Are Workplace Friendships a Mixed Blessing? Exploring Tradeoffs of Multiplex Relationships and their Associations with Job Performance

2015 ◽  
Vol 69 (2) ◽  
pp. 311-355 ◽  
Author(s):  
Jessica R. Methot ◽  
Jeffery A. Lepine ◽  
Nathan P. Podsakoff ◽  
Jessica Siegel Christian
Keyword(s):  
Job Performance ◽  
Workplace Friendships ◽  
Mixed Blessing ◽  
Multiplex Relationships

Both a curse and a blessing? A social cognitive approach to the paradoxical effects of leader narcissism

2021 ◽  
pp. 001872672110159
Author(s):  
Xin Liu ◽  
Xiaoming Zheng ◽  
Ning Li ◽  
Yu Yu ◽  
Peter D Harms ◽  
...  
Keyword(s):  
Job Performance ◽  
Social Cognitive ◽  
Leader Effectiveness ◽  
Leadership Perceptions ◽  
Collective Leadership ◽  
Cognitive Approach ◽  
Paradoxical Effects ◽  
Mixed Blessing ◽  
Necessary Evil ◽  
Organizational Literature

Narcissism is widely considered to be a trait that is commonly found in leaders, but also a characteristic that is frequently a source of problems for their organizations. However, there is accumulating consensus in the organizational literature that, rather than a necessary evil, narcissism can potentially be a mixed blessing for leaders. The present study sets out to reconcile the paradoxical effects of leader narcissism by exploring when and how leader narcissism hampers or helps follower job performance. Utilizing a social cognitive approach to leadership and drawing upon the inferential model of leadership perceptions, we propose that leader effectiveness can shape followers’ dual collective leadership perceptions in response to leader narcissism and that these shared perceptions in turn influence follower job performance in opposing manners. The results of multi-wave, multi-source, and multilevel data showed that when leader narcissism was accompanied by low levels of leader effectiveness, followers collectively tended to perceive their leaders as being more narcissistic. However, when leader narcissism was accompanied by high levels of leader effectiveness, followers collectively tended to perceive their leaders as more charismatic. Followers’ dual collective leadership perceptions then mediated the joint effects of leader narcissism and leader effectiveness on follower job performance.

Clinical Update: Functional Capacity Evaluations—An Update

1999 ◽  
Vol 4 (5) ◽  
pp. 4-7 ◽  
Author(s):  
Laura Welch
Keyword(s):  
Job Performance ◽  
Functional Capacity ◽  
Injury Risk ◽  
Disability Evaluation ◽  
Time Period ◽  
Submaximal Effort ◽  
Lack Of Sleep ◽  
Overall Performance ◽  
Time Required ◽  
Specific Limitation

Abstract Functional capacity evaluations (FCEs) have become an important component of disability evaluation during the past 10 years to assess an individual's ability to perform the essential or specific functions of a job, both preplacement and during rehabilitation. Evaluating both job performance and physical ability is a complex assessment, and some practitioners are not yet certain that an FCE can achieve these goals. An FCE is useful only if it predicts job performance, and factors that should be assessed include overall performance; consistency of performance across similar areas of the FCE; consistency between observed behaviors during the FCE and limitations or abilities reported by the worker; objective changes (eg, blood pressure and pulse) that are appropriate relative to performance; external factors (illness, lack of sleep, or medication); and a coefficient of variation that can be measured and assessed. FCEs can identify specific movement patterns or weaknesses; measure improvement during rehabilitation; identify a specific limitation that is amenable to accommodation; and identify a worker who appears to be providing a submaximal effort. FCEs are less reliable at predicting injury risk; they cannot tell us much about endurance over a time period longer than the time required for the FCE; and the FCE may measure simple muscular functions when the job requires more complex ones.

Combo Vaccines Are Mixed Blessing

2008 ◽  
Vol 42 (7) ◽  
pp. 1-8
Author(s):  
MIRIAM E. TUCKER
Keyword(s):  
Mixed Blessing

Daily Fluctuations in Work Engagement

2014 ◽  
Vol 19 (4) ◽  
pp. 227-236 ◽  
Author(s):  
Arnold B. Bakker
Keyword(s):  
Job Performance ◽  
Work Engagement ◽  
Research Evidence ◽  
Organizational Outcomes ◽  
Reciprocal Relationship ◽  
Proactive Behavior ◽  
Negative Events ◽  
Daily Work ◽  
Work Pressure ◽  
Diary Research

This article presents an overview of the literature on daily fluctuations in work engagement. Daily work engagement is a state of vigor, dedication, and absorption that is predictive of important organizational outcomes, including job performance. After briefly discussing enduring work engagement, the advantages of diary research are discussed, as well as the concept and measurement of daily work engagement. The research evidence shows that fluctuations in work engagement are a function of the changes in daily job and personal resources. Particularly on the days that employees have access to many resources, they are able to cope well with their daily job demands (e.g., work pressure, negative events), and likely interpret these demands as challenges. Furthermore, the literature review shows that on the days employees have sufficient levels of job control, they proactively try to optimize their work environment in order to stay engaged. This proactive behavior is called job crafting and predicts momentary and daily work engagement. An important additional finding is that daily engagement has a reciprocal relationship with daily recovery. On the days employees recover well, they feel more engaged; and engagement during the day is predictive of subsequent recovery. Finding the daily balance between engagement while at work and detachment while at home seems the key to enduring work engagement.

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