Specifically, when sleep-deprived, those working in a high-task-interdependence climate are likely to experience emotional exhaustion more severely than do those in a low-task-interdependence climate. Further, the study presents that higher job demands can worsen the negative effects of resource depletion on creativity at work because they further deplete resources needed for creative behaviors. Through the data, the study presents how the depletion of resource, that is, emotional exhaustion, functions as a mediating mechanism that connects sleep deficit to creativity at work. The authors conducted multilevel analysis to test the proposed hypotheses to account for the hierarchical nature of the data while simultaneously estimating the effect of predictors at different levels on individual-level outcomes and maintaining the predictors' level of analysis. The survey data were collected from 368 individuals nested in 40 teams at a call center.
Within the theoretical frameworks of conservation of resources and job demands-resources (JD-R), the study aims to examine how sleep deficit could be negatively related to creativity at work by depleting critical resources of creativity. Results support the proposed mediating effects of role cognitions and show the indirect effects of interpersonal skills through role cognitions are amplified when contexts are high in accountability and interdependence and are attenuated in contexts high in routinization. We also examine how work contexts characterized by demands from social contingencies placed on an individual's work role by other people shape this role enactment process, specifically situational differences in accountability, routinization, interdependence, and external interactions. We posit role cognitions as a key mechanism through which interpersonal skills ultimately facilitate OCB.
Influences OCB as well as the boundary conditions for this relationship. We apply the principles of role theoryĪnd identity theory to articulate how an understudied personal attribute (interpersonal skill) These distinct factors jointly affect the performance of OCB. People construe their work roles both play important antecedent roles in predicting organizationalĬitizenship behavior (OCB), there has been very little examination of the process by which While substantial research demonstrates that personal attributes and the manner with which