Browsing by Author "Mistry, Sal"
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Item Managing Your Boss (MYB) as a proactive followership behavior: Construct validation and theory development(Personnel Psychology, 2022-12-05) Gajendran, Ravi S.; Mistry, Sal; Tangirala, SubrahmaniamEmployees can be proactive in establishing good working relationships with their managers to enhance their own effectiveness. We propose that an important way that they can do so is by engaging in behaviors we refer to as “Managing Your Boss” (MYB) that involve employees taking the initiative to understand their managers’ goals, needs, and working styles and adapt their job priorities and actions accordingly. We integrate theories on proactivity and followership to lay the conceptual foundation for the study of MYB. We underscore the conceptual distinctiveness of MYB from related constructs. Moreover, we propose that MYB can help employees improve their performance by enabling them to develop high quality leader-member exchanges (LMX) and argue that these effects are amplified in unstructured work environments where jobs are not standardized or when managers fail to provide adequate task structure. Using 1313 working adults across a set of four studies and seven samples, we develop a validated measure of MYB, establish its nomological network, and demonstrate support for key elements of our theoretical model. We discuss the implications of our findings for research and practice.Item Take it from the Top: How Intensity of TMT Joint Problem Solving and Levels of Interdependence Influence Quality of Strategy Implementation Coordination and Firm Performance(Journal of Management Studies, 2022-05-18) Mistry, Sal; Kirkman, Bradley L.; Hitt, Michael A.; Barrick, Murray R.Despite the belief that strategy implementation begins at the very top of a firm, there remains an inadequate understanding about top management teams' (TMTs) involvement in the strategy implementation process. Building upon and extending strategic leadership theory, we develop and empirically test a theoretical model of the interactive effects of the intensity of TMT joint problem solving and level of TMT interdependence on quality of TMT strategy implementation coordination and firm performance. Using data collected from TMTs in 83 firms, our results show that the: intensity of TMT joint problem solving is positively related to quality of TMT strategy implementation coordination; interaction between the intensity of TMT joint problem solving and the level of TMT interdependence attenuates the positive influence of each on quality of TMT strategy implementation coordination, demonstrating a substitution effect; and, quality of TMT strategy implementation coordination mediates the relationship between the interaction and firm performance.Item Too many teams? Examining the impact of multiple team memberships and permanent team identification on employees’ identity strain, cognitive depletion, and turnover(Personnel Psychology, 2022-04-23) Mistry, Sal; Kirkman, Bradley L.; Moore, Ozias A.; Hanna, Andrew A.; Rapp, Tammy L.As the prevalence of multiple team membership (MTM) arrangements continues to grow, researchers have argued that shifting between teams and work roles induces MTM identity strain and other harmful outcomes. Drawing from work role transitions research on role identity and integrating it with social identity theory, we investigate this line of reasoning by conducting two studies, one field and one online panel study, focusing on blended MTMs, in which employees are concurrently assigned to a permanent team and several temporary project teams. Specifically, we examine the theoretical mechanisms explaining a positive relationship between number of temporary teams and turnover decisions. In Study 1, we surprisingly found that number of temporary teams negatively related to turnover decisions through MTM identity strain with permanent team identification strengthening this effect. In contrast, in Study 2, we found support for the hypothesized relationships: number of teams indirectly positively related to turnover intentions, mediated by MTM identity strain and cognitive depletion, and permanent team identification weakened the indirect effect. We provide explanations for these mixed findings and suggest theoretical and practical implications for MTM research.