How supervisors set the tone for long hours: Vicarious learning, subordinates' self-motives and the contagion of working hours

Published on Nov 1, 2018in Human Resource Management Review3.63
· DOI :10.1016/j.hrmr.2018.11.001
Marie-Colombe Afota (HEC Montréal), A riane O llier-M alaterre11
Estimated H-index: 11
(UQAM: Université du Québec à Montréal),
Christian Vandenberghe32
Estimated H-index: 32
(HEC Montréal)
Abstract This paper develops a theoretical model that highlights the mechanisms underlying the contagion of long working hours from supervisors to subordinates at different stages of their relationship. Drawing upon social learning theory, we suggest that subordinates mimic the supervisor's working hours through vicarious learning. Focusing first on the role-taking stage of the supervisor-subordinate relationship, we identify four factors, namely supervisor's perceived status, subordinate's work centrality, congruence between organizational norms and supervisor's working hours, and subordinate's identification with the supervisor, that may influence the perceived desirability of adopting the supervisor's working hours. We then examine the relative influence of each of these factors through the lens of subordinates' self-motives. Turning, next, to the routinized supervisor-subordinate relationship, we elaborate on how social contagion may evolve over time. Lastly, the implications of our model as well as future research avenues are presented.
  • References (146)
  • Citations (0)
#1Jarrod M. Haar (AUT: Auckland University of Technology)H-Index: 17
#2Albert Sunyer Torrents (UPC: Polytechnic University of Catalonia)H-Index: 6
Last.A riane O llier-M alaterre (UQAM: Université du Québec à Montréal)H-Index: 11
view all 4 authors...
#1Andrew Li (WT: West Texas A&M University)H-Index: 18
#2Kelly Davis McCauley (WT: West Texas A&M University)H-Index: 3
Last.Jonathan A. Shaffer (WT: West Texas A&M University)H-Index: 11
view all 3 authors...
#1Olga Epitropaki (Durham University)H-Index: 20
#2Ronit Kark (BIU: Bar-Ilan University)H-Index: 20
Last.Robert G. Lord (Durham University)H-Index: 55
view all 4 authors...
#1Malissa A. Clark (UGA: University of Georgia)H-Index: 13
#2Jesse S. Michel (FIU: Florida International University)H-Index: 14
Last.Boris B. Baltes (WSU: Wayne State University)H-Index: 25
view all 5 authors...
#1M. Lance Frazier (Creighton University)H-Index: 11
#2Christina Tupper (ODU: Old Dominion University)H-Index: 3
Last.Stav Fainshmidt (FIU: Florida International University)H-Index: 12
view all 3 authors...
#1Pearl Malhotra (IIMA: Indian Institute of Management Ahmedabad)H-Index: 1
#2Manjari Singh (IIMA: Indian Institute of Management Ahmedabad)H-Index: 8
#1Joel Goh (Harvard University)H-Index: 9
#2Jeffrey Pfeffer (Stanford University)H-Index: 82
Last.Stefanos A. Zenios (Stanford University)H-Index: 27
view all 3 authors...
Cited By0
View next paperThe trickle-down effects of perceived trustworthiness on subordinate performance.