Different respect motivates different people: How self-esteem moderates the effects of respect on performance

The influence of self-esteem on interpersonal and competence evaluations: electrophysiological evidence from an ERP study

Using event-related potentials, this study examined how self-esteem affects neural responses to competence (interpersonal) feedback when the need for relatedness (competence) is thwarted or met. Participants with low and high self-esteem acted as advisors who selected one of two options for a putative advisee. Subsequently, they passively observed the advisee, accepted, or rejected their advice (i.e. interpersonal feedback) and received correct or incorrect outcomes (i.e. competence feedback). When interpersonal feedback was followed by competence feedback, high self-esteem participants showed a smaller P3 following incorrect than correct outcomes, irrespective of whether the advice had been accepted or rejected. However, low self-esteem participants showed this P3 effect only when the advice was rejected, and the P3 difference disappeared when the advice was accepted. When competence feedback was followed by interpersonal feedback, both low self-esteem and high self-esteem individuals showed a larger P2 for rejection than for acceptance and a larger late potential component for incorrect than correct outcomes. These findings suggest that when interpersonal feedback is followed by competence feedback, low self-esteem and high self-esteem individuals have a desire for self-positivity. When competence feedback is followed by interpersonal feedback, they may have motives for self-change. Our findings shed light on the motivational mechanisms for self-esteem and feedback.

How does perceived respect affect innovative behavior? The role of thriving at work and spiritual leadership

Many enterprises use innovation to deal with the rapidly changing business environment and gain market competitiveness. How to internally motivate employees, especially the new generation of employees (e.g., employees born after 1980), to take initiative to innovate is receiving great interest from both academic and practical perspectives. Based on the broaden-and-build theory, this study presents a moderated mediation model of the impact of perceived respect on innovative behavior. SPSS and Mplus were used to analyze the data from 506 leader–employee pairs. The results show that perceived respect had a significant positive influence on innovative behavior through the effect of thriving at work, and the moderating effect of spiritual leadership was significant. When the effect of spiritual leadership was strong, the effect of perceived respect on innovative behavior through the effect of thriving at work was enhanced. This study reveals the dynamic mechanisms of improving employees’ innovative behavior, providing theoretical and practical ideas for promoting enterprises’ sustainable and innovative development.

An experimental study of triggers and needs of threats in critical adversity situations in a student sample

Emergency teams facing critical adversity situations (CAS) often feel questioned in their professional roles as conscientious rescuers, leading to feelings of threats as a kind of stress experience. According to the stress-as-offence-to-self theory, perceptions of insufficiency and disrespect trigger threats by frustrating underlying needs. In this study, we explored threats in the context of a CAS by investigating the activation of threat triggers during the action and postaction phases of teamwork, and evaluating the mediating role of needs. In a multitask experiment, student teams (N = 60 dyads) experienced a controllable mission (non-CAS), followed by a CAS mission in a computer simulation task. After the CAS, teams received negative feedback (situation-nonspecific feedback; situation-specific feedback; no feedback). We measured threats, the activation of insufficiency and disrespect triggers, and the frustration of needs. While insufficiency triggers were activated in the CAS but not in the non-CAS, disrespect triggers were activated by situation-nonspecific and situation-specific feedback but not by no feedback. Furthermore, the results of mediation models indicated the presence of the postulated need-based mechanism between triggers and threats. Our study highlights that the action and postaction phases of a CAS pose a variety of risks for experiencing threats. As individuals cope with these risks, needs are important mediators.

Shadow of Your Former Self: Exploring Project Leaders’ Post-Failure Behaviors (Resilience, Self-Esteem and Self-Efficacy) in High-Tech Startup Projects

Globally, demands for sustainable strategies in the ICT industry have attracted greater momentum as high-tech projects continue to fail in large numbers. Recent studies have underpinned project resilience as a major factor for overcoming these increasing project failures, delays, or termination. However, the complex behaviors of resilient project leaders, especially in post-failure conditions, have been largely overlooked. To address this critical research gap, the present study identifies the direct relationships between three potential behavioral traits of project leaders (i.e., resilience, self-esteem, and self-efficacy) and examines how they move forward beyond project failures. The present study also explored whether self-esteem mediates project leaders’ resilience and self-efficacy. Drawing on data from 232 project leaders in Pakistan’s high-tech start-ups, the new findings suggest that there are significant positive effects of project leaders’ resilience and self-esteem on their self-efficacy, and that project leaders’ resilience and self-efficacy is significantly mediated by their self-esteem. As the project resilience theory gains traction, the present study findings have pinpointed major steps for meeting project challenges ahead of time, allowing leaders and teams to learn from failures, and also for improving organisations’ ability to implement successful and sustainable high-tech projects especially in emerging economies.

Grover S, Eckloff T. Proactivity at Work

Abstract. We propose that two aspects of leadership, perceived respectful leadership and the degree of leaders’ prototypicality, positively affect employee proactivity. A multisource and multilevel field study of 234 employees supervised by 62 leaders shows that respectful leadership relates positively to employee proactivity in terms of personal initiative and that leader group prototypicality diminishes this effect. Moreover, perceived respectful leadership and prototypicality substitute for one another in their relation to follower proactivity. This study contributes to previous research that shows leader–follower relationships enhance proactivity by showing the impact of perceived respectful leadership and leader group prototypicality.