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In an attempt to promote sport employees’ well-being, the purpose of this paper is to examine the more traditional constructs of psychological capital (i.e. hope, efficacy, resiliency and optimism) and to feature the inclusion of authenticity, an often overlooked construct, among sport employees.

This conceptual paper is designed to create an expanded sport employee psychological capital construct, labeled A-HERO, and a subsequent theoretical model to improve their well-being.

In detailing a conceptual model of A-HERO for well-being, the model includes and explains the relationships among sport employee antecedents (i.e. sport employee identification, pride and passion), an organizational contextual variable (person–organization fit), and an important employee and organizational outcome (i.e. employee well-being) in contemporary sport organizations.

A-HERO offers a necessary first step for future theoretical research and empirical applications to improve sport employees’ well-being.

By elucidating the role of authenticity at work with traditional psychological capital constructs in the current sport industry, this paper stimulates sport business and management scholars to validate empirically the A-HERO construct and examine proposed relationships for an improved prediction of sport employees’ well-being.

The purpose of this paper is to gain a better understanding of the effects of recruiter friendliness and both verifiable and non-verifiable job attributes in the recruitment process.

In total, 498 participants watched a videoed simulation of a recruitment interview and completed a questionnaire. Three-way analysis of variance (ANOVA) was used to test the interaction and main effect hypotheses.

Applicant reactions were more favorable with a friendly recruiter. The more favorable the verifiable job attribute information (JAI), the more favorable the applicant reactions were to the employment opportunity. Compared to applicants who received negative or no non-verifiable JAI, applicants who received positive or mixed non-verifiable JAI were more attracted to the recruiter, perceived the employment opportunity as more desirable, and were more willing to pursue the employment opportunity. Reactions were most favorable in the positive non-verifiable JAI condition, less favorable in the mixed condition, and least favorable in the negative condition. Surprisingly, the “no information” mean was above the negative information condition.

This fully crossed 2 × 3 × 4 experiment simultaneously examined 2 levels of recruiter friendliness, 3 levels of verifiable job attributes and 4 levels of non-verifiable job attributes. The five dependent variables were attraction to the recruiter, attraction to the employment opportunity, willingness to pursue the employment opportunity, the perceived probability of receiving a job offer and the number of positive inferences made about unknown organizational characteristics. Previous research examining the effects of employment inducements and job attributes were conducted in field settings where it is difficult to control the amount and favorability of JAI applicants receive.

Acts of interpersonal influence are observed throughout organizations, and most typically, in direct supervisor–subordinate relationships. However, researchers have focused less on subordinates bypassing the chain of command and targeting their supervisor's supervisor with influence attempts. We conceptualize a new term, “leapfrogging,” as subordinates' attempts to influence and manage the impressions of their supervisor's supervisor. Here we focus on influencing the target's perception of likability (the focus of ingratiation) and competence (the focus of self-promotion). This study focuses on its personal and situational antecedents.

Given the central role of social exchange and psychological processes within this phenomenon, we build on a social exchange and a social cognition approach. Using a sample of 131 university support personnel service employees, hierarchical regression is used to test the hypotheses.

The following antecedents of leapfrogging are hypothesized and tested: the subordinate personal characteristics of Machiavellianism, need for achievement, and fear of negative evaluation, and the situational/relational characteristic of leader–member exchange (LMX). Of these potential antecedents, subordinate Machiavellianism and LMX were the strongest predictors, and subordinates' need for achievement and fear of negative evaluation were moderate predictors.

Leapfrogging occurs when actors are frustrated with their current situation and desire change. However, influence tactics aimed at a subordinate's supervisor's supervisor may further strain a low-quality leader–subordinate relationship. As actors become increasingly dissatisfied and leave, this may result in increased organizational costs related to the loss of experienced employees and the hiring and training of new ones.

Most upward influence research has largely ignored subordinate influence attempts that go outside of the normal chain of command and target their boss's boss. The present study addresses this gap in the literature by examining leapfrog behaviors. Although acknowledged in a limited manner as a legitimate organizational behavior, this topic has received virtually no empirical attention.

This paper aims to investigate the interactive effects of generational conflict and personal control (i.e. self‐regulation and political skill) on strain‐related outcomes (i.e. job tension, and job tension and job dissatisfaction).

This two‐study investigation employed a survey methodology to assess the efficacy of the predictive relationships. Study 1 consisted of 390 full‐time employees in a broad range of occupations, while 199 state agency employees participated in study 2.

Generational conflict was significantly positively related to job tension (i.e. in both studies) and job dissatisfaction (i.e. in study 2). Further, for individuals higher in self‐regulation (i.e. study 1) and political skill (i.e. study 2), these effects were attenuated. That is higher self‐regulation reduced job tension in study 1, and political skill was related to decreases in job tension and job dissatisfaction across all levels of generational conflict in study 2.

Employees with greater personal control (i.e. self‐regulation or political skill) can avoid undesirable work outcomes related to generational conflict.

Individuals with greater personal control (i.e. self‐regulation or political skill) will be better able to navigate generationally based conflicts to experience less job tension and greater job satisfaction.

The paper focussed on generational conflict as a workplace stressor and substantiates the favourable properties of political skill as a neutralizer. of dysfunctional workplace stressors.

A continued focus in organizational research has been on career development, and mentoring has been identified as a key determinant of career success. The purpose of this paper is to focus on the interpersonal dynamics which contribute to variations in the effectiveness of mentoring support behaviors. Specifically, the effects of mentoring relational quality (MRQ) (i.e. affective perceptions held by mentors and protégés) on mentoring behaviors (i.e. vocational and psychosocial) as well as professional identification are considered. Interpersonal skills (e.g. behavioral integrity and political skill) of mentors and protégés are examined for their impact on MRQ.

Utilizing matched dyadic survey data from 100 mentor-protégé pairs in academe (i.e. dissertation chairs and doctoral candidates or recent doctoral alumni), partial least squares was used to test the research model.

Results support MRQ as an integral component in mentoring dynamics. MRQ for mentors and protégés was significantly linked with mentor support behaviors provided and received, respectively. Mentors’ perceptions of MRQ were predicted by protégés’ behavioral integrity and mentors’ political skill. Similarly, protégés’ political skill and mentors’ behavioral integrity significantly predicted protégés’ perceptions of MRQ. Further, mentors and protégés reported higher levels of professional identification when MRQ was high.

This study links affective and behavioral perspectives of mentoring, revealing the importance of interpersonal skill in career development. The interpersonal dynamics characteristic of mentor-protégé interactions determine the extent to which mentoring support behaviors may actually be provided by mentors and received by protégés.

The purpose of this study was to investigate the role of protégé self‐presentation by self‐disclosure, modesty, and self‐monitoring in mentoring.

This study used three data sources (i.e. employees, peers, and mentors) and a longitudinal design over a period of two years.

Employee self‐disclosure and modesty at time 1 predicted an increase in mentoring received and mentoring given at time 2. Further, self‐monitoring moderated the modesty‐mentoring given relationship such that employees high in self‐monitoring had the strongest positive relationship between modesty at time 1 and mentoring given two years later. Also, modesty interacted with self‐monitoring at time 1 to influence the number of mentors involved with employees. That is, the modesty – number of mentors relationship was positive for those high in self‐monitoring, and negative for those low in self‐monitoring.

Employees can exercise influence over the amount and type of mentoring experiences they receive based on the style on interaction they utilize with potential mentors, with specific reference to self‐monitoring and the use of modesty.

It is modesty, and early career employees' ability to present it well, that will lead to positive affect (i.e. liking) and behavior (e.g. benevolence and generosity) by senior managers.

Investigates the role of protégé self‐presentation by self‐disclosure, modesty, and self‐monitoring in mentoring.

The purpose of this research is to examine how attention control moderates the relationship between perceptions of others' entitlement behavior and employee attitudinal, behavioral, and health outcomes.

In study 1, data were collected from 309 employees of a municipality. In the second study, the independent and dependent variables were collected two months apart (and matched) from 584 individuals working in a range of occupations and organizations.

Perceived entitlement behavior was associated with increased tension and depressed mood at work and decreased satisfaction and citizenship for employees low in attention control.

The exclusive use of data collected via a survey methodology is a limitation. However, tests of multicollinearity offered no evidence of method inflation. Future research should expand the scope of conceptualization to consider both individual difference (i.e. mood, affect) and contextual (i.e. justice, equity) factors when considering the effects of the perceptions of others' entitlement behavior and attention control on work outcomes.

By having the ability to better regulate attention, the negative effects of the entitled behavior of others are minimized. Attention control can be learned or improved, and employers should attempt to develop this ability. Managers may also find it useful to find out why some employees act entitled while others do not.

This is the first study to examine the interrelationship between the perceptions of others' entitlement behavior and attention control in actual work settings. Hence, gaps in multiple bodies of literature (i.e. stress and wellbeing, organizational behavior, psychology, cognitive science) are addressed.

The purpose of this paper is to develop a conceptual model that discerns when and how extra role behaviors result in positive versus negative outcomes for individuals and organizations. The focus is on how employees' citizenship identities shape extra‐role behaviors which include both organizational citizenship behaviors (OCBs) and contextual performance behaviors (CPBs).

The paper uses role identity theory as the theoretical lens to develop the model of extra‐role behaviors, distinguishing between OCBs and CPBs.

While extra‐role behaviors are generally associated with positive organizational functioning, these behaviors also have been linked to negative individual outcomes, such as work‐family conflict, role overload, and reduced task performance. Based on previous research and theory, a conceptual model is developed that explains when extra‐role behaviors will occur, when and why these behaviors will be internalized as an identity, and how identities affect whether employees engage in OCBs or CPBs. Further, the paper examines the influence of these extra‐role behaviors on long term positive and negative outcomes.

The main research implication of this paper is the use of role identity theory to further understanding of the nature of extra‐role behaviors.

The paper aims to offer a comprehensive theoretically based model to explain OCBs and incorporates research conducted to date to develop the model.

This research aims to utilize Social Identity Theory to examine the role of identification on two forms of extra‐role behaviors, namely, organizational citizenship behaviors (OCB) and prosocial behaviors.

This study examined college students' reports of their identification with the university, organizational citizenship behaviors, and prosocial behaviors.

Results indicate that individuals who are highly identified with their organization are more likely to perform OCB, whereas individuals who are highly identified with their community are more likely to participate in prosocial behaviors. In addition, the relationship between organizational identification and prosocial behavior was found to be fully mediated by community identification.

The authors suggest that scholars take care when operationalizing OCB with actual behaviors that surpass task performance; these should differ from attitudes and common courtesy. Limitations include having constructs measured by the same source which can lead to common method variance.

Organizational identification may be an important factor when determining which individual will be willing to go the extra mile for the organization. Organizations may want to recruit, hire, and retain individuals who will identify with the organization as these individuals are more likely to go above and beyond task performance.

This study examined these two forms of extra‐role behavior simultaneously in order to better understand these behaviors as they occur.

Building on reciprocity and crossover theory, this paper aims to examine how mood crossover from one partner in a relational dyad influences the likelihood of reciprocal mood crossover from the other partner.

Using a survey sample of 180 dual‐career married couples, the paper explores this phenomenon for both positive and negative mood crossover from husbands to wives and wives to husbands.

The data supported the paper's four hypotheses. Mood crossover was found to operate in a similar fashion for both husbands and wives after controlling for negative and positive affectivity, work and home demands, work autonomy, and support from the organization, non‐work friends, and spouse. Specifically, when wives (husbands) reported positive (negative) mood crossover from their husbands (wives), their husbands (wives) also reported positive (negative) mood crossover from them.

The findings suggest positive and negative mood crossover is reciprocated among individuals in a dual‐career marriage context. This implies that the effects of positive and negative crossover may be magnified through relational interactions at home. However, the design of this study is not sufficient to determine the causality of this relationship.

The findings suggest that the positive and negative work experiences of one partner in a relationship affect the well being and moods of their partner at home. Consequently, organizations may consider wellness or positive reinforcement programs to encourage positive crossover between the domains of work and home.

This study examines how individuals in a dual‐partner reciprocate the negative and positive crossover of moods of their partner from work to home.