bluuebunny/crossref_metadata_2025 huggingface dataset:
Race Effects on the Employee Assessing Political Leadership: A Review of Christie and Geis' (1970) Mach IV Measure of Machiavellianism
Authors: Moss Jennifer
Published: August 2007

Machiavellianism has commonly been defined as the need to develop and defend one's power and success (Machiavelli, 1513/1902). Scholars have adopted the perspective of Machiavelli to examine political dynamics in organizations (Andersson, 2000; Harrell-Cook, 1999; Harrison, 1998; Hochwarter, 2000; Shankar, 1994). The Mach IV (Christie & Geis, 1970) has been the primary measure of Machiavellianism as a distinct personality construct. The purpose of this paper is to review the use of the Mach IV in organizational behavior research. Given the inadequacies of the current version of the Mach IV this paper suggests a revised measure of Machiavellian personality be developed and used in conjunction with other measures of political behavior and skills.
Expatriate Selection: Evaluating the Discriminant, Convergent, and Predictive Validity of Five Measures of Interpersonal and Intercultural Competence
Authors: Graf Andrea , Harland Lynn K.
Published: August 2007

Effective screening and selection of expatriates is a critical function in organizations, yet the use of paper and pencil instruments in expatriate selection is limited by the paucity of existing validity evidence. This study assessed the discriminant, convergent, and predictive validity of two Intercultural Competence measures (the Behavioral Assessment Scale for Intercultural Communication Effectiveness and the Intercultural Sensitivity Scale) and three Interpersonal Competence measures (the Interpersonal Competence Questionnaire, the Social Problem-Solving Inventory-Revised: Short Version, and the Self-Monitoring Scale). The Intercultural competence measures exhibited discriminant validity with the Interpersonal competence measures and none of the five measures exhibited convergent validity. However, four of the five measures did predict ratings of intercultural decision quality in an intercultural organizational scenario.
Toward a New Understanding of Leader Accountability: Defining a Critical Construct
Authors: Wood J.A. , Winston Bruce E.
Published: August 2007

This article defines leader accountability as (a) the leader's willing acceptance of the responsibilities inherent in the leadership position to serve the well-being of the organization; (b) the implicit or explicit expectation that the he/she will be publicly linked to his/her actions, words, or reactions; and (c) the expectation that the leader may be called on to explain his or her beliefs, decisions, commitments, or actions to constituents. This paper presents and defines accountability in a manner that provides greater clarity than prior literature attempts and sets the stage for future research.
The Role of Leadership Efficacy and Stereotype Activation in Women's Identification with Leadership
Authors: Hoyt Crystal L.
Published: August 2007

The primary goal of this research was to examine the role of leadership efficacy as a moderator of domain identification responses to the think-leader-think-male stereotype. Manipulating stereotype activation, results from eighty-five female participants indicated that women with high levels of leadership efficacy demonstrated a heightened identification with the leadership domain after exposure to negative stereotypes compared to the control condition (a reactance response); stereotype activation did not significantly alter domain identification in women with lower levels of leadership efficacy. The results are discussed in terms of both their practical implications and their theoretical significance.
Charismatic Leadership Development: Role of Parental Attachment Style and Parental Psychological Control
Authors: Towler Annette
Published: August 2007

Despite the importance of charismatic leadership on individual and organizational outcomes, there has been little research examining the development of charismatic leaders. This study investigated the relationship between parental attachment style, parental psychological control and emergent adults' displays of charismatic leadership. Participants were 81 undergraduate students whose ages ranged from 18-25. They took part in the wilderness survival exercise, a simulation that is effective in measuring leadership effectiveness. Participants completed self-report measures on their parents' attachment style and levels of control. Both parental attachment style and fathers' psychological control were related to emergent adults' displays of charismatic leadership. Keywords are Charismatic, Leadership, Development, Parents, and Attachment.
Motivation and Transactional, Charismatic, and Transformational Leadership: A Test of Antecedents
Authors: Barbuto John E.
Published: August 2007

Relationships between leaders' motivation and their use of charismatic, transactional, and / or transformational leadership were examined in this study. One hundred eighty-six leaders and 759 direct reports from a variety of organizations were sampled. Leaders were administered the Motivation Sources Inventory (MSI) while followers reported leaders' full range leadership behaviors using the Multifactor Leadership Questionnaire (MLQ-rater version). Leaders were also administered the self-rating version of the Multi-factor Leadership Questionnaire (MLQ-rater version). The Motivation Sources Inventory subscales subsequently significantly correlated with leader self-reports of inspirational motivation, idealized influence (behavior) and individualized consideration (range, r = .10 to .29), as well as with raters' perceptions of inspirational motivation, idealized influence (behavior) and individualized consideration (range, r = .18 to .19). The Motivation Sources Inventory subscales significantly correlated with leaders' self-reports of charisma, transactional and laissez-faire leadership (range, r = .12 to .28), with rater-reports of the same variables (range, r = .16 to .29).
Leadership and Decision Making: William R. Ruckelshaus and the Environmental Protection Agency
Authors: Lipshitz Raanan , Mann Leon
Published: August 2007

This paper applies case study methodology to analyze secondary data on the two-term EPA administrator, WR. Ruckelshaus. The paper has two objectives.. The first objective is to examine the plausibility of the proposition that leadership of real world organizations has three defining characteristics: the setting of a strategic direction or vision, concern with changing the status quo, and the energizing of others to act by swaying their expectations, aspirations, and commitments. The second objective of the paper is to demonstrate the utility of a five-component framework of leadership decision making developed by Lipshitz and Mann (2004) for studying the relatively neglected subject of the leadership process. The paper is divided into three sections. The first two sections deal with Ruckelshaus ' first and second terms as EPA administrator and consist of a brief outline of the terms' history, a description of an illustrative key decision and analysis. The concluding section discusses the utility of studying leadership from a decision making perspective. The case shows that Ruckelshaus is clearly concerned with all three issues delineated by the proposed defining characteristics.. In addition it shows that using the Lipshitz and Mann (2004) framework can generate a detailed description of the actions and differential concerns of specific leaders, highlight distinctions between different leaders, and track how the leadership of a single leader under different circumstances. Finally, it indicates that conceptualizing leadership as an influence relationship between a leader and his followers should be expanded to include a wider community of internal and external stakeholders and a wider set of "managerial" functions.
The Effects of Subordinates' Personality on Appraisals of Transformational Leadership
Authors: Hautala Tiina
Published: August 2007

To enhance leaders' development, a great variety of appraisal systems have been applied, becoming popular measure tools for leader performance. In these measurements, the research is usually focused on personality of leaders. It is argued here, that subordinates' personalities have also impact on ratings they give of their leaders' transformational behaviour. Those ratings are examined in this study. The study sample consisted of 167 subordinates' ratings of their leaders. The results indicated that extraverted and feeling subordinates give clearly higher ratings than their introverted and thinking counterparts.
The Perception of the Glass Ceiling in High Technology Companies
Authors: Tai An-Ju R. , Sims Randi L.
Published: August 2007

In recent years, there has been increasing concern that gender bias has prevented women from advancing as rapidly and as frequently as men into management positions. Although the number of women managers has increased, they may experience difficulty moving into upper management positions. The purpose of our research was to study employee gender and the positions held in high technology companies. A number of variables were considered which were tested to uncover the perception of a glass ceiling which may affect female employees' opportunities for advancement. Using a sample of 318 full-time employees from seven different high-technology companies, the results indicated that position held was significantly different for male and female employees. The results also indicated that neither male nor female employees appeared to notice the apparent glass ceiling within their companies. Implications are discussed and recommendations provided. Key Words: Gender Bias in Position, Glass Ceiling, High Technology Company
The Role of Perceived Violation in Determining Employees' Reactions to Psychological Contract Breach
Authors: Suazo Mark M. , Turnley William H. , Mai Renate R.
Published: August 2007

Using a racially diverse sample of 234 professional employees, this research investigated the impact of psychological contract breach and psychological contract violation on several work outcomes. Specifically, this research examined psychological contract violation as the key intervening (mediating) variable between psychological contract breach and various employee attitudes and behaviors. The results suggest that psychological contract breach is positively related to intent to quit, negatively related to professional commitment, and negatively related to employees' in-role and extra-role work performance. Moreover, psychological contract violation fully mediated the relationship between psychological contract breach and intent to quit and professional commitment.
Ideological Foundations of Perceived Contract Breach Associated With Downsizing: An Empirical Investigation
Authors: Rust Kathleen G. , McKinley William , Moon Gyewan , Edwards John C.
Published: August 2007

This paper explores the effects of three managerial ideologies on the degree of psychological contract breach perceived in connection with a downsizing event. Results from surveys conducted in the U.S. and Singapore suggest that a strong belief in the ideologies of market competition or shareholder interest reduces the perceived contract breach associated with a downsizing, while strong belief in the third ideology, the ideology of employee worth, has the opposite effect. Theoretical implications and suggestions for future research are discussed.
The Effects of Nationality Work Role Centrality, and Work Locus of Control on Role Definitions of OCB
Authors: Blakely Gerald L. , Srivastava Abhishek , Moorman Robert H.
Published: August 2007

In this study of 116 Chinese managers of state-owned businesses in Shanghai and Tianjin and 109 American managers attending an Executive MBA program, nationality, work role centrality, and work locus of control were examined as possible reasons for why an individual might include behaviors typically characterized as organizational citizenship behavior (OCB) as in-role job behaviors (role definition). Nationality was found to be directly related to role definition. Chinese managers were more likely to define OCB as part of their job than were the American managers. Work locus of control was also found to mediate the relationship between nationality and role definition. However, work role centrality did not mediate the relationship between nationality and role definition as had been hypothesized. Implications for management and further cross-cultural research are discussed.
We the Leaders: In Order to Form a Leaderful Organization
Authors: Raelin Joseph A.
Published: August 2007

This article endeavors to develop an emerging paradigm of leadership for our organizations known as "leaderful practice." Leaderful practice constitutes a direct challenge to the conventional view of leadership as "being out in front. " It is submitted that in the 21st Century organization, everyone will need to share the experience of serving as a leader, not sequentially, but concurrently and collectively. In other words, leaders need to co-exist at the same time and all together. In addition, each member of an organization will be encouraged to make a unique contribution to its growth, both independently and interdependently with others. In this sense, organizational members will aspire to become fervently collaborative, which in turn is derived from their compassion toward other human beings. Their well-developed sense of self permits them to develop a deep consideration of others. Thus, the article makes the case that the only possible way to lead ourselves out of trouble in management is to become mutual and to share leadership.
Transformational Leadership and Group Climate-Empirical Results from Symphony Orchestras
Authors: Boerner Sabine , Freiherr von Streit Christian
Published: August 2007

The study investigates the degree to which the conductor's transformational leadership style and a cooperative climate in the orchestra favorably effect the orchestra 's artistic quality. The authors study the assertion that the conductor's transformational leadership style promotes the orchestra s artistic quality only if there is a cooperative climate in the orchestra. An empirical study of 208 musicians from 22 professional German symphony orchestras confirms the assumed interaction effect of the conductor's transformational leadership style and the cooperative climate among the musicians on the orchestra's artistic quality. Conclusions for the effectiveness of transformational leadership in organizations are drawn.
Towards a Deeper Understanding of Hope and Leadership
Authors: Helland Martha R. , Winston Bruce E.
Published: August 2007

Recently a cognitive based theory of hope developed within the field of positive psychology has been discussed in relation to organizational leadership. (Shorey & Snyder, 1997) Hope in this context can be described as a positive motivational state that contributes to leaders and followers expending the requisite energy necessary to pursue and attain organizational goals. In an effort to further understand hope in relation to leadership the authors identify linkages between hope and theories of motivation, goal setting and goal pursuit commonly applied in leadership studies. This is followed by a review of emerging leadership concepts and theories that explicitly include the concept of hope. Implications for theory are discussed and questions for future research are presented.
The Proposed Contagion Effect of Hopeful Leaders on the Resiliency of Employees and Organizations
Authors: Norman Steve , Luthans Brett , Luthans Kyle
Published: August 2007

Hope has often been misunderstood and underestimated as a potentially powerful human capacity. Traditionally, hope has too often been dismissed as a whimsical and abstract concept that could not be well defined, let alone measured, developed, and applied to the workplace. However, the recent emergence of positive psychology and positive organizational behavior has now clearly shown that hope is a strength that has many important implications for today's embattled organizations- both in terms of effective leadership and employee retention and performance. The purpose of this article is to not only give the background of the positive approach and define hope as an important strength in positive organizational behavior and authentic leadership, but to also propose that hopeful leaders can have a contagion effect on the resiliency of employees and organizations undergoing traumatic change.
Structural Changes in Turbulent Environments: A Study of Small and Mid-Size Chinese Organizations
Authors: Head Thomas C.
Published: August 2007

Case studies on nine mid-size Chinese organizations were created to establish whether or not the long-recognized principle that increasing environmental uncertainty must be met with organizations adopting organic structural elements still holds true. China offers a unique opportunity for such a test in that no other country has experienced so many changes, so quickly. Four conclusions appear: 1) there is a strong evidence that organic structures are still best for organizations operating in environmental uncertainty; 2) organic structures can be embraced by Chinese organizations; 3) Chinese managers view structural change as an on-going process rather than a one-time event; 4) resistance to structural change is as much a problem in China as it is in the West.
Yes, You Can Teach Business Ethics: A Review and Research Agenda
Authors: Williams Scott David , Dewett Todd
Published: August 2007

In the face of continuing doubt as to the value of teaching business ethics, evidence is reviewed suggesting that the endeavor is a worthy one. Specifically, we examine three common concerns raised by various stakeholders as to the viability of teaching business ethics. We conclude that these concerns are not well founded. Next, we describe three major goals from the literature related to teaching ethics: enhancing ethical awareness and sensitivity, promoting moral development, and appreciation of and skill handling complex ethical decision making. Third, we consider the empirical evidence to date addressing these goals. Finally, we consider directions for future research and offer several testable research propositions.
Attributional Style in Work Settings: Development of a Measure
Authors: Ashforth Blake E. , Fugate Mel
Published: August 2007

We developed the Work Attributional Style Questionnaire to assess one's attributional propensities in work settings. In Study 1, a tendency to attribute positive events to internal, stable, global, and controllable causes was associated with positive work adjustment (i.e., low helplessness and depression). Study 2 revealed similar results; however, a factor structure comprised of only 2 dimensions (controllability/internality and stability/globality) was evident. Attributional style for positive events was a marginally significant predictor of work adjustment in Study 2. When fitted to Study 1 data, the revised Study 2 model fit the data well. Positive attributional style was a significant predictor of work adjustment and negative attributional style was marginally significant.
Dispositional Effects in Intra-Organizational Influence Tactics: A Meta-Analytic Review
Authors: Barbuto John E. , Moss Jennifer A.
Published: August 2007

We conducted a meta-analysis to test dispositional antecedents of intra-organizational influence tactics used. The antecedents tested included self-reported measures of impression management, Machiavellianism, self monitoring, locus of control, social identity, intrinsic/internal motivation, and extrinsic/external motivation. Using Hunter and Schmidt's validity generalization procedures, the relationships between each dispositional variable and six influence tactics -- ingratiation, rationality, exchanges, coalitions, upward appeals, and assertiveness -- were assessed. Cumulative sample sizes ranging from 653 to 2,244 found several significant relationships among the 42 correlations examined. Each influence tactic examined demonstrated significant dispositional effects. Implications of findings are discussed and directions for future influence tactic research are provided. (dispositions, influence-tactics, meta-analysis).
Professional Service Ventures, Performance, and the Gender Effect
Authors: Cron William L. , Bruton Garry D. , Slocum John W.
Published: August 2007

It has been found in other occupations that there is a gender effect on the earning power of women: women earn less than men. Various studies have examined if there is a gender effect among professional service providers, but they have been empirically focused and generally lacking in theoretical foundation. As a result, very little progress has been made towards understanding why gender effects persist. Most of these examinations have not been based on a theoretical foundation. This study builds on feminist theory from the sociology literature. Consistent with feminist theory, we examined the effect of gender using three mediating factors: professional experience, motivation for becoming an entrepreneur, and amount of effort put into the enterprise. We find that women have less experience as business providers than their male counterparts. A lack of managerial experience is found to relate also to their lower income. Income, as a reason for becoming a professional service provider, is found to be more important to male owners. On the other hand, number of hours worked is unrelated to gender. Collectively these three mediating factors account for thirty-two percent of the gender-related income differences between male and female owners in this study, but approximately two-thirds of the income differences associated with gender still needs to be explained. The implications of these findings and future research directions are discussed.
Employee Involvement, Attitudes and Reactions to Technology Changes
Authors: Schraeder Mike , Swamidass Paul M. , Morrison Rodger
Published: August 2007

This research examines the relationships between employee reactions to specific technological changes and the job-related attitudes of these employees. The specific changes include the transition, by the organization's clinical professionals, from the use of laptop computers to smaller palm-sized clinical assistant (CE) devices and the automation of clinical pathways into the computerized documentation system. Both technological changes were implemented with the intent of increasing the efficiency of the clinical professionals. Results of this longitudinal study indicated that individuals involved in making decisions related to the technology changes reacted more positively to the changes than individuals with low levels of involvement. Further, the results of this study revealed that individuals with higher pre-change levels of role ambiguity reacted more negatively to the technology changes.
Bullying: From the Playground to the Boardroom
Authors: Harvey Michael G. , Heames Joyce T. , Richey R. Glenn , Leonard Nancy
Published: August 2007

Bullying in organizations has become one the prime social phenomena which can have a direct as well as indirect impact on the productivity of employees and managers. While bullying is a part of the fabric of society, the rate of occurrence as well as the severity of bullying acts in the workplace is alarming. This paper puts forth a model that illustrates the triangular relationship and interaction between the three components in the bullying event: 1) the organizational environment and its impact on the occurrence of bullying activities; 2) the characteristics of those that bully; and 3) the characteristics of those being bullied (e.g., victims of bullying). These three interrelated issues form the triangle of bullying that is examined in this paper. This paper posits that a major source of many of the personnel relational problems faced in the workplace between coworker and coworker or manager and employees comes from bullies, just like the ones experienced on the childhood playground. Research shows that child bullies and those bullied as children have the potential to become adult bullies. Combine that with the complex, diverse, global business arena that creates high levels of stress, it is easy to understand why there is the possibility of boardroom/workplace bullies.

"Bullying at work is claimed to be more crippling and devastating problem for employees than all other work related stress put together... " (Einarsen, 1999).
Who Are the Spellbinders? Identifying Personal Attributes of Charismatic Leaders
Authors: Dongil (Don) Jung  , Sosik John J.
Published: August 2007

While much is known about what charismatic leaders do, where they emerge, and what their followers' reactions are, relatively little systematic empirical research has been conducted to assess who charismatic leaders are, and how we differentiate charismatic from noncharismatic leaders. To address this gap in the literature, multi-source field data were collected in five technology-driven organizations to examine the relationship between five personal attributes of leaders (i.e., self-monitoring, self actualization, motive to attain social power, self-enhancement, and openness to change), ratings of charismatic leadership, and follower (i.e., extra effort, self-actualization, collectivistic work motivation, organizational citizenship behavior) and managerial performance outcomes. Two hundred and eighteen managers provided self-reports of their personal attributes and 945 subordinates provided ratings of follower outcomes and their manager's charismatic leadership. Superiors of the managers provided ratings of the manager's charismatic leadership and managerial performance two months after collecting the managers' and subordinates' ratings. Results indicated that managers rated by subordinates as high on charismatic leadership reported higher levels of self-monitoring, self-actualization, motive to attain social power and self-enhancement values than managers rated low on charismatic leadership. Managers rated by superiors as high on charismatic leadership were associated with followers who reported higher levels of extra effort and OCB than managers rated low on charismatic leadership.
A Historiometric Examination of Machiavellianism and a New Taxonomy of Leadership
Authors: Bedell Katrina , Hunter Samuel , Angie Amanda , Vert Andrew
Published: August 2007

Although researchers have extensively examined the relationship between charismatic leadership and Machiavellianism (Deluga, 2001; Gardner & Avolio, 1995; House & Howell, 1992), there has been a lack of investigation of Machiavellianism in relation to alternative forms of outstanding leadership. Thus, the purpose of this investigation was to examine the relationship between Machiavellianism and a new taxonomy of outstanding leadership comprised of charismatic, ideological, and pragmatic leaders. Using an historiometric approach, raters assessed Machiavellianism via the communications of 120 outstanding leaders in organizations across the domains of business, political, military, and religious institutions. Academic biographies were used to assess twelve general performance measures as well as twelve general controls and five communication specific controls. The results indicated that differing levels of Machiavellianism is evidenced across the differing leader types as well as differing leader orientation. Additionally, Machiavellianism appears negatively related to performance, though less so when type and orientation are taken into account.
An Examination of Proxy Measures of Workplace Spirituality: A Profile Model of Multidimensional Constructs
Authors: Moore Tom W. , Casper Wendy J.
Published: August 2007

The purpose of this paper is to suggest a theoretical foundation to operationalize the constructs of spirituality from existing established measures. Several constructs from existing literature - perceived organizational support, affective organizational commitment, and intrinsic job satisfaction are used to measure aspects of workplace spirituality. As a result, a profile model of multidimensional constructs is used to explain the conceptual relationships.
Making Sense of Motivational Leadership: The Trail from Transformational Leaders to Motivated Followers
Authors: Ilies Remus , Judge Timothy , Wagner David
Published: August 2007

This paper presents a theoretical model that integrates two related, but distinct mechanisms by which transformational leaders influence follower motivation. That is, we propose that an affective mechanism by which charismatic leaders induce positive emotional experiences in their followers, and a cognitive mechanisms that includes communicating the leader's vision and its effects on goal setting explain the connection between charismatic and transformational leadership and follower motivation. Further, we specify the pathways through which affective and cognitive processes influence three components of follower motivation: The direction of action, the intensity of effort, and effort persistence.
A Motivational Theory of Charismatic Leadership: Envisioning, Empathy, and Empowerment
Authors: Choi Jaepil
Published: August 2007

The motivational effects of charismatic leadership are examined in greater detail. Charismatic leadership is assumed to have three core components: envisioning, empathy, and empowerment. A charismatic leader's envisioning behavior influences followers' need for achievement, and the leader's empathic behavior stimulates followers' need for affiliation. Followers' need for power is enhanced by a charismatic leader's empowerment practices. It is further suggested that the behaviors of a charismatic leader and the enhanced followers' needs promote clearer role perceptions, improved task performance, greater job satisfaction, stronger collective identity and group cohesiveness, more organizational citizenship behaviors, and stronger self-leadership among the followers. The contextual factors which may influence the motivational effects of charismatic leadership are also discussed.
Potential Added Value of Psychological Capital in Predicting Work Attitudes
Authors: Larson Milan , Luthans Fred
Published: August 2007

Meeting the challenge of effectively managing human resources requires new thinking and approaches. To extend the traditional perspective of economic capital, increasing recognition is being given to human capital and more recently social capital, this article proposes and empirically tests the potential added value that psychological capital may have for employee attitudes of satisfaction and commitment. After first providing the background and theory of PsyCap, this article reports a study of manufacturing employees (N = 74) that found a significant relationship between PsyCap and job satisfaction (r=.373) and organization commitment (r=.313). Importantly, the employees' PsyCap had a significant added impact over human and social capital on these work attitudes. Future research and practical implications conclude the article.
Authentic Leadership: A Historical Perspective
Authors: Novicevic Milorad M. , Harvey Michael G. , Ronald M. , Brown-Radford Jo Ann
Published: August 2007

The purpose of this paper is to interpret the historical meanings conveyed by Barnard's classic works and use them for theorizing about authenticity of leaders in executive roles. Our analysis employs an interpretative logic for meanings of historical ideas proposed by Bevir. As an outcome of this analysis, we identify the conditions that contribute to the failure, crisis, tragedy, and/or success of leader authenticity. In addition, we discuss practical and research implications of the proposed framework.
The Effect of Formal Advance Notice and Justification on Internet Monitoring Fairness: Much About Nothing?
Authors: Alder G. Stoney , Ambrose Maureen L. , Noel Terry W.
Published: August 2007

Considerable discussion stresses the importance of implementing employee monitoring systems in ways that enhance perceived fairness. Less attention focuses on the organizational context in which such systems are implemented. A longitudinal field experiment examined the effects of advance notice, justification, and trust on employee reactions to Internet monitoring. Results indicate that formal characteristics of monitoring implementation were less important than organizational climate in determining employee reactions. Neither advance notice nor justification significantly affected perceptions of monitoring fairness. In contrast, trust significantly influenced these perceptions, which in turn positively affected employees' job attitudes.
How Does Workplace Fun Impact Employee Perceptions of Customer Service Quality?
Authors: Karl Katherine , Peluchette Joy
Published: August 2007

This study examined the link between workplace fun, employee satisfaction, and perceptions of customer service quality. Our results showed that employees who experienced fun in the workplace had greater satisfaction with their job and that the relationship between workplace fun and job satisfaction was greater for those who placed a high value on workplace fun. Additionally, we found that satisfied employees believed that their organization provided customer service that was reliable, responsive, and empathetic, and that employees were knowledgeable and able to instill confidence in customers. Implications of our findings for service organizations and suggestions for future research are also discussed.
The Evolution of the Concept of the 'Executive' from the 20th Century Manager to the 21st Century Global Leader
Authors: Thompson Heames Joyce , Harvey Michael
Published: August 2007

The purpose of this paper is to take an in-depth look at the profiles of executive skills and competencies drawn across the expanse of seventy-five years framed in the backdrop of management philosophy changes. In the early 1900's, Chester Barnard outlined the competencies he felt the executive of the future would need in the 20th Century. At the beginning of the 21st Century, Morgan McCall and George Hollenbeck interviewed over 100 expatriates and reported a list of needed competencies for the global executive of the 21st Century. This paper chronicles the changes in the management arena over that 70 plus year period of time to frame the backdrop of these two executive skill profiles. The journey is interesting and the outcome is surprising at times. Just as organizations are a product of their past, so to is the executive of today. He/she is an anthology of all the things that an executive needed in early 1900's, with a couple dynamic dimensions thrown in to maintain their sustainable competitive advantage in the new millennium global marketplace. Key Words: leadership, executive development, global management, 20th Century management training/development, 21st Century global managers, differences between traditional managers and global leaders
The Interactive Effect of Leader-Member Exchange and Political Skill on Subjective Career Success
Authors: Breland Jacob W. , Treadway Darren C. , Duke Allison B. , Adams Garry L.
Published: August 2007

Whereas previous research has examined the relationship between leader-member exchange (LMX) and objective measures of career success, it is likely that LMX is also an important predictor of subjective career success. Additionally, because of the political nature of an individual's career progression, it has been argued that one's personal style and resulting impressions are positively related to subjective career success. A sample of 295 retail workers was surveyed, and the results indicated that individuals in low-quality leader-member exchange experienced higher perceptions of subjective career success when they possess high levels of political skill.
Leadership from the Edge: A Matter of Balance
Authors: Vogelaar Ad L. W.
Published: August 2007

Leadership from the edge implies that subordinates are able and authorized to take the initiatives that are necessary to deal with the situations they encounter. Although leadership from the edge is considered important in crisis response operations that the military perform, on-scene commanders are often closely supervised. The reasons behind this tendency are explored by developing and using an analytical framework consisting of nine leadership dimensions. For each dimension the requirements of leadership from the edge are elaborated and compared to actual practice in the armed forces. The conclusion is that many leadership aspects in the military do not match with the requirements of leadership from the edge.
A Measure of Hope in Franchise Systems: Assessing Franchisees, Top Executives, and Franchisors
Authors: DiPietro Robin B. , Welsh Dianne H.B. , Raven Peter V. , Severt Denver
Published: August 2007

The current study examines the hope level of franchisees, top level executives, and franchisors to add to our understanding of the construct in improving overall motivation that could improve how franchises are managed. The concept of hope is a psychological construct that has been studied thoroughly in the academic and athletic areas, as well as in the psychological literature. It has not been studied in the context of franchising. The relationship between entrepreneurship, franchising, and organizational behavior is discussed and future studies explored.
Psychological Contract or Social Contract? Development of the Employment Contracts Scale
Authors: Edwards John C. , Karau Steven J.
Published: August 2007

The present research sought to distinguish between two forms of employment contracts— the social contract and the psychological contract. A four-item social contract scale was developed to measure employees' beliefs about the ideal employment relationship. Another four-item psychological contract scale was developed to measure employees' beliefs about their actual relationships with their employers. Internal consistencies for these scales ranged from .72 to .89 across samples in three studies. Factor analyses verified the hypothesized two-dimensional structure. Implications of the two distinct forms of employment contracts for future research and managerial practice are highlighted.
A Corporate Training View of Ethics Education: An Interview with Dov L. Seidman, CEO of LRN
Authors: Thompson Kenneth R.
Published: August 2007

Dov L. Seidman is the founder, chairman and chief executive officer of LRN. LRN was founded in 1994 as a privately-held company that provides companies of all sizes an integrated set of applications and services that help companies foster and fortify enduring, ethical corporate cultures that encourage self-regulation based on shared values, rather than externally-imposed rules. With uncompromising commitment to this mission and vision, Mr. Seidman has successfully grown an organization that is having a significant impact on the ways employees and management behave in the workplace. An innovator and leader in ethics and compliance management and corporate governance solutions, LRN works with more than 200 organizations many of which are the world's most successful companies, including 3M, Viacom, DuPont, Johnson & Johnson, Pfizer, Procter & Gamble, Raytheon, The Dow Chemical Company, Tyco, and United Technologies Corporation. Our interview was conducted on March 8, 2006, just before the Enron trial commenced.
Leadership in Venture Backed Companies: Going the Distance
Authors: White Rebecca J. , D'Souza Rodney R. , McIlwraith John C.
Published: August 2007

Venture Capitalists (VCs) report that more than 50% of the time they have to replace the Chief Executive Officer (CEO) in a venture backed company before the investor exits. This process is often painful for the people involved and disruptive to the fledging enterprise. This paper explores the CEO leadership requirements for venture backed companies through in depth interviews with 10 venture capitalists. Specifically, we look at changing leadership requirements for CEOs in growing venture backed companies and explore whether there are signals that can help both CEOs and venture capitalists who fund their companies avoid being surprised by the need for leadership change. A theory and model for CEO leadership in venture backed companies is proposed.
Antecedents and Outcomes of Entrepreneurial and Market Orientations in a Non-profit Context: Theoretical and Empirical Insights
Authors: Morris Michael H. , Coombes Susan , Schindehutte Minet , Allen Jeffrey
Published: August 2007

While heavily emphasized within for-profit organizations, little is understood regarding the role of entrepreneurial leadership in the development, growth, and sustainability of non-profit enterprises. The fundamental logic of entrepreneurship is less apparent in this context given the social mission and multiple stakeholders involved. Building on findings regarding entrepreneurial orientation (EO) within for-profit organizations, a model of antecedents, correlates, and outcomes of entrepreneurship in non-profits is developed and tested. Emphasis is placed on the relationship between EO and the market orientation (MO) of the non-profit. The findings demonstrate that entrepreneurship has a legitimate role in non-profits, and the work climate can be designed to affect levels of entrepreneurship. Further, EO is associated with aspects of market orientation, but not with financial performance. Implications are drawn for theory and practice.
Corporate Entrepreneurship: An Empirical Look at Individual Characteristics, Context, and Process
Authors: Holt Daniel T. , Rutherford Matthew W. , Clohessy Gretchen R.
Published: August 2007

Using a sample of 151 employees from three government organizations, we tested a model of corporate entrepreneurship that is influenced by individual characteristics (represented by the five factor model of personality), context (represented by the firm's memory and learning orientation), and process (represented by the facets of the Corporate Entrepreneurship Assessment Instrument). Our results indicated that contextual and process variables influenced corporate entrepreneurship while the individual characteristics did not. Moreover, corporate entrepreneurship did mediate the relationship between these antecedents and job satisfaction, affective commitment, and performance.
The Relationship of Stakeholder Salience, Organizational Posture, and Entrepreneurial Intensity to Corporate Entrepreneurship
Authors: Kuratko Donald F. , Hornsby Jeffrey S. , Goldsby Michael G.
Published: August 2007

There is a dearth of literature on stakeholder relationships and organizational posture as they affect entrepreneurial intensity inside established organizations. Corporate entrepreneurs are depicted as those managers or employees who do not follow the status quo and increase the entrepreneurial intensity of a firm. A stakeholder theory framework is presented as a guideline for exploring the relationship between stakeholder salience, organizational posture, and entrepreneurial intensity. This paper presents the view that if a company is to be more entrepreneurial, it must first consider its stakeholders as a source of opportunity and acceptance of new ideas.
The Influence of Proactive Personality and Stereotype Threat on Women's Entrepreneurial Intentions
Authors: Gupta Vishal K. , Bhawe Nachiket M.
Published: August 2007

The primary goal of this study was to examine the role of proactive personality in moderating the influence of the widely-held `masculine' stereotype about entrepreneurs on intentions to become an entrepreneur. Manipulating stereotype threat, results from eighty young women indicated that women with more proactive personality were more significantly affected by exposure to the commonly known stereotype about entrepreneurs and had a significant decrease in entrepreneurial intentions compared to women with less proactive personality. The results are discussed in terms of their theoretical significance and practical relevance.
Quality and Impact of Educational Leadership Programs: A National Study
Authors: Jianping Shen  , Cooley Van E. , Ruhl-Smith Connie D. , Keiser Nanette M.
Published: August 2007

Executive Summary A national sample of 417 students from 29 U.S. colleges and universities was surveyed on the quality and impact of their educational leadership programs. The results indicated that the participants were positive about the quality of the programs and that they developed a more comprehensive understanding of educational goals and schooling functions after entering the programs. However, the participants indicated that the programs should be changed to accommodate their preference for skill- and practice-oriented courses, and that it is still possible for someone who knows education to be a reasonably good administrator without going through a leadership program. Challenges for educators of school leaders were discussed in the light of the findings.
Leadership and the Art of Mentoring: Tool Kit for the Time Machine
Authors: Kunich John C. , Lester Richard L.
Published: August 2007

Executive Summary Mentoring is both an opportunity and a risk. It is largely a teaching process beginning with parental nurturing of children and continuing through the lifecycle of organizational and personal interrelationships. A key principle considered in this article is that mentoring is both an obligation and responsibility of leadership. Through mentoring, the wisdom and experience of the senior is passed to the junior. This includes passing on and discussing principles, traditions, shared values, quality, and lessons learned. Mentoring provides a framework to bring about a cultural change in the way we view the professional development of competent future leaders. The road to the top in most organizations today is an uphill and bumpy ride—you simply can't float to the top. Mentoring is a key way to help us get to our destination.
Servant Leadership: Setting the Stage for Empirical Research
Authors: Farling Myra L. , Stone A. Gregory , Winston Bruce E.
Published: August 2007

Executive Summary Servant Leadership received attention in the popular press, but little empirical research exists to support the theory or the anecdotal evidence used in the popular press material. The authors of this paper present a model of servant leadership based on the variables of vision, influence, credibility, trust, and service identified in the academic and popular press literature. Other researchers are encouraged to engage in the empirical research activities required to advance this stream of literature to its next phase of maturation.
The New Presence of Women Leaders
Authors: Hayes Alice
Published: August 2007

Executive Summary The significant increase in women leaders has been facilitated by political, economic, educational and status changes in our culture. Women leaders express the same general leadership qualities as men, but may have leadership styles particularly suited to today's needs.
Creating A New Government Culture: The Search For Champions
Authors: Sabatine Frank J.
Published: August 2007

The Situation

In January of 1997, a newly elected governor appointed a new Chairman of the Indiana State Board of Tax Commissioners. The three commissioners of the Tax Board are responsible for overseeing and approving the budgets, levies, and local property tax rates for the 2300 taxing units in the state. This includes schools, county and local units of government as well as other special taxing units and districts. The Tax Board is also responsible for administering the assessment of property in Indiana including training and certifying all local assessors and the equalization of local assessments in all 92 Indiana counties.

The new commissioner was appointed by the governor to implement the governor's "Smaller and Smarter Government" initiative. The commissioner's task was to analyze the agency and make changes that would improve the performance of the agency while making the Indiana property tax system simpler, fairer, and conducive to economic development. At a briefing of state agency heads in March of 1997, the governor directed all agency leaders to "find ways to enable citizens and local officials to do things, rather than create impediments that prevent them from getting things done." It was clear that the new governor wanted agencies to facilitate action on the part of citizens and local officials, and to not focus on flexing their regulatory and watchdog muscles.