Navigating Cultural Complexity: The Influence of Self and Organizational Support on Global Work Environment Outcomes

Studies in social psychology and organizational psychology have incorporated social identity theory but have not specifically examined the effects of self-construal, self-uncertainty, and perceived organizational support on an individual’s organizational outcomes. Past studies have found that people are motivated to reduce their uncertainty by validating their identities through group membership. In addition, the literature on perceived organizational support has suggested that elevated self-esteem in individuals with high perceived organizational support helps to satisfy their need for social identity validation. The present research advances the literature by examining the effects of self-uncertain individuals’ self-construal, self-uncertainty, organizational culture (Study 1) and perceived organizational support (Study 2) on organizational identification, commitment, extra-role behaviors, and leader evaluations. Study 1 ( N = 307) showed that individuals with an interdependent self-construal and greater self-uncertainty rated their leader more favorably when in a relational (as opposed to non-relational) organization. Additionally, a significant three-way interaction between the predictors was explored. Study 2 ( N = 240) showed that those with higher perceived organizational support had greater identification with and commitment to the organization. In addition, these individuals were also more likely to go the extra mile within their organization and rate their leader more favorably. Implications for strengthening employee identification and leader evaluations in an organization and future directions are discussed.