1932

Abstract

Although a great deal of effort in tasks, projects, and jobs is fueled by our interactions and relationships, psychologists have often overlooked the social forces that shape work motivation. In this review, we examine new developments in research on the interpersonal dynamics that enable and constrain proactivity, persistence, performance, and productivity. The first section examines the impact of competition on work motivation, including the roles of rivalries, favorite versus underdog expectations, and status strivings. The second section focuses on when and how prosocial motivation can drive people to work harder, smarter, safer, and more collaboratively, as well as on the antecedents and collective consequences of this desire to benefit others. The third section centers on motivation in collaborations, emphasizing contagion, social proximity, friendship, and the motivation to lead. Together, these literatures suggest that although rivalries and friendships are double-edged swords, the twin goals to compete and contribute can be harnessed constructively.

Loading

Article metrics loading...

/content/journals/10.1146/annurev-psych-060321-033406
2022-01-04
2024-10-05
Loading full text...

Full text loading...

/deliver/fulltext/psych/73/1/annurev-psych-060321-033406.html?itemId=/content/journals/10.1146/annurev-psych-060321-033406&mimeType=html&fmt=ahah

Literature Cited

  1. Adams D. 1995. The Restaurant at the End of the Universe New York: Del Rey
    [Google Scholar]
  2. Allan BA, Duffy RD, Collisson B. 2018. Helping others increases meaningful work: evidence from three experiments. J. Couns. Psychol. 65:155–65
    [Google Scholar]
  3. Amanatullah ET, Morris MW, Curhan JR. 2008. Negotiators who give too much: unmitigated communion, relational anxieties, and economic costs in distributive and integrative bargaining. J. Pers. Soc. Psychol. 95:723–38
    [Google Scholar]
  4. Anderson C, Sharps DL, Soto CJ, John OP 2020. People with disagreeable personalities (selfish, combative, and manipulative) do not have an advantage in pursuing power at work. PNAS 117:22780–86
    [Google Scholar]
  5. Anik L, Aknin LB, Norton MI, Dunn EW, Quoidbach J. 2013. Prosocial bonuses increase employee satisfaction and team performance. PLOS ONE 8:e75509
    [Google Scholar]
  6. Ariely D, Bracha A, Meier S. 2009. Doing good or doing well? Image motivation and monetary incentives in behaving prosocially. Am. Econ. Rev. 99:544–55
    [Google Scholar]
  7. Ashraf N, Bandiera O, Jack BK. 2012. No margin, no mission? A field experiment on incentives for pro-social tasks Discuss. Pap. 8834 Cent. Econ. Policy Res. London:
    [Google Scholar]
  8. Babcock L, Recalde MP, Vesterlund L, Weingart L. 2017. Gender differences in accepting and receiving requests for tasks with low promotability. Am. Econ. Rev. 107:714–47
    [Google Scholar]
  9. Badura KL, Grijalva E, Galvin BM, Owens BP, Joseph DL. 2020. Motivation to lead: a meta-analysis and distal-proximal model of motivation and leadership. J. Appl. Psychol. 105:331–54
    [Google Scholar]
  10. Baker WE, Bulkley N. 2014. Paying it forward versus rewarding reputation: mechanisms of generalized reciprocity. Organ. Sci. 25:1493–510
    [Google Scholar]
  11. Bandiera O, Barankay I, Rasul I. 2010. Social incentives in the workplace. Rev. Econ. Stud. 77:417–58
    [Google Scholar]
  12. Barankay I. 2012. Rank incentives: evidence from a randomized workplace experiment Work. Pap., Univ. Penn Philadelphia:
    [Google Scholar]
  13. Baron JN. 2013. Empathy wages? Gratitude and gift exchange in employment relationships. Res. Organ. Behav. 33:113–34
    [Google Scholar]
  14. Barrick MR, Stewart GL, Piotrowski M. 2002. Personality and job performance: test of the mediating effects of motivation among sales representatives. J. Appl. Psychol. 87:43–51
    [Google Scholar]
  15. Barsade SG. 2002. The ripple effect: emotional contagion and its influence on group behavior. Adm. Sci. Q. 47:644–75
    [Google Scholar]
  16. Bellé N. 2012. Experimental evidence on the relationship between public service motivation and job performance. Public Adm. Rev. 73:143–53
    [Google Scholar]
  17. Bendersky C, Shah NP. 2012. The cost of status enhancement: performance effects of individuals' status mobility in task groups. Organ. Sci. 23:308–22
    [Google Scholar]
  18. Bergeron DM, Shipp AJ, Rosen B, First SA. 2013. Organizational citizenship behavior and career outcomes: the cost of being a good citizen. J. Manag. 39:958–84
    [Google Scholar]
  19. Bloom N, Liang J, Roberts J, Ying ZJ. 2015. Does working from home work? Evidence from a Chinese experiment. Q. J. Econ. 130:165–218
    [Google Scholar]
  20. Bothner MS, Kim Y-K, Smith EB. 2012. How does status affect performance? Status as an asset versus status as a liability in the PGA and NASCAR. Organ. Sci 23:416–33
    [Google Scholar]
  21. Brooks AW, Huang K, Abi-Esber N, Buell RW, Huang L, Hall B. 2019. Mitigating malicious envy: why successful individuals should reveal their failures. J. Exp. Psychol. Gen. 148:667–87
    [Google Scholar]
  22. Buyl T, Boone C, Wade JB. 2019. CEO narcissism, risk-taking, and resilience: an empirical analysis in U.S. commercial banks. J. Manag. 45:1372–400
    [Google Scholar]
  23. Campos-Mercade P, Meier A, Schneider F, Wengström E 2020. Prosociality predicts health behaviors during the COVID-19 pandemic Work. Pap. 346 Univ. Zurich Zurich:
    [Google Scholar]
  24. Carton AM, Murphy C, Clark JR. 2014. A (blurry) vision of the future: how leader rhetoric about ultimate goals influences performance. Acad. Manag. J. 57:1544–70
    [Google Scholar]
  25. Černe M, Nerstad CGL, Dysvik A, Škerlavaj M. 2014. What goes around comes around: knowledge hiding, perceived motivational climate, and creativity. Acad. Manag. J. 57:172–92
    [Google Scholar]
  26. Chambers CR, Baker WE. 2020. Robust systems of cooperation in the presence of rankings: how displaying prosocial contributions can offset the disruptive effects of performance rankings. Organ. Sci. 31:287–307
    [Google Scholar]
  27. Chan KY, Drasgow F. 2001. Toward a theory of individual differences and leadership: understanding the motivation to lead. J. Appl. Psychol. 86:481–98
    [Google Scholar]
  28. Chancellor J, Margolis S, Jacobs Bao K, Lyubomirsky S 2018. Everyday prosociality in the workplace: the reinforcing benefits of giving, getting, and glimpsing. Emotion 18:507–17
    [Google Scholar]
  29. Chatterjee A, Hambrick DC. 2007. It's all about me: narcissistic chief executive officers and their effects on company strategy and performance. Adm. Sci. Q. 52:351–86
    [Google Scholar]
  30. Chatterjee A, Hambrick DC. 2011. Executive personality, capability cues, and risk taking: how narcissistic CEOs react to their successes and stumbles. Adm. Sci. Q. 56:202–37
    [Google Scholar]
  31. Chen G, Crossland C, Huang S. 2019. That could have been me: director deaths, CEO mortality salience, and corporate prosocial behavior. Manag. Sci. 66:3142–61
    [Google Scholar]
  32. Clarke S. 2013. Safety leadership: a meta-analytic review of transformational and transactional leadership styles as antecedents of safety behaviours. J. Occup. Organ. Psychol. 86:22–49
    [Google Scholar]
  33. Connelly CE, Černe M, Dysvik A, Škerlavaj M. 2019. Understanding knowledge hiding in organizations. J. Organ. Behav. 40:779–82
    [Google Scholar]
  34. Côté S, DeCelles KA, McCarthy JM, Van Kleef GA, Hideg I. 2011. The Jekyll and Hyde of emotional intelligence: Emotion-regulation knowledge facilitates prosocial and interpersonally deviant behavior. Psychol. Sci. 22:1073–80
    [Google Scholar]
  35. Cragun O, Olsen K, Wright PMW. 2020. Making CEO narcissism research great: a review and meta-analysis of CEO narcissism. J. Manag. 46:908–36
    [Google Scholar]
  36. De Dreu CKW, Nauta A. 2009. Self-interest and other-orientation in organizational behavior: implications for job performance, prosocial behavior, and personal initiative. J. Appl. Psychol. 94:913–26
    [Google Scholar]
  37. DeCelles KA, DeRue DS, Margolis JD, Ceranic TL. 2012. Does power corrupt or enable? When and why power facilitates self-interested behavior. J. Appl. Psychol. 97:681–89
    [Google Scholar]
  38. DeRue DS, Ashford SJ. 2010. Who will lead and who will follow? A social process of leadership identity construction in organizations. Acad. Manag. Rev. 35:627–47
    [Google Scholar]
  39. Diebels KJ, Leary MR, Chon D. 2018. Individual differences in selfishness as a major dimension of personality: a reinterpretation of the sixth personality factor. Rev. Gen. Psychol. 22:367–76
    [Google Scholar]
  40. Dimmock SG, Gerken WC, Graham NP. 2018. Is fraud contagious? Coworker influence on misconduct by financial advisors. J. Finance 73:1417–50
    [Google Scholar]
  41. Duffy MK, Scott KL, Shaw JD, Tepper BJ, Aquino K. 2012. A social context model of envy and social undermining. Acad. Manag. J. 55:643–66
    [Google Scholar]
  42. Dunlop PD, Lee K. 2004. Workplace deviance, organizational citizenship behavior, and business unit performance: The bad apples do spoil the whole barrel. J. Organ. Behav. 25:67–80
    [Google Scholar]
  43. Dutton JE, Duncan RB. 1987. The creation of momentum for change through the process of strategic issue diagnosis. Strateg. Manag. J. 8:279–95
    [Google Scholar]
  44. Dvir T, Eden D, Avolio BJ, Shamir B. 2002. Impact of transformational leadership on follower development and performance: a field experiment. Acad. Manag. J. 45:735–44
    [Google Scholar]
  45. Feldman DC. 1999. Toxic mentors or toxic proteges? A critical re-examination of dysfunctional mentoring. Hum. Resour. Manag. Rev. 9:247–78
    [Google Scholar]
  46. Flynn FJ. 2003. How much should I give and how often? The effects of generosity and frequency of favor exchange on social status and productivity. Acad. Manag. J. 46:539–53
    [Google Scholar]
  47. Flynn FJ, Amanatullah ET. 2012. Psyched up or psyched out? The influence of coactor status on individual performance. Organ. Sci. 23:402–15
    [Google Scholar]
  48. Flynn FJ, Reagans RE, Amanatullah ET, Ames DR. 2006. Helping one's way to the top: Self-monitors achieve status by helping others and knowing who helps whom. J. Pers. Soc. Psychol. 91:1123–37
    [Google Scholar]
  49. Gajendran RS, Harrison DA. 2007. The good, the bad, and the unknown about telecommuting: meta-analysis of psychological mediators and individual consequences. J. Appl. Psychol. 92:1524–41
    [Google Scholar]
  50. Garcia SM, Tor A. 2007. Rankings, standards and competition: task versus scale comparison. Organ. Behav. Hum. Decis. Process. 102:95–108
    [Google Scholar]
  51. Garcia SM, Tor A. 2009. The N-effect: more competitors, less competition. Psychol. Sci. 20:871–77
    [Google Scholar]
  52. Grant AM. 2008a. Does intrinsic motivation fuel the prosocial fire? Motivational synergy in predicting persistence, performance, and productivity. J. Appl. Psychol. 93:48–58
    [Google Scholar]
  53. Grant AM. 2008b. Employees without a cause: the motivational effects of prosocial impact in public service. Int. Public Manag. J. 11:48–66
    [Google Scholar]
  54. Grant AM. 2008c. The significance of task significance: job performance effects, relational mechanisms, and boundary conditions. J. Appl. Psychol. 93:108–24
    [Google Scholar]
  55. Grant AM. 2012. Leading with meaning: beneficiary contact, prosocial impact, and the performance effects of transformational leadership. Acad. Manag. J. 55:458–76
    [Google Scholar]
  56. Grant AM. 2013. Give and Take: Why Helping Others Drive Our Success New York: Viking
    [Google Scholar]
  57. Grant AM, Berry JW. 2011. The necessity of others is the mother of invention: intrinsic and prosocial motivations, perspective taking, and creativity. Acad. Manag. J. 54:73–96
    [Google Scholar]
  58. Grant AM, Campbell EM, Chen G, Cottone K, Lapedis D, Lee K. 2007. Impact and the art of motivation maintenance: the effects of contact with beneficiaries on persistence behavior. Organ. Behav. Hum. Decis. Process. 103:53–67
    [Google Scholar]
  59. Grant AM, Gino F 2010. A little thanks goes a long way: explaining why gratitude expressions motivate prosocial behavior. J. Pers. Soc. Psychol. 98:946–55
    [Google Scholar]
  60. Grant AM, Hofmann DA. 2011a. It's not all about me: motivating hand hygiene among health care professionals by focusing on patients. Psychol. Sci. 22:1494–99
    [Google Scholar]
  61. Grant AM, Hofmann DA. 2011b. Outsourcing inspiration: the performance effects of ideological messages from leaders and beneficiaries. Organ. Behav. Hum. Decis. Process. 116:173–87
    [Google Scholar]
  62. Grant AM, Mayer DM. 2009. Good soldiers and good actors: prosocial and impression management motives as interactive predictors of affiliative citizenship behaviors. J. Appl. Psychol. 94:900–12
    [Google Scholar]
  63. Grant AM, Parker SK, Collins CG. 2009. Getting credit for proactive behavior: Supervisor reactions depend on what you value and how you feel. Pers. Psychol. 62:31–55
    [Google Scholar]
  64. Grant AM, Rothbard NP. 2013. When in doubt, seize the day? Security values, prosocial values, and proactivity under ambiguity. J. Appl. Psychol. 98:810–19
    [Google Scholar]
  65. Grant AM, Sumanth JJ. 2009. Mission possible? The performance of prosocially motivated employees depends on manager trustworthiness. J. Appl. Psychol. 94:927–44
    [Google Scholar]
  66. Grant AM, Wrzesniewski A. 2010. I won't let you down… or will I? Core self-evaluations, other-orientation, anticipated guilt and gratitude, and job performance. J. Appl. Psychol. 95:108–21
    [Google Scholar]
  67. Grijalva E, Harms PD, Newman DA, Gaddis BH, Fraley RC. 2015. Narcissism and leadership: a meta-analytic review of linear and nonlinear relationships. Pers. Psychol. 68:1–47
    [Google Scholar]
  68. Grijalva E, Maynes TD, Badura KL, Whiting SW. 2020. Examining the “I” in team: a longitudinal investigation of the influence of team narcissism composition on team outcomes in the NBA. Acad. Manag. J. 63:7–33
    [Google Scholar]
  69. Housman M, Minor D. 2016. Organizational design and space: the good, the bad, and the productive Work. Pap. 16-147 Harvard Bus. Sch., Harvard Univ. Cambridge, MA:
    [Google Scholar]
  70. Hu J, Liden RC. 2015. Making a difference in the teamwork: linking team prosocial motivation to team processes and effectiveness. Acad. Manag. J. 58:1102–27
    [Google Scholar]
  71. Hu J, Zhang Z, Jiang K, Chen W 2019. Getting ahead, getting along, and getting prosocial: examining extraversion facets, peer reactions, and leadership emergence. J. Appl. Psychol. 104:1369–86
    [Google Scholar]
  72. Jehn KA, Shah PP. 1997. Interpersonal relationships and task performance: an examination of mediation processes in friendship and acquaintance groups. J. Pers. Soc. Psychol. 72:775–90
    [Google Scholar]
  73. Johnson MD, Hollenbeck JR, Humphrey SE, Ilgen DR, Jundt D, Meyer CJ. 2006. Cutthroat cooperation: asymmetrical adaptation to changes in team reward structures. Acad. Manag. J. 49:103–19
    [Google Scholar]
  74. Jordan JJ, Yoeli E, Rand DG 2020. Don't get it or don't spread it? Comparing self-interested versus prosocial motivations for COVID19 prevention behaviors Work. Pap., Harvard Bus. Sch., Harvard Univ. Cambridge, MA:
    [Google Scholar]
  75. Judge TA, Piccolo RF. 2004. Transformational and transactional leadership: a meta-analytic test of their relative validity. J. Appl. Psychol. 89:755–68
    [Google Scholar]
  76. Jungert T, Van den Broeck A, Schreurs B, Osterman U. 2018. How colleagues can support each other's needs and motivation: an intervention on employee work motivation. Appl. Psychol. Int. Rev. 67:3–29
    [Google Scholar]
  77. Karau SJ, Williams KD. 1993. Social loafing: a meta-analytic review and theoretical integration. J. Pers. Soc. Psychol. 65:681–706
    [Google Scholar]
  78. Kesebir S, Lee SY, Elliot AJ, Pillutla MM. 2019. Lay beliefs about competition: scale development and gender differences. Motiv. Emot. 43:719–39
    [Google Scholar]
  79. Kilduff GJ. 2014. Driven to win: rivalry, motivation, and performance. Soc. Psychol. Pers. Sci. 5:944–52
    [Google Scholar]
  80. Kilduff GJ, Elfenbein HA, Staw BM. 2010. The psychology of rivalry: a relationally-dependent analysis of competition. Acad. Manag. J. 53:943–69
    [Google Scholar]
  81. Kilduff GJ, Galinsky AD, Gallo E, Reade JJ. 2016. Whatever it takes to win: Rivalry increases unethical behavior. Acad. Manag. J. 59:1508–34
    [Google Scholar]
  82. Kim E, Glomb TM. 2010. Get smarty pants: cognitive ability, personality, and victimization. J. Appl. Psychol. 95:889–901
    [Google Scholar]
  83. Klotz AC, Bolino MC. 2013. Citizenship and counterproductive work behavior: a moral licensing view. Acad. Manag. Rev. 38:292–306
    [Google Scholar]
  84. Knowlton K. 2021. Trailblazer mindsets and marginalized group members: when being underrepresented helps you help others PhD Thesis, Univ. Penn. Philadelphia:
    [Google Scholar]
  85. Korsgaard MA, Meglino BM, Lester SW. 1997. Beyond helping: Do other-oriented values have broader implications in organizations?. J. Appl. Psychol. 82:160–77
    [Google Scholar]
  86. Kray LJ, Reb J, Galinsky AD, Thompson L. 2004. Stereotype reactance at the bargaining table: the effect of stereotype activation and power on claiming and creating value. Pers. Soc. Psychol. Bull. 30:399–411
    [Google Scholar]
  87. Kundro TG, Nurmohamed S. 2020. Understanding when and why cover-ups are punished less severely. Acad. Manag. J. 64:873–900
    [Google Scholar]
  88. Lebel RD, Patil SV. 2018. Proactivity despite discouraging supervisors: the powerful role of prosocial motivation. J. Appl. Psychol. 103:724–37
    [Google Scholar]
  89. Lee A, Lyubovnikova J, Tian AW, Knight C. 2020. Servant leadership: a meta-analytic examination of incremental contribution, moderation, and mediation. J. Occup. Organ. Psychol. 93:1–44
    [Google Scholar]
  90. Lee K, Duffy MK. 2019. A functional model of workplace envy and job performance: When do employees capitalize on envy by learning from envied targets?. Acad. Manag. J. 62:1085–110
    [Google Scholar]
  91. Levitt S, List J. 2011. Was there really a Hawthorne effect at the Hawthorne plant? An analysis of the original illumination experiments. Am. Econ. J. Appl. Econ. 3:224–38
    [Google Scholar]
  92. Lin KJ, Savani K, Ilies R. 2019. Doing good, feeling good? The roles of helping motivation and citizenship pressure. J. Appl. Psychol. 104:1020–35
    [Google Scholar]
  93. Liu D, Jiang K, Shalley CE, Keem S, Zhou J. 2016. Motivational mechanisms of employee creativity: a meta-analytic examination and theoretical extension of the creativity literature. Organ. Behav. Hum. Decis. Process. 137:236–63
    [Google Scholar]
  94. Lockwood P, Kunda Z. 1999. Increasing the salience of one's best selves can undermine inspiration by outstanding role models. J. Pers. Soc. Psychol. 76:214–28
    [Google Scholar]
  95. Lount RB Jr., Pettit NC, Doyle SP. 2017. Motivating underdogs and favorites. Organ. Behav. Hum. Decis. Process. 141:82–83
    [Google Scholar]
  96. Maner JK, Case CR 2016. Dominance and prestige: dual strategies for navigating social hierarchies. Advances in Experimental Social Psychology 54 JM Olson, MP Zanna 129–80 San Diego, CA: Elsevier
    [Google Scholar]
  97. Marr JC, Thau S. 2014. Falling from great (and not-so- great) heights: how initial status position influences performance after status loss. Acad. Manag. J. 57:223–48
    [Google Scholar]
  98. Martin SL, Liao H, Campbell EM. 2013. Directive versus empowering leadership: a field experiment comparing impacts on task proficiency and proactivity. Acad. Manag. J. 56:1372–95
    [Google Scholar]
  99. McNatt DB. 2000. Ancient Pygmalion joins contemporary management: a meta-analysis of the result. J. Appl. Psychol. 85:314–22
    [Google Scholar]
  100. Melwani S, Barsade SG. 2011. Held in contempt: the psychological, interpersonal, and performance consequences of contempt in a work context. J. Pers. Soc. Psychol. 101:503–20
    [Google Scholar]
  101. Menges JI, Tussing DV, Wihler A, Grant AM. 2017. When job performance is all relative: how family motivation energizes effort and compensates for intrinsic motivation. Acad. Manag. J. 60:695–719
    [Google Scholar]
  102. Miron-Spektor E, Efrat-Treister D, Rafaeli A, Schwarz-Cohen O. 2011. Others’ anger makes people work harder not smarter: the effect of observing anger and sarcasm on creative and analytic thinking. J. Appl. Psychol. 96:1065–75
    [Google Scholar]
  103. Moon H. 2001. The two faces of conscientiousness: duty and achievement striving. J. Appl. Psychol. 86:533–40
    [Google Scholar]
  104. Mueller JS. 2012. Why individuals in larger teams perform worse. Organ. Behav. Hum. Decis. Process. 117:111–24
    [Google Scholar]
  105. Nguyen H-HD, Ryan AM. 2008. Does stereotype threat affect test performance of minorities and women? A meta-analysis of experimental evidence. J. Appl. Psychol. 93:1314–34
    [Google Scholar]
  106. Nurmohamed S. 2020. The underdog effect: when low expectations increase performance. Acad. Manag. J. 63:1106–33
    [Google Scholar]
  107. Obstfeld D. 2005. Social networks, the tertius iungens orientation, and involvement in innovation. Adm. Sci. Q. 50:100–30
    [Google Scholar]
  108. O'Reilly CA, Chatman JA, Doerr B. 2020. When “me” trumps “we”: narcissistic leaders and the cultures they create. Acad. Manag. Discov. 7:419–50
    [Google Scholar]
  109. O'Reilly CA, Doerr B, Chatman JA. 2018.. “ See you in court”: how CEO narcissism increases firms’ vulnerability to lawsuits. Leadersh. Q. 29:365–78
    [Google Scholar]
  110. Owens BP, Wallace AS, Waldman DA. 2015. Leader narcissism and follower outcomes: the counterbalancing effect of leader humility. J. Appl. Psychol. 100:1203–13
    [Google Scholar]
  111. Patil SV, Lebel RD. 2019.. “ I want to serve but the public does not understand”: prosocial motivation, image discrepancies, and proactivity in public safety. Organ. Behav. Hum. Decis. Process. 154:34–48
    [Google Scholar]
  112. Peterson BE, Stewart AJ. 1996. Antecedents and contexts of generativity motivation at midlife. Psychol. Aging 11:21–33
    [Google Scholar]
  113. Peterson SJ, Galvin BM, Lange D. 2012. CEO servant leadership: exploring executive characteristics and firm performance. Pers. Psychol. 65:565–96
    [Google Scholar]
  114. Piccolo RF, Colquitt JA. 2006. Transformational leadership and job behaviors: the mediating role of core job characteristics. Acad. Manag. J. 49:327–40
    [Google Scholar]
  115. Pike B, Kilduff GJ, Galinsky AD. 2018. The long shadow of rivalry: Rivalry motivates performance not just today but tomorrow. Psychol. Sci. 29:804–13
    [Google Scholar]
  116. Podsakoff NP, Whiting SW, Podsakoff PM, Blume BD. 2009. Individual- and organizational-level consequences of organizational citizenship behaviors: a meta-analysis. J. Appl. Psychol. 94:122–41
    [Google Scholar]
  117. Porath CL, Erez A. 2007. Does rudeness really matter? The effects of rudeness on task performance and helpfulness. Acad. Manag. J. 50:1181–97
    [Google Scholar]
  118. Rapp AA, Bachrach DG, Rapp TL. 2013. The influence of time management skill on the curvilinear relationship between organizational citizenship behavior and task performance. J. Appl. Psychol. 98:668–77
    [Google Scholar]
  119. Riedl C, Woolley AW. 2016. Teams versus crowds: a field test of the relative contribution of incentives, member ability, and emergent collaboration to crowd-based problem solving performance. Acad. Manag. Discov. 3:382–403
    [Google Scholar]
  120. Riskin A, Erez A, Foulk TA, Kugelman A, Gover A et al. 2015. The impact of rudeness on medical team performance: a randomized trial. Pediatrics 136:487–95
    [Google Scholar]
  121. Sandvik J, Saouma R, Seegert N, Stanton C. 2020. Workplace knowledge flows. Q. J. Econ. 135:1635–80
    [Google Scholar]
  122. Schaumberg RL, Wiltermuth SS. 2014. Desire for a positive moral self-regard exacerbates escalation of commitment to initiatives with prosocial aims. Organ. Behav. Hum. Decis. Process. 123:110–23
    [Google Scholar]
  123. Shah NP, Cross R, Levin DZ. 2018. Performance benefits from providing assistance in networks: relationships that generate learning. J. Manag. 44:412–44
    [Google Scholar]
  124. Sherman EL. 2019. Discretionary remote working helps mothers without harming non-mothers: evidence from a field experiment. Manag. Sci. 66:1351–74
    [Google Scholar]
  125. Sleesman DJ, Conlon DE, McNamara G, Miles JE. 2012. Cleaning up the big muddy: a meta-analytic review of the determinants of escalation of commitment. Acad. Manag. J. 55:541–62
    [Google Scholar]
  126. Sonenshein S, Nault K, Obodaru O. 2017. Competition of a different flavor: how a strategic group identity shapes competition and cooperation. Adm. Sci. Q. 62:626–56
    [Google Scholar]
  127. Sonnentag S, Grant AM. 2012. Doing good at work feels good at home, but not right away: when and why perceived prosocial impact predicts positive affect. Pers. Psychol. 65:495–530
    [Google Scholar]
  128. Staw BM, DeCelles KA, de Goey P. 2019. Leadership in the locker room: how the intensity of leaders’ unpleasant affective displays shapes team performance. J. Appl. Psychol. 104:1547–57
    [Google Scholar]
  129. Sy T, Côté S, Saavedra R. 2005. The contagious leader: impact of the leader's mood on the mood of group members, group affective tone, and group processes. J. Appl. Psychol. 90:295–305
    [Google Scholar]
  130. ten Brinke L, Kish A, Keltner D. 2017. Hedge fund managers with psychopathic tendencies make for worse investors. Pers. Soc. Psychol. Bull. 44:214–23
    [Google Scholar]
  131. ten Brinke L, Liu CC, Keltner D, Srivastava S. 2016. Virtues, vices, and political influence in the U.S. Senate. Psychol. Sci. 27:85–93
    [Google Scholar]
  132. To C, Kilduff GJ, Ordonez L, Schweitzer ME. 2018. Going for it on fourth down: Rivalry increases risk taking, physiological arousal, and promotion focus. Acad. Manag. J. 61:1281–306
    [Google Scholar]
  133. Tong EMW, Ng C-X, Ho JBH, Yap IJL, Chua EXY et al. 2020. Gratitude facilitates obedience: new evidence for the social alignment perspective. Emotion In press. https://psycnet.apa.org/doi/10.1037/emo0000928
    [Google Scholar]
  134. Tucker AL, Singer SJ. 2015. The effectiveness of management-by-walking-around: a randomized field study. Prod. Oper. Manag. 24:253–71
    [Google Scholar]
  135. Turner Y, Silberman S, Joffe S, Hadas-Halpern I. 2008. The effects of including a patient's photograph to the radiographic examination Paper presented at the 94th Radiological Society of North America Scientific Assembly and Annual Meeting Chicago: Nov. 30–Dec. 5
    [Google Scholar]
  136. Tussing DV. 2018. Hesitant at the helm: the effectiveness-emergence paradox of reluctance to lead PhD Thesis, Univ. Penn. Philadelphia:
    [Google Scholar]
  137. Umphress EE, Bingham JB, Mitchell MS. 2010. Unethical behavior in the name of the company: the moderating effect of organizational identification and positive reciprocity beliefs on unethical pro-organizational behavior. J. Appl. Psychol. 95:769–80
    [Google Scholar]
  138. Utz S, Muscanell N, Göritz AS. 2014. Give, match, or take: a new personality construct predicts resource and information sharing. Pers. Individ. Differ. 70:11–16
    [Google Scholar]
  139. Van de Ven N. 2017. Envy and admiration: emotion and motivation following upward social comparison. Cogn. Emot. 31:193–200
    [Google Scholar]
  140. Van Kleef GA, Homan AC, Beersma B, van Knippenberg D. 2010. On angry leaders and agreeable followers: how leaders’ emotions and followers’ personalities shape motivation and team performance. Psychol. Sci. 21:1827–34
    [Google Scholar]
  141. van Knippenberg B, van Knippenberg D. 2005. Leader self-sacrifice and leadership effectiveness: the moderating role of leader prototypicality. J. Appl. Psychol. 90:25–37
    [Google Scholar]
  142. Vianello M, Galliani EM, Haidt J. 2010. Elevation at work: the effects of leaders’ moral excellence. J. Posit. Psychol. 5:390–411
    [Google Scholar]
  143. Wade-Benzoni KA, Tost LP, Hernandez M, Larrick RP. 2012. It's only a matter of time: death, legacies, and intergenerational decisions. Psychol. Sci. 23:704–9
    [Google Scholar]
  144. Wakeman SW, Peterson RS. 2017. A sheep in wolf's clothing: how communal narcissists reduce status conflict in teams. Acad. Manag. Proc 2017: https://doi.org/10.5465/AMBPP.2017.13626abstract
    [Crossref] [Google Scholar]
  145. Wang G, Oh I-S, Courtright SH, Colbert AE. 2011. Transformational leadership and performance across criteria and levels: a meta-analytic review of 25 years of research. Group. Organ. Manag. 36:223–70
    [Google Scholar]
  146. Wiltermuth SS. 2011. Cheating more when the spoils are split. Organ. Behav. Hum. Decis. Process. 115:157–68
    [Google Scholar]
  147. Wright PM, George JM, Farnsworth SR, McMahan GC. 1993. Productivity and extra-role behavior: the effects of goals and incentives on spontaneous helping. J. Appl. Psychol. 78:374–81
    [Google Scholar]
  148. Wrzesniewski A, Dutton JE. 2001. Crafting a job: revisioning employees as active crafters of their work. Acad. Manag. Rev. 26:179–201
    [Google Scholar]
  149. Wu J, Liden RC, Liao C, Wayne SJ. 2021. Does manager servant leadership lead to follower serving behaviors? It depends on follower self-interest. J. Appl. Psychol. 106:152–67
    [Google Scholar]
  150. Zhang X, Liao H, Li N, Colbert AE 2020. Playing it safe for my family: exploring the dual effects of family motivation on employee productivity and creativity. Acad. Manag. J. 63:1923–50
    [Google Scholar]
  151. Zhu Y, Chen T, Wang J, Wang M, Johnson RE, Jin Y 2021. How critical activities within COVID-19 intensive care units increase nurses’ daily occupational calling. J. Appl. Psychol. 106:4–14
    [Google Scholar]
/content/journals/10.1146/annurev-psych-060321-033406
Loading
  • Article Type: Review Article
This is a required field
Please enter a valid email address
Approval was a Success
Invalid data
An Error Occurred
Approval was partially successful, following selected items could not be processed due to error