Ego Depletion Theory Research Articles

The Effects of Different Types of Internal Controls on Self-Control

One reason companies implement internal controls is to reduce the likelihood of unethical behavior. Yet, ego depletion theory suggests that some controls may cause reductions in employees’ self-control, which could undermine the ability of controls to reduce unethical behavior. We examine whether various types of controls impact self-control and ethical judgments. Our results show that contrary to the ego depletion hypothesis, we find no significant relation between self-control and internal controls. Furthermore, we find that controls have no effect on ethical judgments or ethical ideology. Thus, our results suggest that internal controls do not differentially impact self-control and ethical decision-making.

"From cheery to "cheers"? Regulating emotions at work and alcohol consumption after work": Correction to Sayre, Grandey, and Chi (2020).

Reports an error in "From cheery to "cheers"? Regulating emotions at work and alcohol consumption after work" by Gordon M. Sayre, Alicia A. Grandey and Nai-Wen Chi (Journal of Applied Psychology, 2020[Jun], Vol 105[6], 597-618). In the article, Figure 2 contains two errors. First, the survey timing labels are inaccurate and should read "Evening, Day t" -> "Evening, Day t" ->"Morning, Day t+1". Instead, the survey timing labels from Figure 1 were accidentally duplicated for Figure 2, such that they read "Afternoon, Day t"->"Evening, Day t"->"Afternoon, Day t+1". Second, the coefficient for Motive to Detach→Alcohol consumption should have two asterisks (p<.01), but instead has only one (p<.05). (The following abstract of the original article appeared in record 2019-57614-001.) Emotional labor, or regulating emotions as part of one's work role, is needed for performance yet may come with far-reaching costs to employee health and performance. Based on ego depletion theorizing, we propose that on days employees perform more surface acting (i.e., faking positive and hiding negative emotional expressions), they will consume more alcohol later-due to reduced self-control (i.e., depletion). In 2 studies, public-facing employees completed multiple assessments per day for 2 weeks. Study 1 showed that surface acting had no direct or indirect effect on alcohol use via depletion, nor via negative mood as an alternative measure of depletion. Study 2 demonstrated that surface acting directly increased subsequent drinking only for those with high emotional demands, but not through depletion. Across both studies, daily deep acting (i.e., modifying emotions to feel positive) consistently predicted less alcohol consumption, but this did not occur through depletion. Study 2 provided evidence for an alternative, motivational shift explanation-a reduced motive to detach from work after regulating by deep acting-rather than self-control capacity. These findings contribute to debate on ego depletion theory by providing insightful field evidence, while demonstrating when emotional labor is likely to help or harm employees' health. (PsycInfo Database Record (c) 2020 APA, all rights reserved).

When helping can turn into unethical behavior: depending on helping is proactive or reactive

Helping is pervasive in daily workplace activities. Although helping is typically thought of as a prosocial behavior, it can also result in unethical behavior in certain circumstances. Based on ego-depletion theory and moral disengagement literature, we examined when and how this process can occur. We tested a serial mediation model in which reactive helping (in response to external factors), but not proactive helping (internally motivated) can lead to helpers’ ego depletion and in turn moral disengagement, ultimately increasing the risk that they would engage in unethical behavior. Data collected from 279 working adults across three consecutive workdays provided support for our proposed model. Results indicated that reactive helping, rather than proactive helping, had a positive indirect effect on unethical behavior via the mediation of both ego depletion and moral disengagement separately, as well as the serial mediation of depletion and moral disengagement. We discuss these results in terms of understanding motivations for helping, and in terms of their implications for organizational behavior with respect to helping in the workplace.

Micro-Dynamics of Stress and Coping with Cultural Differences in High Tech Global Teams

This study presents a systematic, contextual, and cross-cultural comparison of the stress evaluation and consequent coping mechanisms employed by 111 Israelis and 76 Indians, members of high-tech virtual teams. The study demonstrates that in conditions created by a stressful external environment, low levels of divergence in team members’ stress evaluation and coping strategies can lead to a negative dynamic of stress escalation among team members. Based on the study data, and on intercultural encounters research and ego depletion theory, the study suggests an analysis of the creation, development and ending of coping dynamics that result from team members’ cultural differences, under conditions of a stressful work environment. The study makes several contributions to GVT research. First, unlike existing research that generally discusses team dynamics associated with cultural differences in terms of the creation of subgroups, the findings of this study show that cultural differences between members of GVTs can create forms of micro-dynamics associated with the team member’s sources of stress and their coping behavior. Second, the study illuminates the significant impact of these dynamics on the performance and well-being of team members. Third, the study contributes to stress and coping research by demonstrating that coping itself can create secondary sources of strain. In particular, our research suggests that secondary sources of strain may be formed when (a) the participants are interdependent; (b) participants are diverse in their coping behavior; (c) and participants work under stressful work routines, which might push individuals into a state of ego-depletion.

With Frenemies Like These: Social Networks Ties and Interpersonal Citizenship Behaviors

This study examines the relationship between the type of social network tie shared between two individuals—positive, negative, or ambivalent multiplex (both positive and negative tie components)—and the performance of interpersonal citizenship behavior (ICB), a form of individually-targeted organizational citizenship behavior. Drawing from ego depletion theory, social exchange theory, and the social functions of emotions perspective, we argue that dyadic relational qualities influence the individual’s decision to perform ICBs. Further, based on social categorization theory and social information processing theory, we posit that the number of positive alters a dyad shares increases the probability of ICB. We test the theoretical model in a study including 48 employees of a supplier organization for large retailers and food service companies using exponential random graph models (ERGMs). Results offer support for the hypothesized relationships, and the practical implications, as well as future research questions, are addressed.

Effect of Customer Mistreatment on After-Work Impulsive Behaviors Through Self-Control Depletion

Drawing on the ego-depletion theory, the current study examined the effect of daily experience of customer mistreatment at work on employees’ impulsive behaviors after work (impulsive buying, mobile phone overuse, and overeating behaviors) through self-control depletion. Further, we investigated the moderating roles of two resource-gaining activities at work (taking time for relaxation and learning something new at work) on the relationship between customer mistreatment and self-control depletion. With daily diary data collected from 57 fulltime employees across 5 working days, our results revealed that daily experience of customer mistreatment at work was negatively related to employees’ impulsive buying and mobile phone overuse after work (but not overacting behaviors) via self- control depletion. Besides, relaxation, but not learning, buffered the positive relationship between customer mistreatment and self- control depletion. These findings shed light on further understanding the underlying mechanisms between customer mistreatment and employee impulsive behaviors and resource-gaining strategies at work that might mitigate the negative effects of customer mistreatment.

Supervisees’ reactions to a concatenation of supervisors’ resource drain, ego depletion and abusive supervision

PurposeWhile integrating resource drain theory with ego depletion theory, this paper aims to understand the mechanism underlying the relationship between research supervisors’ interrole conflicts and their supervisees’ reactions. Specifically, this paper makes a case for supervisors’ ego depletion and supervisees’ perception of abusive supervision to mediate the relationship between supervisors’ work and family conflicts and supervisees’ satisfaction with research supervision.Design/methodology/approachThe study uses data collected in three waves from 306 research supervisees (Level 1) nested in 100 research supervisors (Level 2), involved in MS/PhD research theses at different Pakistani universities.FindingsBased on multilevel modeling, the study finds that supervisors’ interrole conflicts negatively predict supervisees’ satisfaction with supervision. Moreover, supervisors’ ego depletion and supervisees’ perception of abusive supervision mediate the above relationship, both singly and serially. Notably, supervisors’ family–work conflict predicts supervisees’ satisfaction with supervision more negatively than work–family conflict.Originality/valueThis study is unique in that unlike previous research studies on abusive supervision which used victimization approach the present study uses the perpetration approach.

From cheery to "cheers"? Regulating emotions at work and alcohol consumption after work.

Emotional labor, or regulating emotions as part of one's work role, is needed for performance yet may come with far-reaching costs to employee health and performance. Based on ego depletion theorizing, we propose that on days employees perform more surface acting (i.e., faking positive and hiding negative emotional expressions), they will consume more alcohol later-due to reduced self-control (i.e., depletion). In 2 studies, public-facing employees completed multiple assessments per day for 2 weeks. Study 1 showed that surface acting had no direct or indirect effect on alcohol use via depletion, nor via negative mood as an alternative measure of depletion. Study 2 demonstrated that surface acting directly increased subsequent drinking only for those with high emotional demands, but not through depletion. Across both studies, daily deep acting (i.e., modifying emotions to feel positive) consistently predicted less alcohol consumption, but this did not occur through depletion. Study 2 provided evidence for an alternative, motivational shift explanation-a reduced motive to detach from work after regulating by deep acting-rather than self-control capacity. These findings contribute to debate on ego depletion theory by providing insightful field evidence, while demonstrating when emotional labor is likely to help or harm employees' health. (PsycInfo Database Record (c) 2020 APA, all rights reserved).

Social bonding or depleting? A team‐level investigation of leader self‐sacrifice on team and leader work engagement

The leader self‐sacrifice literature has largely drawn on the norm of reciprocity to examine the positive impacts of leader self‐sacrifice on employee attitudes and behaviours, but little attention has been paid to the potential negative impacts of leader self‐sacrifice on leaders’ own work outcomes. Grounded in social exchange theory and ego depletion theory, our research focuses on why leader self‐sacrifice brings about both beneficial and detrimental effects and considers how leader competence shapes these effects. Two field studies were conducted to test our hypotheses. Study 1 explored the underlying mechanisms through which leader self‐sacrifice influences team/leader work engagement. Study 2 replicated and extended the findings of Study 1 by further testing the moderating role of leader competence. Our results indicated that team affective commitment to leaders acts as a key mediator of the positive relationship between leader self‐sacrifice and team work engagement, and that leader depletion serves as a crucial mechanism underlying the negative relationship between leader self‐sacrifice and leader work engagement. Additionally, leader competence affects how team members view self‐sacrificing leaders and the extent to which self‐sacrificing leaders consume their energy. For competent leaders, the positive influence of leader self‐sacrifice on team work engagement (via team affective commitment to leaders) is stronger, and the negative influence of leader self‐sacrifice on leader work engagement (via leader depletion) is weaker.Practitioner points To avoid self‐sacrificing leaders being seriously depleted, organizations should design activities or training programmes to help leaders replenish self‐control resources and, if possible, increase their self‐control capacity. To encourage team members’ investment in their work, leaders may need to establish psychological attachment and bonds with members to motivate them to repay sacrificial behaviours by fully engaging in the work. Organizations can provide systematic training to enhance leader competence to magnify the beneficial impacts and buffer the detrimental impacts of leader self‐sacrifice.

Untangling the adverse effects of late-night usage of smartphone-based SNS among University students

ABSTRACT Smartphone-based Social networking sites (SNS) use changed the ways that individuals are increasingly becoming free and flexible to engage in social media wherever and whenever they like. However, there have been few studies that ask possible adverse effects of the late-night usage of Smartphone-based SNS. The current aims to explore the effects of late-night extreme social, cognitive, and hedonic usages of social media, such as poor sleep quality (PSQ) and cognitive function depletion (CFD). Drawing from stress–strain-outcome and ego-depletion theories, we argue that late-night Smartphone-based SNS usage is a reason for sleep deprivation, thereby leading to the depletion of cognitive function with the inducement of poor academic performance. The study opted for an empirical study (N = 701), based on a dual theoretical model measured by using the adapted scale from well-established and reliable studies. This study determined that Smartphone-based SNS use for personal gratification at night affects PSQ, thereby relating to significant CFD during the day. Consequently, it influences the academic performance of the users. We also discussed the implications for the service provider, users, especially students, and others who are working with the dark side of SNSs use.

Smartphone-based social networking sites and intention to quit: self-regulatory perspective

ABSTRACT Social networking site (SNS) providers and information system (IS) researchers are becoming increasingly interested in the factors that cause individuals to quit SNS. This study integrates the psychological and neurocognitive perspectives to examine the effects of poor sleep quality on the intention to quit. We utilise stress–strain–outcome, guilt, and ego depletion theories to argue that the excessive use of smartphone-based SNSs at night decreases sleep quality. Poor sleep quality increases the failure of self-control on SNS use and guilt, thereby increasing the intention to quit. We tested the hypothesised model by using a sample (N = 701) of Chinese students, which generally support our hypotheses.

The bright and dark sides of social cyberloafing: Effects on employee mental health in China

Cyberloafing, the use of the Internet for non-work related activities, is widespread in the workplace. Although most research on cyberloafing concentrates on negative consequences for employees and organizations, studies have begun exploring its potential positive effects. This study contributes to that discussion by examining the impact of employee social cyberloafing on their mental health. We draw from ego-depletion theory and the effort-recovery model to develop a framework that explains social cyberloafing’s effects on two facets of employee mental health: fatigue and psychological detachment. Data from 375 Chinese employees were analyzed using a structural equation model and bootstrapping procedure. Results show that while social cyberloafing has a positive relationship with psychological detachment, it leads to employee fatigue. Moreover, psychological detachment positively and fatigue negatively mediate the relationship between social cyberloafing and mental health.

EGO DEPLETION AND ITS EFFECT ON AUDITORS’ JUDGMENT AND DECISION-MAKING QUALITY

Abstract This study aimed to examine the determinants of ego depletion and its effect on judgment and decision-making (JDM) quality. Auditing is one of the professions vulnerable to ego depletion, which is a temporary state of lack of cognitive resources to self-control caused by physical or psychological fatigue. Data were collected via online survey on 121 auditors in Indonesia who were selected by convenience sampling. The results showed that interpersonal conflict positively affected ego depletion. In line with ego depletion theory, the results supported previous research that ego depletion negatively affected JDM quality. Interestingly, this research also found that the level of industry-specific experience reduced the effect of ego depletion on JDM quality. In conclusion, psychological problems had a more significant influence on auditor cognitive resources than physical problems, which could then have an impact on his/her performance in generating judgments and decisions.

Development and cross-national validation of the Emotional Effort Scale (EEF).

Researchers define Emotional Labour (EL) as the effort associated with meeting the emotional requirements of the job, yet nobody has ever directly tested this effort. Building on classic stress and ego depletion theory, this study develops the Emotional Effort Scale (EEF). In Study 1, exploratory (N = 197) and confirmatory factor analysis (N = 182) were conducted with a British sample. In Study 2, the instrument was adapted to Spanish and measurement invariance was tested (N = 304). In Study 3, (N = 185), we tested convergent and divergent validity with the EL strategies (i.e., surface acting and deep acting) and the relationship between EEF and emotional exhaustion. The final scale is a two-dimensional measure (explicit and implicit emotional effort) with good reliability levels in all samples (N = 818). Additionally, it shows adequate convergent, divergent and nomological validity. The Emotional Effort construct adds unique value to the literature. Thus, explicit effort seems to be the mechanism that explains the association between EL and exhaustion. Additionally, this study adapts and translates the measure to two of the most used languages in the world, enabling the emergence of cross-national studies in the field of emotions at work.

Why and when job stressors impact voice behaviour: An ego depletion perspective

Most research assumes that job stressors decrease employees’ voice behavior. However, looking at research about job stressors and OCB (including voice), not all types of stressors have the same effects. The purpose of our research is to develop a new research model relating to the different effects of challenge stressors and hindrance stressors on voice behavior. Drawing on ego depletion theory, we propose that the relationship between stressors and voice behavior is mediated by employees’ ego depletion change. Further, we tested the moderating effect of leader-member exchange (LMX) on the relationship between stressors and subsequent ego depletion. We examined the hypothesized relationships using data collected in China from 346 employees on three consecutive days. As hypothesized, we found that ego depletion mediates the relationship between stressors and voice behavior. Also, LMX strengthens the positive relationship between hindrance stressors and subsequent ego depletion. We discuss implications for research and practice.

Ego depletion and self-control: The moderating role of public service motivation

The importance of self-control failure and employee outcomes in public sector organizations in China is increasing. In this study, drawing on ego depletion theory and public service motivation (PSM) literature, we proposed that PSM would serve as a buffer against the detrimental effect of ego depletion on self-control. We used an experimental design to manipulate ego depletion with 95 Chinese public servant participants. Results showed that self-persuasion intervention can increase state PSM, and this contributes to higher self-control performance after an act of self-control. Results also indicated that higher trait PSM significantly correlates with higher self-control performance after ego depletion. Implications for cultivating PSM of employees in public sector organizations in China are discussed.

Are You Tired of Hearing about Fatigue? The Effects of Survey Response Fatigue on Data Quality

Research has demonstrated the adverse impact of mental fatigue on many behaviors. This paper draws on Conservation of Resources Theory, Ego Depletion Theory, and prior research on the negative effe...

Too Tired from Helping: A Dual-Stage Model of OCB’s Implications for Performance

While there is a large literature on both the positive and negative consequences of organizational citizenship behavior (OCB) for organizations and individuals, we know little about how engaging in OCB affects subsequent employee performance. Here we draw on ego depletion theory to propose the conditions under which OCB negatively affects job performance (task performance, subsequent OCB, and counterproductive work behavior) via the mediating role of self-control depletion. Results from two studies, the first using a multiwave survey with supervisor assessments of OCB and subsequent performance and the second using a daily diary methodology, largely supported our hypothesized model. OCB increased self-control depletion, and indirectly decreased subsequent job performance, for employees who perceived high citizenship pressure but not those who perceived low pressure. These conditional indirect effects of OCB on subsequent job performance were significantly stronger among employees with relatively low rather than high trait resilience. We discuss how and when OCB harms employee performance and managerial implications.

Antecedents of Abusive Supervision: The Effects of Supervisors’ Work Overload, Type A Personality, and Burnout on Abusive Supervision

최근에 들어서 많은 조직에서 상사의 비인격적 감독이 발생하고 있다. 이에 따라 개인뿐만 아니라 조직 전체적으로도 많은 피해가 발생하고 있다. 본 문제에 대한 해결 방법을 고찰하고 관리적 방안을 마련하기 위해서는 어떠한 환경적/개인적 선행 요인들이 상사들로 하여금 비인격적 감독에 관여하도록 하는지를 밝히는 연구가 필요하다. 본 연구에서는 환경적인 요인으로써 업무 과부하와 개인적 요인으로 Type A 성격 요인이 상호작용하여 상사의 번아웃을 일으키고 이는 상사의 비인격적 감독으로 이어지는 관계를 검증하는 것을 목적으로 하였다. 이에 따라 다음과 같은 가설이 도출되었다. 가설 1은 상사의 업무 과부하는 상사의 번아웃과 정(+)의 관계를 가질 것으로 예측하였다. 가설 2는 상사의 Type A 성격 변수가 업무 과부하와 번아웃 간의 관계에서 상호작용 효과를 가질 것으로 예측한다. 가설 3은 상사의 번아웃과 비인격적 감독이 정(+)의 관계를 가질 것으로 예측한다. 가설 4는 업무 과부하와 비인격적 감독 간의 관계에 대한 번아웃의 매개 효과를 상정한다. 가설 5는 Type A의 조절된 매개 효과를 예측한다. 이러한 가설 검증을 위해 다양한 한국 기업들의 상사-부하 390쌍을 대상으로 설문조사를 실시하였다. 상사의 성별, 나이, 부하와의 재직기간, 상사-부하 교환관계를 통제한 SPSS 분석 결과, 모든 가설은 지지되었다. 즉, 상사의 업무 과부하와 번아웃과 관계는 정(+)적으로 유의미했으며, 번아웃을 매개로 하여 비인격적 감독으로 연결되는 것으로 발견되었다. 이 과정에서 성취욕이 높거나 시간적 압박을 많이 받는 Type A 성격을 가진 상사의 경우, 업무 과부하 상황 하에서 더 많은 번아웃을 경험하고 이에 따라 비인격적 감독 행위에 관여할 가능성이 높아진다는 점을 입증하였다. 본 연구는 앞서 비인격적 감독의 선행요인을 밝히는 연구들에서 다뤄지지 않았던 환경과 개인 변수들의 상호작용을 연구했다는 점에서 비인격적 감독 문헌의 이론적 폭을 확장하는데 기여한다. 본 연구 결과는 또한 앞으로의 비인격적 감독의 선행 요인을 밝히는 연구에 있어서 개인적 요인과 맥락적 요인을 따로 구분하여 연구하는 것이 아닌, 둘 간의 상호작용 효과를 고려해야 한다는 시사점을 제공한다. 마지막으로 본 연구 결과를 기반으로 실무적 시사점 및 향후 연구를 위한 제언을 제시한다.In today’s organizations, leadership is one of the most important factors of organizational effectiveness. However, many employees are suffering from the dark side of leadership exercised by their supervisors, which causes a great deal of negative effects and damage not only to employees but also to their organizations. Therefore, to suggest managerial solutions to the dark side of leadership, it is essential to examine potential personal and environmental factors affecting such leadership. Thus, in this study, we focused on ‘abusive supervision’(Tepper, 2000) as the dark side of leadership and explored the personal and environmental antecedents of abusive supervision. Abusive supervision is defined as employees’perceptions of the extent to which supervisors engage in the sustained display of hostile verbal and nonverbal behaviors, excluding physical contact(Tepper, 2000). We identified supervisors’ work overload and Type A personality as environmental and personal antecedents of abusive supervision, respectively. Work overload pertains to having many responsibilities and job demands in limited time. Type A personality is a personality trait that is highly sensitive to time pressure and achievement. Prior research on the antecedents of abusive supervision has examined environmental and personal factors separately. Complementing this line of research, we examined moderation and moderated-mediation effects of Type A personality by drawing on conservation of resources theory, frustration-aggression model, affective events theory, and ego depletion theory. More specifically, we proposed the mediating effect of supervisors’burnout on the relationship between work overload and abusive supervision and the interaction effect of supervisors’Type A personality on this relationship.In order to test our hypotheses, we used survey-based data gathered from 390 supervisor-subordinate dyads in 86 South Korean companies. To alleviate potential common method variance, we asked supervisors to report on the levels of work overload, Type A personality, and burnout. On the other hand, subordinates assessed their supervisor’s abusive supervision level. We controlled for gender, age, supervisor-subordinate dyadic tenure, and leader-member exchange in all subsequent data analyses. We used SPSS 22.0 and AMOS 18 programs as analytic tools. The results of hierarchical regression analyses indicated that supervisors’ work overload was positively related to their burnout. This relationship was more pronounced when supervisors’ Type A personality was high than when it was low. Supervisors’ burnout was positively associated with their abusive supervision. The bootstrapping analysis showed that supervisors’ work overload exerted a significant indirect effect on their abusive supervision through burnout. Furthermore, we found a significant moderatedmediation effect, such that the indirect effect of supervisors’ work overload on abusive supervision through burnout was stronger for supervisors with high Type A personality than for those with low Type A personality. These findings contribute to the abusive supervision literature by attending to the roles of Type A personality and work overload in abusive supervision. Furthermore, the present findings offer practical implications to reduce abusive supervision in organizations.

Do not like it when you need it the most: Examining the effect of manager ego depletion on managerial voice endorsement

SummaryThis paper advances the understanding of managerial voice endorsement based on a self‐regulation perspective. We suggest that although managers might potentially benefit more from employees' upward voice when they are more depleted, they are paradoxically less likely to diligently process or endorse such voice under ego depletion. We draw from ego depletion theory and argue that when managers are more depleted of their self‐control resources, they will spend less cognitive effort in processing voice. In turn, they tend to reject employee voice due to status quo bias and confirmation bias. We further suggest that the detrimental effect of ego depletion on voice endorsement is stronger when the voicing employee is perceived as having low expertise. We conducted an experience sampling study surveying 62 managers about voice events they encounter at work over 10 days (Study 1) and an experiment with 198 managers (Study 2). These two studies support our hypotheses. We discuss the theoretical and practical implications of our findings.