Antecedents of customer-directed behaviors

The performance of frontline service employees is critical in maintaining customer loyalty, customer satisfaction and ultimately the success of service organizations. In our research, we examine contextual (e.g., employees’ psychological contracts, experience of customer mistreatment or incivility) and person factors (e.g., perspective taking, emotional intelligence, and self-regulatory capabilities) in predicting employee (e.g., citizenship behaviors directed towards customers, in-role performance directed towards customers) and customer (e.g., loyalty, repurchase intentions, negative word of mouth, etc.) reactions. Collectively, our research has important implications for human resource management and internal marketing practices that foster the customer-centric mindset service employees.

Career Development

In this research stream, we examine the impact of various personal and contextual characteristics on an individual’s career trajectory. Through the lens of social cognitive theory (Bandura, 1986) and social cognitive career theory (Lent, Brown, & Hackett, 1994), we examine the role of contextual (e.g. parental support, peer support, teacher support, organizational support),  dispositional (e.g., career optimism, learning goal orientation, proactive personality, tenacious and flexible coping approaches), and motivational properties (e.g., general self-efficacy and career decision making self-efficacy) in enhancing career adaptability resources which in turn predicts career success and career persistence. In addition, we also examine the role of social influence behavior at work, particularly the use of upward influence tactics, in shaping career-related outcomes.          

Dark side of human behavior in organizations

In this stream of research, we focus on understanding the antecedents, psychological mechanisms, and consequences of destructive leadership (e.g., abusive supervision and Machiavellian leadership). Specifically, we explore three converging research questions: Why do leaders engage in destructive leadership behaviors? What can be done to minimize such destructive leadership behaviors?  What are the consequences of destructive leadership behaviors on employees, their families and third parties? 

Emotions & self-regulation

It is increasingly recognized that emotions play a significant role in organizational life. In this stream of research, we begin to focus on understanding how emotional expression (e.g., the expression of anger), emotional-related individual differences (e.g., empathy, emotional intelligence) and emotion and cognitive regulation strategies (e.g., emotional suppression, emotional reappraisal, thought-stopping, cognitive restructuring, etc.) influence important individual and organizational outcomes, including leadership effectiveness, supervisor aggression/undermining, innovative performance, and individual’s career success.

The Work Effectiveness & Leadership Lab is committed to:

  1. High quality, impactful and rigorous research

  2. Examine practically-relevant research questions

  3. Develop evidence-based and actionable knowledge and strategies that can be used by organisations

Our values

Our research themes

 

Our research can be grouped into four converging streams: