposal is that relational identification generalizes to organizational identification through affective, cognitive, and behavioral mediating mechanisms. The generalization process is strengthened when a relational other is prototypical—that is, is seen as promoting core organizational values. We investigate these propositions via two field studies. First, we find, via temporally lagged data from 186 newcomers to the telemarketing industry, that relational identification with a supervisor generalizes to organizational identification through affective (i.e., affect transfer), cognitive (i.e., social influence), and behavioral (i.e., behavioral “sensemaking”) mediating mechanisms. Second, we find, via temporally lagged data from 1,101 newcomers to the U.S. Army, that a newcomer's relational identification with his/her supervisor generalizes to the newcomer's organizational identification, but only when the supervisor is perceived to be prototypical. Our combined findings suggest that (1) multiple identifications are more integrative than exclusive and (2) organizational membership may be more personalized and relational than previously assumed in extant research."
"en" => "A recent theoretical proposal is that relational identification generalizes to organizational identification through affective, cognitive, and behavioral mediating mechanisms. The generalization process is strengthened when a relational other is prototypical—that is, is seen as promoting core organizational values. We investigate these propositions via two field studies. First, we find, via temporally lagged data from 186 newcomers to the telemarketing industry, that relational identification with a supervisor generalizes to organizational identification through affective (i.e., affect transfer), cognitive (i.e., social influence), and behavioral (i.e., behavioral “sensemaking”) mediating mechanisms. Second, we find, via temporally lagged data from 1,101 newcomers to the U.S. Army, that a newcomer's relational identification with his/her supervisor generalizes to the newcomer's organizational identification, but only when the supervisor is perceived to be prototypical. Our combined findings suggest that (1) multiple identifications are more integrative than exclusive and (2) organizational membership may be more personalized and relational than previously assumed in extant research."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T22:21:43.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 6.790985
+"parent": null
}
7 => Essec\Faculty\Model\Contribution {#2235
#_index: "academ_contributions"
#_id: "12727"
#_source: array:18 [
"id" => "12727"
"slug" => "perceived-organizational-support-as-a-mediator-between-relational-exchange-and-organizational-identification"
"yearMonth" => "2008-12"
"year" => "2008"
"title" => "Perceived organizational support as a mediator between relational exchange and organizational identification"
"description" => "SLUSS, D., KLIMCHAK, M. et HOLMES, J.J. (2008). Perceived organizational support as a mediator between relational exchange and organizational identification. <i>Journal of Vocational Behavior</i>, 73(3), pp. 457-464."
"authors" => array:3 [
0 => array:3 [
"name" => "SLUSS David"
"bid" => "B00790791"
"slug" => "sluss-david"
]
1 => array:1 [
"name" => "KLIMCHAK Malayka"
]
2 => array:1 [
"name" => "HOLMES Jeanne J."
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2023-01-27 01:00:41"
"publicationUrl" => "https://doi.org/10.1016/j.jvb.2008.09.001"
"publicationInfo" => array:3 [
"pages" => "457-464"
"volume" => "73"
"number" => "3"
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
]
"support_type" => array:2 [
"fr" => "Revue scientifique"
"en" => "Scientific journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Using cross-level data from 364 supervisor–subordinate dyads, we examined how relational exchange quality, perceived organizational support (POS), and organizational identification interrelate. We found subordinate POS mediates the relationship between leader-member exchange (i.e., LMX) and organizational identification. We also found the relational context matters—namely, the immediate supervisor’s relationship with his or her manager (i.e., leader–leader exchange, LLX). Our findings suggest higher quality LLX creates a spillover of resources and reduces the negative association between lower quality LMX and POS. Our study extends both social exchange and social identity theories."
"en" => "Using cross-level data from 364 supervisor–subordinate dyads, we examined how relational exchange quality, perceived organizational support (POS), and organizational identification interrelate. We found subordinate POS mediates the relationship between leader-member exchange (i.e., LMX) and organizational identification. We also found the relational context matters—namely, the immediate supervisor’s relationship with his or her manager (i.e., leader–leader exchange, LLX). Our findings suggest higher quality LLX creates a spillover of resources and reduces the negative association between lower quality LMX and POS. Our study extends both social exchange and social identity theories."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T22:21:43.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 6.790985
+"parent": null
}
8 => Essec\Faculty\Model\Contribution {#2236
#_index: "academ_contributions"
#_id: "12728"
#_source: array:18 [
"id" => "12728"
"slug" => "socialization-tactics-proactive-behavior-and-newcomer-learning-integrating-socialization-models"
"yearMonth" => "2007-06"
"year" => "2007"
"title" => "Socialization tactics, proactive behavior, and newcomer learning: Integrating socialization models"
"description" => "ASHFORTH, B.E., SLUSS, D. et SAKS, A.M. (2007). Socialization tactics, proactive behavior, and newcomer learning: Integrating socialization models. <i>Journal of Vocational Behavior</i>, 70(3), pp. 447-462."
"authors" => array:3 [
0 => array:3 [
"name" => "SLUSS David"
"bid" => "B00790791"
"slug" => "sluss-david"
]
1 => array:1 [
"name" => "ASHFORTH Blake E."
]
2 => array:1 [
"name" => "SAKS Alan M."
]
]
"ouvrage" => ""
"keywords" => array:5 [
0 => "Organizational socialization"
1 => "Newcomers"
2 => "Socialization tactics"
3 => "Newcomer proactivity"
4 => "Learning"
]
"updatedAt" => "2023-01-27 01:00:41"
"publicationUrl" => "https://www.sciencedirect.com/science/article/pii/S0001879107000206?via%3Dihub"
"publicationInfo" => array:3 [
"pages" => "447-462"
"volume" => "70"
"number" => "3"
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
]
"support_type" => array:2 [
"fr" => "Revue scientifique"
"en" => "Scientific journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "The purpose of the study was to examine how socialization processes (socialization tactics and proactive behavior) jointly affect socialization content (i.e., what newcomers learn) and adjustment. Longitudinal survey data from 150 business and engineering graduates during their first 7 months of work indicate that: (1) institutionalized socialization and proactive behavior are each associated with newcomer learning, (2) the socialization processes and learning are each associated with various forms of adjustment, and (3) the socialization processes are associated with adjustment, while controlling for learning. These findings suggest that how newcomers are socialized has substantive and symbolic value over and above what they actually learn."
"en" => "The purpose of the study was to examine how socialization processes (socialization tactics and proactive behavior) jointly affect socialization content (i.e., what newcomers learn) and adjustment. Longitudinal survey data from 150 business and engineering graduates during their first 7 months of work indicate that: (1) institutionalized socialization and proactive behavior are each associated with newcomer learning, (2) the socialization processes and learning are each associated with various forms of adjustment, and (3) the socialization processes are associated with adjustment, while controlling for learning. These findings suggest that how newcomers are socialized has substantive and symbolic value over and above what they actually learn."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T22:21:43.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 6.790985
+"parent": null
}
9 => Essec\Faculty\Model\Contribution {#2237
#_index: "academ_contributions"
#_id: "12729"
#_source: array:18 [
"id" => "12729"
"slug" => "identity-dynamics-in-occupational-dirty-work-integrating-social-identity-and-system-justification-perspectives"
"yearMonth" => "2006-10"
"year" => "2006"
"title" => "Identity Dynamics in Occupational Dirty Work: Integrating Social Identity and System Justification Perspectives"
"description" => "KREINER, G.E., ASHFORTH, B.E. et SLUSS, D. (2006). Identity Dynamics in Occupational Dirty Work: Integrating Social Identity and System Justification Perspectives. <i>Organization Science</i>, 17(5), pp. 619-636."
"authors" => array:3 [
0 => array:3 [
"name" => "SLUSS David"
"bid" => "B00790791"
"slug" => "sluss-david"
]
1 => array:1 [
"name" => "KREINER Glen E."
]
2 => array:1 [
"name" => "ASHFORTH Blake E."
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2023-01-27 01:00:41"
"publicationUrl" => "https://doi.org/10.1287/orsc.1060.0208"
"publicationInfo" => array:3 [
"pages" => "619-636"
"volume" => "17"
"number" => "5"
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
]
"support_type" => array:2 [
"fr" => "Revue scientifique"
"en" => "Scientific journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Ashforth and Kreiner (1999) documented how workers in so-called “dirty work” occupations were able to overcome threats to their social identities by engaging in the cognitive tactics of ideology manipulation and social weighting. This paper expands Ashforth and Kreiner’s work in three ways. First, we move beyond an exclusive focus on intense dirty work occupations by mapping the broader landscape of stigmatized work. Second, we examine how system justification theory and social identity theory—typically cast as competing mechanisms by which individuals and groups perceive their places in a social structure—can complement each other to tell a more complete story of how individuals and groups deal with stigmatized identities. Third, we consider how stigmatized workers experience identification, disidentification, and ambivalence as a result of conflicting occupational and societal influences."
"en" => "Ashforth and Kreiner (1999) documented how workers in so-called “dirty work” occupations were able to overcome threats to their social identities by engaging in the cognitive tactics of ideology manipulation and social weighting. This paper expands Ashforth and Kreiner’s work in three ways. First, we move beyond an exclusive focus on intense dirty work occupations by mapping the broader landscape of stigmatized work. Second, we examine how system justification theory and social identity theory—typically cast as competing mechanisms by which individuals and groups perceive their places in a social structure—can complement each other to tell a more complete story of how individuals and groups deal with stigmatized identities. Third, we consider how stigmatized workers experience identification, disidentification, and ambivalence as a result of conflicting occupational and societal influences."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T22:21:43.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 6.790985
+"parent": null
}
10 => Essec\Faculty\Model\Contribution {#2238
#_index: "academ_contributions"
#_id: "12783"
#_source: array:18 [
"id" => "12783"
"slug" => "relational-identity-and-identification-defining-ourselves-through-work-relationships"
"yearMonth" => "2007-01"
"year" => "2007"
"title" => "Relational Identity and Identification: Defining Ourselves Through Work Relationships"
"description" => "SLUSS, D. et ASHFORTH, B. (2007). Relational Identity and Identification: Defining Ourselves Through Work Relationships. <i>Academy of Management Review</i>, 32(1), pp. 9-32."
"authors" => array:2 [
0 => array:3 [
"name" => "SLUSS David"
"bid" => "B00790791"
"slug" => "sluss-david"
]
1 => array:1 [
"name" => "ASHFORTH Blake"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2023-01-27 01:00:41"
"publicationUrl" => "https://doi.org/10.5465/amr.2007.23463672"
"publicationInfo" => array:3 [
"pages" => "9-32"
"volume" => "32"
"number" => "1"
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
]
"support_type" => array:2 [
"fr" => "Revue scientifique"
"en" => "Scientific journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "We explore the meaning and significance of relational identity and relational identification, predicated on the role-relationship between two individuals. We argue that relational identity integrates person- and role-based identities and thereby the individual, interpersonal, and collective levels of self; contrast relational identity and relational identification with social identity and social identification; contend that relational identity and relational identification are each arranged in a cognitive hierarchy ranging from generalized to particularized schemas; and contrast relational identification with relational disidentification and ambivalent relational identification."
"en" => "We explore the meaning and significance of relational identity and relational identification, predicated on the role-relationship between two individuals. We argue that relational identity integrates person- and role-based identities and thereby the individual, interpersonal, and collective levels of self; contrast relational identity and relational identification with social identity and social identification; contend that relational identity and relational identification are each arranged in a cognitive hierarchy ranging from generalized to particularized schemas; and contrast relational identification with relational disidentification and ambivalent relational identification."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T22:21:43.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 6.790985
+"parent": null
}
11 => Essec\Faculty\Model\Contribution {#2239
#_index: "academ_contributions"
#_id: "12782"
#_source: array:18 [
"id" => "12782"
"slug" => "its-not-all-just-tit-for-tat-the-impact-of-relational-identification-on-subordinates-attitudes-and-interpersonal-citizenship-behavior"
"yearMonth" => "2022-01"
"year" => "2022"
"title" => "It's not all just tit-for-tat: the impact of relational identification on subordinate's attitudes and interpersonal citizenship behavior"
"description" => "SLUSS, D., COOPER, D., MORRELL, D. et THOMPSON, B. (2022). It's not all just tit-for-tat: the impact of relational identification on subordinate's attitudes and interpersonal citizenship behavior. <i>Journal of Management & Organization</i>, In press, pp. 1-25."
"authors" => array:4 [
0 => array:3 [
"name" => "SLUSS David"
"bid" => "B00790791"
"slug" => "sluss-david"
]
1 => array:1 [
"name" => "COOPER Danielle"
]
2 => array:1 [
"name" => "MORRELL Daniel"
]
3 => array:1 [
"name" => "THOMPSON Bryant"
]
]
"ouvrage" => ""
"keywords" => array:4 [
0 => "Leadership"
1 => "relational identification"
2 => "social exchange"
3 => "work relationships"
]
"updatedAt" => "2024-03-27 13:40:37"
"publicationUrl" => "https://doi.org/10.1017/jmo.2021.61"
"publicationInfo" => array:3 [
"pages" => "1-25"
"volume" => "In press"
"number" => ""
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
]
"support_type" => array:2 [
"fr" => "Revue scientifique"
"en" => "Scientific journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "We explore how relational identification (RI) complements the influence of relational exchange within work role-relationships. In two temporally-lagged studies, we examine the contribution of RI, after accounting for relational exchange quality (REQ), in predicting organizationally-relevant behaviors and attitudes – namely, (1) interpersonal citizenship behaviors (ICBs; person-focused and task-focused), (2) job satisfaction, and (3) affective organizational commitment. Across samples of ‘non-professional’ (N = 152) and ‘professional’ (N = 197) employees, we found that RI (after accounting for REQ) significantly predicted outcomes. Indeed, we found RI to be the only predictor (after accounting for REQ) with affective commitment (‘non-professional’ sample only), person-focused ICBs (both samples), and task-focused ICBs (both samples). We discuss potential approaches for better specifying both identification and exchange as well as their unique and interactive effects within work role-relationships as well as managerial implications, limitations, and future research directions."
"en" => "We explore how relational identification (RI) complements the influence of relational exchange within work role-relationships. In two temporally-lagged studies, we examine the contribution of RI, after accounting for relational exchange quality (REQ), in predicting organizationally-relevant behaviors and attitudes – namely, (1) interpersonal citizenship behaviors (ICBs; person-focused and task-focused), (2) job satisfaction, and (3) affective organizational commitment. Across samples of ‘non-professional’ (N = 152) and ‘professional’ (N = 197) employees, we found that RI (after accounting for REQ) significantly predicted outcomes. Indeed, we found RI to be the only predictor (after accounting for REQ) with affective commitment (‘non-professional’ sample only), person-focused ICBs (both samples), and task-focused ICBs (both samples). We discuss potential approaches for better specifying both identification and exchange as well as their unique and interactive effects within work role-relationships as well as managerial implications, limitations, and future research directions."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T22:21:43.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 6.790985
+"parent": null
}
12 => Essec\Faculty\Model\Contribution {#2240
#_index: "academ_contributions"
#_id: "14249"
#_source: array:18 [
"id" => "14249"
"slug" => "oh-i-need-to-be-that-a-model-of-identity-resource-creation"
"yearMonth" => "2022-08"
"year" => "2022"
"title" => "Oh, I need (to be) that!: A model of identity resource creation"
"description" => "GEORGE, M. et SLUSS, D. (2022). Oh, I need (to be) that!: A model of identity resource creation. Dans: 82nd Annual Meeting of the Academy of Management 2022. Seattle."
"authors" => array:2 [
0 => array:3 [
"name" => "SLUSS David"
"bid" => "B00790791"
"slug" => "sluss-david"
]
1 => array:1 [
"name" => "GEORGE Mailys"
]
]
"ouvrage" => "82nd Annual Meeting of the Academy of Management 2022"
"keywords" => []
"updatedAt" => "2023-08-17 16:38:43"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => ""
"volume" => ""
"number" => ""
]
"type" => array:2 [
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13 => Essec\Faculty\Model\Contribution {#2241
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"slug" => "becoming-a-more-patient-leader"
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"description" => "SLUSS, D. (2020). Becoming a More Patient Leader. <i>Harvard Business Review</i>."
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}
14 => Essec\Faculty\Model\Contribution {#2242
#_index: "academ_contributions"
#_id: "12625"
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"slug" => "stepping-into-a-leadership-role-be-ready-to-tell-your-story"
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"title" => "Stepping into a leadership role? Be ready to tell your story"
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15 => Essec\Faculty\Model\Contribution {#2243
#_index: "academ_contributions"
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"title" => "Build your team’s resilience – From home"
"description" => "SLUSS, D. et POWLEY, E. (2020). Build your team’s resilience – From home. <i>Harvard Business Review</i>."
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1 => array:1 [
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1 => "leadership"
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]
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]
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}
16 => Essec\Faculty\Model\Contribution {#2244
#_index: "academ_contributions"
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"title" => "Subordinate-to-supervisor relational identification: A meta-analytic review"
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"fr" => "Although subordinate-to-supervisor relational identification (RI) has gained significant scholarly attention in organizational research, an understanding of its nomological network is incomplete. There have also been recurring discussions about its distinctions with another more extensively researched relational construct—leader–member exchange (LMX). In this meta-analysis, we expand Sluss and Ashforth’s (2007) typology, going beyond the influence of the supervisor, to systematically study the antecedents and consequences of RI and its comparison with LMX. Meta-analytic results based on 157 independent samples demonstrate that positive leader behaviors that span role-based and person-based identities (e.g., transformational leadership, supervisor humility) are important antecedents of subordinate-to-supervisor RI, with effects contingent on subordinates’ national culture (i.e., collectivism and power distance). Although less hypothesized, relational and organizational contexts as well as subordinate characteristics are also important antecedents of subordinate-to-supervisor RI. The results further show that RI relates to important subordinate behaviors and attitudes. Finally, we test how RI and LMX have differing effects across these important subordinate attitudes and behaviors. We conclude with suggestions to enhance our understanding of RI. (PsycInfo Database Record (c) 2024 APA, all rights reserved)"
"en" => "Although subordinate-to-supervisor relational identification (RI) has gained significant scholarly attention in organizational research, an understanding of its nomological network is incomplete. There have also been recurring discussions about its distinctions with another more extensively researched relational construct—leader–member exchange (LMX). In this meta-analysis, we expand Sluss and Ashforth’s (2007) typology, going beyond the influence of the supervisor, to systematically study the antecedents and consequences of RI and its comparison with LMX. Meta-analytic results based on 157 independent samples demonstrate that positive leader behaviors that span role-based and person-based identities (e.g., transformational leadership, supervisor humility) are important antecedents of subordinate-to-supervisor RI, with effects contingent on subordinates’ national culture (i.e., collectivism and power distance). Although less hypothesized, relational and organizational contexts as well as subordinate characteristics are also important antecedents of subordinate-to-supervisor RI. The results further show that RI relates to important subordinate behaviors and attitudes. Finally, we test how RI and LMX have differing effects across these important subordinate attitudes and behaviors. We conclude with suggestions to enhance our understanding of RI. (PsycInfo Database Record (c) 2024 APA, all rights reserved)"
]
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"fr" => "Management"
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]
"indexedAt" => "2024-11-21T22:21:43.000Z"
]
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}
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