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Direct linkChi, Nai-Wen; Grandey, Alicia A.; Diamond, Jennifer A.; Krimmel, Kathleen Royer – Journal of Applied Psychology, 2011
Surface acting and deep acting with customers are strategies for service performance, but evidence for their effectiveness is limited and mixed. We propose that deep acting is an effective strategy for most employees, whereas surface acting's effect on performance effectiveness depends on employee extraversion. In Study 1, restaurant servers who…
Descriptors: Emotional Response, Program Effectiveness, Employees, Extraversion Introversion
Chiaburu, Dan S.; Oh, In-Sue; Berry, Christopher M.; Li, Ning; Gardner, Richard G. – Journal of Applied Psychology, 2011
Using meta-analytic tests based on 87 statistically independent samples, we investigated the relationships between the five-factor model (FFM) of personality traits and organizational citizenship behaviors in both the aggregate and specific forms, including individual-directed, organization-directed, and change-oriented citizenship. We found that…
Descriptors: Correlation, Personality Traits, Citizenship, Job Satisfaction
Bauer, Talya N.; Erdogan, Berrin; Liden, Robert C.; Wayne, Sandy J. – Journal of Applied Psychology, 2006
Identifying factors that help or hinder new executives in "getting up to speed" quickly and remaining with an organization is vital to maximizing the effectiveness of executive development. The current study extends past research by examining extraversion as a moderator of relationships between leader-member exchange (LMX) and performance,…
Descriptors: Labor Turnover, Program Effectiveness, Management Development, Longitudinal Studies
