Vulnerability in high-performing newcomers: Weighing benefits and drawbacks in the socialization process

Abstract

Companies often recruit high-performing employees to tackle complex external competitive environments. However, research on the socialization process of high-performing newcomers is relatively scarce, especially regarding how these employees actively integrate into a new work environment. To address this gap, we integrated social influence theory and role expectation theory to examine the distinct reactions of leaders and coworkers to high-performing newcomers’ showing vulnerability. The results from 211 high-performing newcomers and their colleagues reveal that when high-performing newcomers exhibit vulnerability toward their leaders, it leads to a negative impact on the leaders’ perception of their ability, then results in decreased proactive support from the leaders. Notably, this mediating effect is negatively moderated by leader perfectionism. However, when high-performing newcomers display vulnerability toward their coworkers, it negatively influences the coworkers’ perception of potential threat, consequently leading to an increase in proactive support from them. This mediating effect is further negatively moderated by the group competition climate. Moreover, the research provides empirical evidence supporting the profound socialization impacts of proactive support from leaders and coworkers, affecting job performance, social adjustment, and promotability. In summary, this study has significant theoretical and practical implications for newcomer socialization, interpersonal influence strategies, authentic self-disclosure, and high-performing employee literature.