Browsing by Author "Porter, Christopher"

Now showing 1 - 4 of 4
  • Thumbnail Image
    Item
    Examining the Relationship Between Callings and Employee Well-being
    (2022-05) Lukjan, Kristyn; Andel, Stephanie; Stockdale, Peggy; Porter, Christopher
    Although the occupational callings literature has largely focused on positive outcomes of living a calling, there are some emerging findings that suggest that callings may have a “negative” side as well. Drawing upon past studies within the callings literature, as well as upon theoretical perspectives such as self-regulation theory, identity theory, and the Effort-Recovery model, I tested a theoretical model to examine psychological detachment as a mechanism that accounts for the relationship between living a calling (also referred to as one’s calling intensity) and two well-being outcomes: sleep quality and burnout. Further, I built on previous work in the callings literature by examining the moderating impact of two individual differences (trait mindfulness, perfectionism) on the relationship between calling intensity and psychological detachment. Study hypotheses were tested using a two-wave study design with 358 emergency medical professionals. Results revealed that for called emergency medical professionals, trait mindfulness strengthened the negative relationship between calling intensity and psychological detachment, which had downstream negative effects on sleep quality. In addition, one facet of perfectionism, namely perfectionistic strivings, exacerbated the negative indirect effect of calling intensity on sleep quality via psychological detachment. Ultimately, this study contributed to the occupational callings literature by examining the impact of differential levels of trait mindfulness and perfectionism on employee well-being. Implications for enhancing employee well-being are discussed.
  • Thumbnail Image
    Item
    Interaction Effect of Manager's Implicit Person Theory and Perceived Performance Management Purpose on their Commitment to Performance Management
    (2016-07-29) Wang, Erzhuo; Williams, Jane R.; Ashburn-Nardo, Leslie; Porter, Christopher; Grahame, Nicholas J.
    There has been a growing literature regarding how subordinates’ reaction potentially impacts the performance management effectiveness. However, managers’ reaction to performance management has been largely overlooked. To address this research gap, the major purpose of the current study was two-fold. First, the present study proposed a three-component commitment model to conceptualize managers’ perception toward performance management. Second, by employing self-determination theory, the current study examined how managers’ implicit person theory and the perceived performance management purpose interactively shaped their commitment pattern towards performance management. Confirmatory factor analysis supported the hypothesized factor structure of performance management commitment. Further, managers’ incrementalism was a significant and negative predictor of continuous commitment to performance management. Lastly, the moderate effect of perceived purpose of performance management in the relationship between managers’ IPT and affective commitment to performance management was supported. Theoretical contribution, study limitations as well as further research directions were discussed.
  • Thumbnail Image
    Item
    A Multi-Level, Cross-Level Examination of Leader and Team Member Outcomes of Leader-Leader Exchange Differentiation
    (2016-08) Riggs, Brandon S.; Porter, Christopher; Williams, Jane R.; Ashburn-Nardo, Leslie; Grahame, Nicholas J.
    Scholars have repeatedly demonstrated the positive benefits of high-quality leader-member exchange (LMX) for employees and organizations alike. Although some research has examined outcomes of differentiation of LMX relationships within teams, there is scant research into the way in which the combination of LMX and LMX differentiation (LMX-D) interact at the leader-level in the workplace hierarchy and the trickle-down effects these leader relationships have on subordinates. Moreover, no research has examined the potential buffering effect that subordinate team LMX may have on leaders who are experiencing the desire to withdraw from the organization as a result of the combination of their leader-leader exchange (LLX) relationships and the LLX differentiation (LLX-D) they perceive on their own leader teams. Thus, the present study sought to combine LMX and multilevel leadership theories to examine the effects of these leader-level exchange relationships on turnover intentions (TOI) for both individuals in leader-member dyads. Results suggested stronger negative relationships between LLX and TOI for both leaders and members when LLX-D is lower. However, examining this relationship at the leader-level when accounting for subordinate team LMX mean suggests that high-quality LMX relationships with the team members supervised by the leader attenuates the negative relationship between LLX and leader TOI. Theoretical and practical contributions are discussed, including the importance of the relationship of LLX, LLX-D, and team LMX mean on employee attitudes at multiple organizational levels.
  • Thumbnail Image
    Item
    Practice Makes Perfect: The Rest of the Story in Testicular Cancer as a Model Curable Neoplasm
    (American Society of Clinical Oncology, 2017-11-01) Tandstad, Torgrim; Kollmannsberger, Christian K.; Roth, Bruce J.; Jeldres, Claudio; Gillessen, Silke; Fizazi, Karim; Daneshmand, Siamak; Lowrance, William T.; Hanna, Nasser H.; Albany, Costantine; Foster, Richard; Cedermark, Gabriella Cohn; Feldman, Darren R.; Powles, Thomas; Lewis, Mark A.; Grimison, Peter Scott; Bank, Douglas; Porter, Christopher; Albers, Peter; De Santis, Maria; Srinivas, Sandy; Bosl, George J.; Nichols, Craig R.; Medicine, School of Medicine