Good soldiers and good actors: prosocial and impression management motives as interactive predictors of affiliative citizenship behaviors.

By Adam M. Grant, David M. Mayer. Journal of Applied Psychology, 2009

774 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Safety Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/3810856c342fa45720413482c5584d416241b4f4

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

In Safety Research

In Strategy and Management

Citations in the corpus

Exploring the Impact of Job Insecurity on Employees’ Unethical Behavior (2016, neutral): “The snowball method of data collection has been successfully used in the management literature (e.g., Ambrose, Schminke, & Mayer, 2013 ; Grant & Mayer, 2009 ; Marwitz, Mayer, Hoobler, Wayne, & Marinova, 2012 ; Moore, Detert, Treviñ o, Baker, & Mayer, 2012 ).”
Using goal facilitation theory to explain the relationships between calling and organization-directed citizenship behavior and job satisfaction (2017, background): “Generally, individuals with an altruistic tendency are more likely to feel personal responsibility for improving the welfare of their organization and hence are more likely to behave altruistically in the workplace (Arthaud-Day, Rode, & Turnley, 2012; Grant, 2007, 2008; Grant & Mayer, 2009).”
Can a leader be seen as too ethical? The curvilinear effects of ethical leadership (2013, methodology): “A total of 336 individuals—168 focal employees and their matched co-workers—participated in the study as part of a snowball sampling procedure (e.g., Grant & Mayer, 2009; Morgeson & Humphrey, 2006; Skarlicki & Folger, 1997).”
A self-regulation approach to understanding citizenship behavior in organizations (2012, background): “This logic is consistent with research indicating that different citizenship motives interact to determine the type and frequency of OCBs (Grant & Mayer, 2009).”
Servant leadership, procedural justice climate, service climate, employee attitudes, and organizational citizenship behavior: a cross-level investigation. (2010, background): “Hale and Fields (2007) defined servant leadership as “an understanding and practice of leadership that places the good of those led over the self-interest of the leader, emphasizing leader behaviors that focus on follower development, and de-emphasizing glorification of the leader” (p.”
My Boss is Morally Disengaged: The Role of Ethical Leadership in Explaining the Interactive Effect of Supervisor and Employee Moral Disengagement on Employee Behaviors (2016, methodology): “This data collection approach has been successfully used in past research (Grant and Mayer 2009; Mawritz et al. 2012; Mayer et al. 2012; Morgeson and Humphrey 2006).”
The influence of supervisor bottom-line mentality and employee bottom-line mentality on leader-member exchange and subsequent employee performance (2019, methodology): “Following techniques supported by recent research (Wheeler et al., 2014) and similar to those used by other data collection efforts (e.g. Grant and Mayer, 2009; Kluemper et al., 2015), we utilized students enrolled in business management courses at a large university in the southern United States.”
Giving Time, Time After Time: Work Design and Sustained Employee Participation in Corporate Volunteering (2012, background): “Research has produced conflicting evidence, with some studies suggesting that multiple motives can lead to stress, perceived costs, and reduced fulfillment and satisfaction (Kiviniemi, Snyder, & Omoto, 2002), but others suggesting that multiple motives can enhance persistence (Grant & Mayer, 2009).”
When public recognition for charitable giving backfires: The role of independent self-construal (2018, background): “We revisit this idea in study 3. a positive view of the self to others (Grant and Mayer 2009; Lacetera and Macis 2010).”
How coworkers attribute, react to, and shape job crafting (2019, background): “It is more likely that coworkers will try to gauge whether the job crafter cared about them when engaging in job crafting—a concept that is captured by prosocial motives (i.e., the desire to benefit other people; Grant, 2008; Grant & Mayer, 2009).”
Hot Buttons and Time Sinks: The Effects of Electronic Communication During Nonwork Time on Emotions and Work-Nonwork Conflict (2015, methodology): “This “snowball sampling” methodology is consistent with approaches used previously in the literature (e.g., Grant & Mayer, 2009; Piccolo, Greenbaum, Hartog, & Folger, 2010), and it allowed for us to sample from a broad range of organizations with a wide spectrum of communication technologies…”
Relational job crafting: Exploring the role of employee motives with a weekly diary study (2018, background): “Recent research on prosocial motives suggests that these two motives may operate simultaneously and influence employees’ behaviours accordingly (Grant and Mayer, 2009; Grant and Bolino, 2016).”