Loading...
3 results
Search Results
Now showing 1 - 3 of 3
- The optimism-pessimism ratio as predictor of employee creativity: the promise of dualityPublication . Rego, Arménio; Cunha, Miguel Pina e; Júnior, Dálcio Reis; Anastácio, Cátia; Savagnago, MorielPurpose: The purpose of this paper is to study if the employees’ optimism-pessimism ratio predicts their creativity. Design/methodology/approach: In total, 134 employees reported their optimism and pessimism, and the respective supervisors described the employees’ creativity. Findings: The relationship between the optimism-pessimism ratio and creativity is curvilinear (inverted U-shaped); beyond a certain level of the optimism-pessimism ratio, the positive relationship between the ratio and creativity weakens, suggesting that the possible positive effects of (high) optimism may be weakened by a very low level of pessimism. Research limitations/implications: Being cross-sectional, the study examines neither the causal links between the optimism-pessimism ratio and creativity nor other plausible causal links. The study was carried out at a single moment and did not capture the dynamics that occur over the course of time involving changes in optimism/pessimism and creativity. Future studies may adopt longitudinal or quasi-experimental designs. Practical implications: Managers and organizations must consider that, even though positivity promotes creativity, some level of negativity may help positivity to produce creativity. Originality/value: This study suggests that scholars who want to study the antecedents of creativity (and innovation) must be cautious in focusing only on the positive or the negative sides of individuals’ characteristics, and rather they must explore the interplay between both poles. Individuals may experience both positive and negative states/traits (Smith et al., 2016), and this both/and approach may impel them to think divergently, to challenge the status quo and to propose “out the box” and useful ideas.
- Brazilian managers’ ageism: a multiplex perspectivePublication . Rego, Arménio; Vitória, Andreia; Tupinamba, Antonio C. R.; Reis Júnior, Dálcio; Reis, Dalcio; Cunha, Miguel Pina e; Lourenço-Gil, RuiPurpose: The purpose of this paper is to explore the Brazilian managers’ attitudes toward older workers, and how those attitudes explain HRM decisions in hypothetical scenarios. Design/methodology/approach: Brazilian managers (n=201) reported their attitudes toward older workers and their decisions in scenarios involving an older vs a younger applicant/worker. Findings: In spite of expressing positive attitudes toward older workers, a significant number of managers chose a younger one even when the older worker is described as more productive. To build a better understanding of how attitudes predict decisions, it is necessary to identify attitudinal profiles and the interplay between attitudinal dimensions, rather than simply studying each dimension separately. Attitudinal profiling also shows that some managers discriminate against younger workers, a finding, that is, ignored when (only) regressions are taken into account. The managers’ attitudes and behavioral intentions relate with their age. Evidence does not support the double jeopardy effect against older women workers. Research limitations/implications: The sample is small. The scenarios cover a reduced number of HRM decisions. The data about attitudes and decisions were collected simultaneously from a single source. The findings may be influenced by idiosyncrasies of the context. Future studies should also consider real situations, not hypothetical ones. Practical implications: Efforts must be made (e.g. via training and development) to raise managers’ awareness about the consequences of ageism in organizations. Originality/value: Empirical studies about managers’ perceptions/attitudes toward older workers are scarce. Studies in the Brazilian context are even scarcer.
- Leader-expressed humility predicting team psychological safety: a personality dynamics lensPublication . Rego, Arménio; Melo, Ana Isabel; Bluhm, Dustin J.; Cunha, Miguel Pina e; Júnior, Dálcio ReisIn an application of the personality dynamics framework, we advance understanding on the relationship between baseline leader humility and team psychological safety by exploring the roles of humility variability and attractor strength. Specifically, we examine how the (in)consistency (i.e., variability) of leader-expressed humility across team members operates as a boundary condition in the relationship between leader-expressed humility and team psychological safety. We also explore how the agreement between leader self-reported humility and leader-expressed humility (i.e., self-other agreement, SOA) operates as an attractor to predict such a consistency. We test the hypothesized model through a sample of 85 teams, rated by 354 team members. The findings suggest that consistency reinforces, while inconsistency weakens, the effect of leaderexpressed humility on team psychological safety. The findings also reveal that SOA relates to the consistency of leaderexpressed humility, depending on the level at which the (dis)agreement occurs. We conclude that to better understand the outcomes of humble leadership, it is necessary to take into account not only the baseline of humility expressed by the leader (as most studies do), but also his/her humility variability and the strength of the attractor.