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Gee, thanks: The emotional and structural forces that influence subordinates' upward gratitude expressions
Title
Gee, thanks: The emotional and structural forces that influence subordinates' upward gratitude expressions.
Creator
Sheridan, Sharon, Ambrose, Maureen, Crossley, Craig, Schminke, Marshall, Sivo, Stephen, University of Central Florida
Abstract / Description
Recently, relationship scholars have demonstrated the importance of expressions of gratitude in cultivating relational bonds and relational satisfaction between close friends and romantic partners. Although there is growing evidence that gratitude facilitates improved relationships, organizational scholars have largely ignored the importance of gratitude in the workplace. What little we know indicates that expressions of gratitude in organizations may be rare. Indeed, a recent national survey...
Show moreRecently, relationship scholars have demonstrated the importance of expressions of gratitude in cultivating relational bonds and relational satisfaction between close friends and romantic partners. Although there is growing evidence that gratitude facilitates improved relationships, organizational scholars have largely ignored the importance of gratitude in the workplace. What little we know indicates that expressions of gratitude in organizations may be rare. Indeed, a recent national survey revealed that 74% of the participants rarely, if ever, expressed gratitude to their supervisors (Kaplan, 2012). What might explain this apparent lack of gratitude?Research demonstrates that when individuals feel grateful for the generosity of a benefactor, they are motivated to acknowledge the benefactor's efforts and this typically manifests in a desire to express thanks or appreciation. Thus, in order to understand why subordinates may be unlikely to express gratitude towards their supervisors for benefits received, we must understand why they may not feel grateful in the first place. In this dissertation, I review the extant research on gratitude expressions and theorize about the factors that may influence subordinates' emotional reactions to benefits received from supervisors. Using a cognitive-emotion framework, I explain how subordinates' attributions can elicit divergent emotional responses that exert differential influences on upward expressions of gratitude and how supervisors' behavior influences these attributions. Across two studies, I find mixed support for my hypotheses.
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Date Issued
2017
Identifier
CFE0006658, ucf:51225
Format
Document (PDF)
PURL
http://purl.flvc.org/ucf/fd/CFE0006658
Driven to Dishonesty: The Effects of Commuting on Self-Regulatory Depletion and Unethical Behavior
Title
Driven to Dishonesty: The Effects of Commuting on Self-Regulatory Depletion and Unethical Behavior.
Creator
Griffith, Matthew, Folger, Robert, Taylor, Shannon, Crossley, Craig, Sivo, Stephen, University of Central Florida
Abstract / Description
Most people must commute to and from work each day, yet little research has examined this critical time between home and work and the potential spillover effects of commuting on employees' subsequent workplace behavior. Drawing on self-regulation theory and the commuting stress literature, I propose that stressful driving conditions on the way to work (e.g., bad weather, traffic congestion, long routes) can cause employees to subsequently behave unethically at work. Specifically, I suggest...
Show moreMost people must commute to and from work each day, yet little research has examined this critical time between home and work and the potential spillover effects of commuting on employees' subsequent workplace behavior. Drawing on self-regulation theory and the commuting stress literature, I propose that stressful driving conditions on the way to work (e.g., bad weather, traffic congestion, long routes) can cause employees to subsequently behave unethically at work. Specifically, I suggest this occurs through a depletion of self-regulation as resources are consumed while driving under stress and thus unavailable for deterring tempting, unethical behavior. I test this mediation model in two studies using an experimental-causal-chain design. In Study 1, using a sample of 204 participants recruited at a university, I manipulated commuting conditions in a driving simulator and measured self-regulatory depletion and dishonesty using behavioral tasks in the laboratory. In Study 2, using an online panel of 117 participants, I manipulated self-regulatory depletion and measured dishonesty using modified versions of the same behavioral tasks. Overall I find some support that driving(-)regardless of driving-induced stress level(-)depletes self-regulatory resources and that reduced self-regulation leads to a higher likelihood to engage in unethical behavior.
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Date Issued
2017
Identifier
CFE0006741, ucf:51845
Format
Document (PDF)
PURL
http://purl.flvc.org/ucf/fd/CFE0006741
Judged by the bottom-line but expected to lead ethically: A leader's catch 22
Title
Judged by the bottom-line but expected to lead ethically: A leader's catch 22.
Creator
Rice, Darryl, Folger, Robert, Taylor, Shannon, Crossley, Craig, Piccolo, Ronald, University of Central Florida
Abstract / Description
The goal of the presented research is to explain the importance of integrating the literatures on leader bottom-line mentality (BLM) and behavioral ethics and to demonstrate that leader BLM can adversely impact followers' perceptions of ethical leadership. By doing so, several contributions can be made. First, I identify an antecedent of ethical leadership. Predominantly, most ethical leadership research has focused on identifying its outcomes (Brown (&) Mitchell, 2010). Second, I will offer...
Show moreThe goal of the presented research is to explain the importance of integrating the literatures on leader bottom-line mentality (BLM) and behavioral ethics and to demonstrate that leader BLM can adversely impact followers' perceptions of ethical leadership. By doing so, several contributions can be made. First, I identify an antecedent of ethical leadership. Predominantly, most ethical leadership research has focused on identifying its outcomes (Brown (&) Mitchell, 2010). Second, I will offer new theoretical insights regarding the antecedents of ethical leadership. Past ethical leadership research has primarily relied on social exchange (Blau, 1964; Gouldner, 1960) and social cognitive (Bandura, 1977, 1986) theories, whereas I will draw on trait activation and cognitive stress theories to examine the relationship between BLM and ethical leadership. By integrating these two theories I will demonstrate Kerr's (1975) example of (")the folly of rewarding A, while hoping for B.(") Third, I will explain and demonstrate why follower BLM and leader stress perceptions are important boundary conditions regarding the primary relationship of interest and overall model. Comprehensively, I examine and demonstrate the potential of a backfiring effect that can be strengthened or weakened. This research aims to shed light on the often disregarded catch-22 leaders face in world that is increasingly concerned about bottom-line outcomes, while also demanding an immaculate standard of ethical behavior from leaders.
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Date Issued
2015
Identifier
CFE0005699, ucf:50131
Format
Document (PDF)
PURL
http://purl.flvc.org/ucf/fd/CFE0005699