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The purpose of this research is to explore the structure and impact of police officers' social support network on health and well-being. Social integration promotes opportunities for regular positive experiences and a set of stable, socially rewarded roles within one's work and life domains. Identifying the structure and impact areas of police officers' social support network provide guidance for initiatives in improving psychological health for the department and individual officers.

Survey of 162 police officers' sources of support provided a holistic representation of their social network across seven sources. Principle component analyses were conducted to explore the structure of one's social network. Multiple regression analyses were conducted to examine overall impact of one's social support network and relative contributions of support sources in terms of increased well-being and reduced strain.

A three-component structure of social support was partially supported. Overall models of the impact of one's social support network related to increased well-being and reduced strain was supported. Relative contributions of support sources show different patterns based on outcome of interest.

Provides guidance for addressing the psychological well-being needs for officers holistically. In other words, treating officers as whole beings, whose system of support and psychological health is integrated, not piecemeal.

Examination of principle effects of support provides a parsimonious approach to considering the holistic value of one's support system, apart from specific stressors or conditions.

To boost efficiency and productivity, organizations are increasingly depending upon employees to speak up about workplace concerns and disagreements. This change-oriented bottom-up communication, termed employee voice behavior, brings attention to workplace issues that could otherwise go undetected by management. This study examined the relationships between personality characteristics, job attitudes, and employee voice behavior, and investigated the moderating role of extraversion on the relationships between job attitudes (i.e., job satisfaction and turnover intentions) and voice.

A cross-sectional study design was used, with data collected through an online survey from a sample of 284 individuals working in the US. Hypotheses were tested using correlation, regression and moderation analyzes.

Job satisfaction and turnover intentions were found to be positively and negatively-related, respectively, to employee voice behavior. Extraversion was found to be predictive of employee voice behavior and moderate the relationships between job attitudes and voice behavior. Interestingly, results suggest that the job attitudes of individuals high in extraversion do not influence their likelihood of speaking up. Rather, voice behaviors of only those with low or moderate levels of extraversion are impacted by their job attitudes.

This study builds upon prior research identifying the importance of extraversion in predicting voice behavior by testing its incremental validity and relative weight, compared to the other Big Five personality characteristics. Furthermore, this research contributes to the theoretical understanding of instances in which employee voice behavior occurs by examining the moderating effect of extraversion on the relationship between job attitudes and employee voice behavior.

By integrating the conservation of resources and the emotion-as-social-information theories, this study aims to question whether the leader’s effort to calm down when team members perceive intra-team conflict (ITC) may have a counterproductive effect on their interpersonal functioning. Specifically, the authors investigated whether team members with higher individual perceptions of ITC would be more likely to experience interpersonal strain (ISW) when their team leaders downregulate or suppress their emotional responses (i.e. high interpersonal modulation of emotional responses [MER]). A further objective of the study was to examine whether this exacerbating effect would be conditional on the leader’s sex.

Data were collected from 236 white collars nested in 48 teams (Msize = 6.23; SDsize = 2.69) and their respective team leaders (56.7% men) of a large organization providing financial services.

Multilevel model results showed that team members confronted with higher ITC experienced higher ISW levels, especially when the leader’s interpersonal modulation of team members’ emotional responses was high (vs low). This effect was stronger when the interpersonal modulation was enacted by women (vs men) team leaders.

This study moves an important step forward in the conflict and ISW literature, as it is the first to identify a leader’s MER and sex as key boundary conditions under which ITC is related to team members’ ISW. The implications of these findings for theory and practice are discussed.