Sharmeen Merchant

A joke a day: Supervisor humor as a buffer against coercive power

Kaiqi Zhang, Scott B. Dust, Sharmeen Merchant, Mary Kovach

Purpose Prior research on coercive power has largely oversimplified employee responses, portraying them as uniform or lacking in context. To address this limitation, this study examines whether a leader’s humorous interactional style alters how subordinates interpret and react to coercive power. Specifically, …

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Work-life balance through a social exchange framework

Laurens Bujold Steed, Elaine C. Hollensbe, Sharmeen Merchant

Leader Well-Being: A Situated Role-Demands Perspective

Mahira Ganster, Sharmeen Merchant, Zixu Zhang, Jennifer D. Nahrgang et autres

Although leadership is associated with increased autonomy and control at work, leaders also face unique job demands which contribute to their well-being. Our symposium explores the myriad job demands faced by leaders, with considerable focus on the experiences of middle managers. This …

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The moderating role of narcissism on the impact of leader learning goal orientation on follower adaptivity through follower goal orientation: a social cognitive theory perspective

Scott B. Dust, Sharmeen Merchant, Peng Wang, Xiang Yao

Drawing from social cognitive theory, we hypothesize that leader learning goal orientation is associated with follower learning goal orientation, which in turn is associated with follower adaptive performance. Additionally, we investigate whether a dark-side personality characteristic - follower narcissism - has the …

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Leader Learning Goal Orientation on Follower Adaptive Performance Moderated by Follower Narcissism

Sharmeen Merchant, Peng Wang, Xiang Yao

Adaptive performance is an ideal follower behavior in today’s work environment. However, prior research suggests that leaders might struggle to influence followers in ways that facilitate this approach to work. Along those lines, drawing from social learning theory, we investigate leaders’ learning …

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