Knowledge that Transforms

= .03). Importantly, operational validities for job performance were larger for job-specific JKTs (.34) than for nonjob-specific tests (.19) and when the criteria included job knowledge (.41) than when they did not (.22). In addition, JKTs administered to job applicants (.32) or current employees (.29) in organizational settings were associated with higher validity than tests administered to people seeking certification in their chosen field (.20). Finally, we tested the mediating role of job knowledge between other antecedents and job performance. Job knowledge statistically fully mediated the relationship between cognitive ability and job performance, partially mediated the relationship between job experience and performance, and did not mediate the relationship between conscientiousness and performance. Overall, these results provide a contemporary synthesis of validity evidence for JKTs in various situations, as well as the role job knowledge plays in other predictors of job performance. (PsycInfo Database Record

How employees' personal stock holdings perform during the day has become increasingly visible and accessible, yet research has rarely examined how fluctuations in those holdings shape employees' experiences at work. Integrating cross-domain spillover and regulatory focus theories, we propose that morning fluctuation in personal stock holdings spills over into the workplace by influencing employees' risk propensity-their willingness to take or avoid risks-and, in turn, their risk-related workplace behaviors. Specifically, drawing from regulatory focus theory, we propose that a more positive (vs. negative) fluctuation in personal stock holdings than usual is associated with subsequent increases (vs. decreases) in employees' willingness to engage in risk. In a 10-day experience sampling study of full-time employees who personally invest in the South Korean stock market, a more positive morning fluctuation in stock holding value than they typically experience predicted higher state risk propensity, which subsequently led to greater risk-taking behavior and voice. These indirect effects were moderated by long-term orientation, such that employees lower (vs. higher) in long-term orientation showed greater sensitivity to morning fluctuation in stock holding value. We then conducted two complementary experiments that supported the theorized regulatory focus mechanism by demonstrating that more positive fluctuation in personal stock holdings elicited promotion focus, whereas more negative fluctuation heightened prevention focus, and that these motivational states subsequently shaped employees' willingness to engage in risk. Together, these findings highlight employees' personal stock holdings as an overlooked source of daily behavioral variability at work. (PsycInfo Database Record

In today's competitive environment, followers are increasingly assigned to work on multiple teams simultaneously (i.e., multiple team membership), oftentimes led by multiple leaders. While existing scholarship suggests that a leader's positive behaviors can spill over to positively impact follower motivation and task performance in another team (led by another leader), we reveal that a leader's aversive behaviors (e.g., abusive supervision) on one team are associated with a cross-leader differentiation pattern in another team. Drawing on contrast-based perspectives, and building on reactive compensation research, we argue that abusive supervision by one leader is associated with more favorable evaluations of an alternative leader, particularly when the latter leader engages in lower levels of abusive supervision. Across two scenario-based experiments and a field study, we find consistent support for this pattern: Abusive supervision by one leader is positively related to satisfaction with another leader, which is in turn associated with performance in that leader's team. These findings contribute to the abusive supervision and multiple team membership literatures by showing how employees differentiate between leaders across teams, and we discuss implications for theory and practice. (PsycInfo Database Record

= 37,105). Together, these studies show that job hoppers are penalized, the penalty is warranted, and career progression and prehire experience can weaken the impact of the penalty. (PsycInfo Database Record

Polynomial regression analysis (PRA) has played a central role in recent advances in congruence theory and research. Yet, the potential of PRA depends on careful management of extrapolation. We organize extrapolation around two broad uses of PRA in congruence research: theory development and theory application. In theory development, extrapolation concerns drawing inferences (conclusions) about theorized response-surface features beyond regions supported by the observed data. In theory application, extrapolation concerns making predictions beyond the observed data range. Within theory development, we further distinguish inadvertent and purposeful extrapolation. We conceptualize inadvertent extrapolation not as a merely methodological artifact but as a symptom of deeper misalignment among theory, method, and data. To manage theory development extrapolation, we propose a five-step strategy that can be routinely applied in PRA studies: (1) contextualize theory, (2) design for full-range sampling, (3) examine empirical support in the joint predictor space, (4) restrict interpretation to empirically supported regions, and (5) leverage purposeful extrapolation to guide theory building and future research. We also introduce Convex Hull, an app that visually distinguishes observed from extrapolated regions in the joint predictor space. Using empirical illustrations and simulations, we demonstrate both the risks of inadvertent extrapolation and the benefits of our strategy. This approach strengthens theoretical precision, empirical transparency, and cumulative theory development in congruence research and beyond. (PsycInfo Database Record

Prior research on team time urgency diversity (TUD) has positioned team temporal leadership as a moderator of the relationship between TUD and team outcomes, suggesting that team temporal leadership may buffer TUD's risks or unlock its benefits. This perspective assumes that leaders naturally respond to TUD, yet it offers little insight into whether, why, and when they choose to do so. Drawing on functional leadership theory, we propose that TUD acts as a contextual trigger that may elicit team temporal leadership by generating unmet temporal needs, thereby motivating leaders to intervene. We further argue that leaders' own time urgency shapes these responses, such that the positive relationship between TUD and leaders' motivation to improve temporal functioning is stronger among leaders with higher time urgency, thereby leading to greater team temporal leadership. Results from a multiwave, multisource field study and two experiments consistently supported our proposed model. Together, our findings offer a more nuanced account of how leaders respond to temporal diversity and extend the broader diversity literature by reframing diversity as a trigger for leader actions. (PsycInfo Database Record

Despite recent critiques, transformational leadership continues to be of immense interest to both scholars and practitioners. Typical approaches to facilitating transformational leadership tend to view it as a between-leader style of leadership-one that is often considered to flow from stable leader traits and/or that leaders can be trained to execute in a one-time or intermittent manner. We offer an alternative approach. Drawing from theory on the process of psychological empowerment, we suggest that transformational action is most likely to emerge in discrete moments when one feels psychologically empowered (i.e., moments when one experiences a sense of meaning, competence, self-determination, and impact) as a leader. In line with the prescriptions offered by the theory, we develop tangible and actionable implicit leader prototype interventions tailored to provide leader-relevant "microwins" that foster such psychological empowerment within leaders. To test our theorizing that implicit leader prototype interventions trigger a state of psychological empowerment conducive to subsequent transformational action (as rated by the self, others, and multiple direct reports), we conduct three studies-a preregistered pilot experiment, a 15-day within-person experimental experience sampling method field study, and a preregistered within-leader field experiment. Taken together, our work provides a prescriptive and theoretically grounded means by which to cultivate transformational leadership in everyday organizational life through brief implicit leader prototype interventions that build a leader's psychological empowerment. (PsycInfo Database Record

Jones et al. (2022) specified conditions where applicant attraction on vocational interests would reduce adverse impact, by treating vocational interests as an attraction variable that can be related to both race and the predictor composite. We extend Jones et al.'s model of attraction and adverse impact to also include (a) job performance outcomes and (b) diversity (proportion of hires from the minority group), by comparing six generic applicant attraction scenarios. Using Monte Carlo simulations of a hiring process where applicants are attracted simultaneously based on minority/majority status (e.g., diversity recruiting) and/or on applicant qualifications (e.g., qualifications-based recruiting), prior to being screened on a selection predictor composite, we formalize the patterns of attraction effects on adverse impact, diversity, and job performance. Results reveal a paradox: No single attraction scenario improves all three outcomes (adverse impact, diversity, and job performance), although there exist applicant attraction conditions that can improve any two of the three. The pattern of attraction scenario results and the paradox persisted across a wide range of predictor composites. Counterintuitive implications for practice are discussed. (PsycInfo Database Record

= 6.67%). Across methodologically sound studies, attaining a diversity critical mass is associated with improved interpersonal dynamics with downstream effects on employee satisfaction, the success of diversity and corporate social responsibility initiatives, misconduct, financial risk, innovation, organizational reputation, and performance. Critical mass effects are stronger and the threshold is lower when underrepresented members hold leadership roles, organizations operate in more equitable contexts, organizational and societal values align with those of the minority group, and organizations have stronger prior performance. Political divides and other within-group differences can hinder coordination among minority group members, weakening critical mass effects. Our review clarifies when and why a diversity critical mass contributes to competitive advantage and provides guidance for future research and for organizations seeking to leverage critical mass effects. (PsycInfo Database Record

During organizational entry, informal communication plays a critical role in newcomer socialization. One common yet underexamined form of informal communication is the receipt of workplace gossip from coworkers. Existing evidence, though limited, has highlighted the null or detrimental effects of receiving gossip on newcomers. In contrast, our research challenges this view by proposing that receiving gossip can also play a functional role in socialization but uncovering this potential requires moving beyond the predominant focus on gossip frequency to consider the content of the gossip itself. To this end, we develop a content-based functional perspective, proposing that the qualitative attributes of received gossip-specifically, work-relatedness, truthfulness, and interestingness-underpin its informational and relational functions during socialization. We tested our theoretical model using a 12-week experience-sampling study conducted over newcomers' first 3 months of organizational entry, involving 168 newcomers and 1,741 weekly observations. The results largely supported our hypotheses, showing that, above and beyond the frequency of gossip received, the three attributes of gossip content enhanced newcomers' norm clarity and social integration. In turn, norm clarity increased task proficiency, while social integration improved affective commitment. We conclude by discussing the theoretical and practical implications of these findings. (PsycInfo Database Record