Over the years, the management field has had many important contributors to its theoretical devel... more Over the years, the management field has had many important contributors to its theoretical development and practical application of its major concepts. As a relatively young academic discipline, w...
SummaryChallenging research that touts positive career outcomes for proactive individuals, this s... more SummaryChallenging research that touts positive career outcomes for proactive individuals, this study takes the organizational decision‐maker's perspective and draws on tournament theory to qualify and better understand the link between manager proactivity and subsequent promotion into the executive ranks. Results from three studies support a moderated mediation model wherein proactivity is associated with leader schema matching, which, in turn, enhances promotion and inhibits derailment. However, the positive effects of proactivity are nullified when managers also engage in unethical behavior, which operates as a boundary condition on the indirect relations between proactivity and subsequent job mobility. These findings help explain why some proactive managers are derailed rather than promoted into senior leadership.
Although ethical leadership is thought to motivate employees to refrain from deviant behaviors th... more Although ethical leadership is thought to motivate employees to refrain from deviant behaviors that are harmful to the organization and its members, scholars have also found considerable variability in the relationship between ethical leadership and deviant subordinate behaviors beyond this general or main effect. Integrating theory on ethical leadership and work engagement, we develop and test a model that also considers the role of employee-leader value similarity in understanding employee interpersonal and organizational deviance. In two field studies employing multi-wave samples of leader-subordinate dyads, we demonstrate that value similarity moderates the effects of ethical leadership on subordinate deviance and does so via engagement. Implications for ethical leadership, employee engagement, and deviance literature are discussed.
Over the years, the management field has had many important contributors to its theoretical devel... more Over the years, the management field has had many important contributors to its theoretical development and practical application of its major concepts. As a relatively young academic discipline, w...
SummaryChallenging research that touts positive career outcomes for proactive individuals, this s... more SummaryChallenging research that touts positive career outcomes for proactive individuals, this study takes the organizational decision‐maker's perspective and draws on tournament theory to qualify and better understand the link between manager proactivity and subsequent promotion into the executive ranks. Results from three studies support a moderated mediation model wherein proactivity is associated with leader schema matching, which, in turn, enhances promotion and inhibits derailment. However, the positive effects of proactivity are nullified when managers also engage in unethical behavior, which operates as a boundary condition on the indirect relations between proactivity and subsequent job mobility. These findings help explain why some proactive managers are derailed rather than promoted into senior leadership.
Although ethical leadership is thought to motivate employees to refrain from deviant behaviors th... more Although ethical leadership is thought to motivate employees to refrain from deviant behaviors that are harmful to the organization and its members, scholars have also found considerable variability in the relationship between ethical leadership and deviant subordinate behaviors beyond this general or main effect. Integrating theory on ethical leadership and work engagement, we develop and test a model that also considers the role of employee-leader value similarity in understanding employee interpersonal and organizational deviance. In two field studies employing multi-wave samples of leader-subordinate dyads, we demonstrate that value similarity moderates the effects of ethical leadership on subordinate deviance and does so via engagement. Implications for ethical leadership, employee engagement, and deviance literature are discussed.
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Papers by Craig Crossley