28:T464,

Organizational identification theory suggests that the extent to which employees perceive a sense of oneness with their employer positively influences their workplace attitudes and behavior. We investigated situational strength as a potential moderator by exploring the extent to which the relationship between organizational identification and employee outcomes is attenuated when employee discretion is restricted. In particular, we examined whether the workplace cues that signal appropriate conduct in strong situations would mitigate the potentially positive effects of organizational identification on job satisfaction and performance. Consistent with this perspective, results from a field study point to the notion that organizational identification has a more pronounced, positive influence on employee job satisfaction and performance when employees experience behavioral discretion (i.e., in weak situations) compared with situations wherein behavior is more externally controlled (i.e., strong situations). We discuss theoretical and practical implications, as well as suggest avenues for future research.

29:T430,

Although political skill has received extensive and growing attention over the past decade, to date most research has focused on its direct relationship with individual outcomes. Only recently, a few researchers have begun to investigate the intermediate linkages between political skill and its outcomes. Based on social support and resources conservation theories, the current study explores the mediating role of perceived organizational support (POS) in the relationships between political skill and two relevant outcomes: work role performance (data provide by two different sources) and intention to leave. Moreover, it examines the moderating role of political skill in the relationships POS-work role performance and POS-intention to leave. Results, in a sample of engineers, support the proposed relationship except for the moderating role of political skill in the relationship POS-intention to leave. This research contributes to the political skill and POS literatures and, hopefully, it will stimulate more interest in these important areas of inquiry.

2a:T4e1,

Despite the considerable literature on leadership, very little research explores how leaders experience their role, especially in senior-level positions. This study examines the socioemotional costs of being a high-ranking leader in a corporate context. In-depth interviews with C-suite executives were conducted revealing that loneliness is a professional hazard. Top executives are more prone to be lonely due to the pressures of the role: increased social distance, lack of social support, and exhaustion related to the role. Two ongoing conflicts in the position (Role vs. Person and Distance vs. Closeness) and four coping strategies were identified (mental and physical disconnection, healthy lifestyle, support from one’s network, and affecting and influencing others). Finally, the research revealed that some organizational conditions could also increase the risk of loneliness at the top (e.g., high–power distance culture). This study provides an empirical foundation to manage top executives’ behavior and well-being. Leaders and HR practitioners should raise awareness and take action to contribute to senior managers’ welfare, and ultimately, to organizational success.

2b:T438,The purpose of JLOS is to publish research aimed at helping us understand and predict effective leadership – leadership of people, groups, and organizations. <i>JLOS</i> continuously renews and reinvigorates leadership scholarship, practice and policy by promoting forward thinking scholarship. While leadership in organizations can be informal, it occurs in the context of people holding and acting within the scope of formal positions of management. Thus we seek to advance research that has clear functional value to managers and leaders across organizations and cultures. JLOS serves to promote schola