More from Patricia Hewlin's Recent Research

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A top paper nomination for Professor Hewlin

Professor Patricia Hewlin’s co-authored article entitled, “How do callings relate to job performance? The role of organizational commitment and ideological contract fulfillment,” was nominated by the editors of Human Relations as one of the top papers published in 2018.

Published: 28 Sep 2018

How do callings relate to job performance? The role of organizational commitment and ideological contract fulfillment

Authors: Sung Soo Kim, Donghoon Shin, Heather C Vough, Patricia Faison Hewlin and Christian Vandenberghe

Publication: Human Relations, Vol. 71, Issue 10, February 2018

Abstract:

Published: 29 Mar 2018

To Thine Own Self Be True? Facades of Conformity, Values Incongruence, and the Moderating Impact of Leader Integrity

Authors: Patricia Faison Hewlin, Tracy L. Dumas and Meredith Flowers Burnett

Publication: Academy of Management Journal, Vol. 60, No. 1, February 2017

Abstract:

When employees feel that their values do not match those of the organization, they often respond by pretending to fit in. We examine how leader integrity influences the tendency to create facades of conformity, proposing that employees will actually fake more when leaders are principled. In a laboratory experiment (Study 1), undergraduate students whose values ostensibly differed from those of other discussion group members and the university administration created more facades when they perceived the discussion group leader as having high integrity. A two-wave survey of employed adults (Study 2) replicated the moderation effect and also revealed negative effects of facade creation on work engagement. In both studies, our results indicate that, ironically, when leader integrity is high, the tendency to create facades of conformity in response to low values congruence is magnified. Additionally, our findings reveal that positive attributes in leaders may not always result in positive responses from followers. The results from our study also show that facades of conformity may serve as a partial explanatory mechanism in the relationship between values congruence and employee engagement.

Read full article: Academy of Management Journal

Published: 18 Oct 2017

Integrity: leaders who have it can reduce it in employees

A new study, authored in part by Desautels Associate Professor Patricia Faison Hewlin, explores how leaders who have greater integrity can have an inverse effect on the integrity of their employees. Essentially, followers can take on a façade of conformity, where they pretend to mesh with the company’s values in order to ensure their own success.

Published: 18 Apr 2017

Highlights from the 2015 TLS Symposium

Teaching and Learning Services supports the McGill commitment to provide all students with a stimulating, innovative and inquiry-based educational experience. We work with faculty, staff and students to create a culture that promotes the importance of teaching and learning – both inside and outside the classroom.

Published: 7 Mar 2016

To thine own self be true?: Facades of conformity, values incongruence, and the magnifying impact of leader integrity

Authors: Burnett, M., Dumas, T., Hewlin, P.

Publication: Academy of Management

Published: 20 Nov 2015

"Why Do Racial Slurs Remain Prevalent in the Workplace? Integrating Theory on Intergroup Behavior," Organization Science

Authors: Rosette, Ashleigh; Carton, Andrew; Bowes-Sperry, Lynn; Hewlin, Patricia

Publication: Organization Science, February 2013

Abstract:

Published: 19 Apr 2013