Contributions published at Human Resource Management and Leadership (Jochen Menges)

Scholars in the disciplines of human resource management (HRM) and organizational behavior(OB) have primarily focused on explicit processes and measures in their research, but much of human feeling and behavior is triggered through implicit processing outside of conscious awareness.In this article, we discuss how explicit and implicit processes interact to shape work emotions,attitudes, and behaviors, and we suggest that scholars should incorporate biological measures forassessing implicit as well as explicit processes into their researchdesigns. We provide guidance forsuch endeavors by describing how several biological implicit measures can be used in HRM and OBresearch. These measures include cortisol measurement, skin conductance, event related potential(ERP), and functional magnetic resonance imaging (fMRI).

This paper provides a theoretical model of a team sports league and studies the welfare effect of salary caps. It shows that salary caps will increase competitive balance and decrease overall salary payments within the league. The resulting effect on social welfare is counter-intuitive and depends on the preference of fans for aggregate talent and for competitive balance. A salary cap that binds only for large-market clubs will increase social welfare if fans prefer aggregate talent despite the fact that the salary cap will result in lower aggregate talent. If fans prefer competitive balance, on the other hand, any binding salary cap will reduce social welfare.

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Transformational leadership (TFL) climate describes the degree to which leaders throughout an organization engage in TFL behaviors. In this study, we investigate performance linkages, mechanisms, and boundary conditions of TFL climate at the organizational level of analysis. In a sample of 158 independent organizations, 18'094 employees provided data on TFL climate, positive affective climate, trust climate, and employees' task performance behavior and organizationalcitizenship behavior. In addition, human resource managers rated overall employee productivity. Study results yielded a pattern of moderated mediation for overall employee productivity and employees' aggregate task performance behavior, in that an organization's TFL climate was indirectly (through positive affective climate) related with these outcome variables under conditions of high trust climate, but not underconditions of low trust climate. Further, we found an organization's TFLclimate to indirectly relate with employees' aggregate organizational citizenship behavior through positive affective climate, largely independent of the level of trust climate.

Emotional intelligence (EI) comprises a set of abilities related to detecting, using, understanding and managing emotion. Research and discussion of EI has disproportionately focused on prosocial outcomes and has neglected the possibility that individuals high in EI may use their skills to advance their own interests, even at the expense of others. Just as the cognitively smart person may be able to understand options and draw conclusions quickly and competently, so the emotionally intelligent person may be able to assess and control emotions to facilitate the accomplishment of various goals, including the one of getting ahead. We suggest that high-EI people (relative to those low on EI) are likely to benefit from several strategic behaviors in organizations including: focusing emotion detection on important others, disguising and expressing emotions for personal gain, using misattribution to stir and shape emotions, and controlling the flow of emotion-laden communication. In addressing self-serving benefits, we reveal the dark side of EI and open new areas for research.

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This research investigates mechanisms and boundary conditions for the performance effects of transformational leadership (TFL) climate at the organizational level of analysis. In a study with 158 organizations, a total of 18,094 respondents provided data on their organizations' TFL climate, positive affective tone, and internal trust, and on employees' collective job performance within the respective organizations. We received empirical support for the hypothesized conceptual scheme, yielding a pattern of moderated mediation: Organizations' TFL climate indirectly enhances employees' collective task performance by fostering positive affective tone under conditions of high internal trust, but not under conditions of low internal trust. Furthermore, organizations' TFL climate indirectly enhances employees' collective contextual performance by fostering positive affective tone independent of the level of internal trust. These findings contribute to a better understanding of TFL climate at the organizational level. They also corroborate the inherently affective nature of TFL prior research has emphasized and demonstrate that the performance consequences of such leadership may hinge on specific contextual factors.

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