bluuebunny/crossref_metadata_2025 huggingface dataset:
Meeting the Leadership Challenge of a Diverse and Pluralistic Workplace: Implications of Self-Efficacy for Diversity Training
Authors: Combs Gwendolyn M.
Published: August 2007

Executive Summary Ways to maximize benefits of an increasingly diverse workforce and client base is a continuing concern for organizational leadership. The current processes for managing diversity continue to be necessary but are not sufficient to result in effective outcomes in 21st century organizational environments. Diversity training remains the primary method used to facilitate behavior change. However, existing diversity training is perceived to have failed, calling for a new diversity leadership focus to improve diversity performance. This paper proposes application of the research supporting the self-efficacy construct to build diversity self-efficacy and bridge the gap between diversity training and diversity performance.
Mentoring In Organizations: A Social Judgment Perspective For Developing Tomorrow's Leaders
Authors: Sosik John J. , Lee David L.
Published: August 2007

Executive Summary Mentoring has been identified as an effective means of leadership development in organizations. This paper presents a theory of mentoring that proposes that effective mentorship fundamentally depends on the mentor's ability to help solve various complex social problems that arise in the protégé's career. The social judgment capacities (e.g., wisdom, social perceptiveness, moral and social reasoning) that enable complex social problem solving in a mentoring context are discussed. A framework of relationships between social judgment capacity, mentoring functions and protégé outcomes is presented along with implications of these observations for mentoring research and for development of human potential in organizations.
Developing Leaders Through High School Junior ROTC: Integrating Theory with Practice
Authors: Funk Robert C.
Published: August 2007

Executive Summary

Many programs and opportunities exist in secondary education to develop leadership in high school students. From athletics to clubs to student government, students are given numerous venues to act as leaders to their peers. However, very few high school students are provided any type of formal leadership training through an educational process.

Approximately 3,000 high schools in the United States offer Junior ROTC (JROTC) as an elective in their curriculum. Although the four military services offer separate programs, as a whole, JROTC is a youth development program designed to educate students for citizenship and to provide leadership opportunities for personal growth. An academic curriculum of leadership instruction prepares students to assume greater responsibilities in leadership roles within the JROTC unit. This integration of academic instruction with applied leadership skills is a unique and effective method of teaching leadership in an academic environment.
Graduate Programs In Organizational Leadership: A Review Of Programs, Faculty, Costs, And Delivery Methods
Authors: Crawford C.B. , Brungardt Curtis L. , Scott Robert F. , Gould Lawrence V.
Published: August 2007

Executive Summary Graduate level education in professional degree programs, such as organizational leadership, is changing and evolving rapidly. As consumers demand non-traditional scheduling arrangements and mediated "any time, any place" learning, educational institutions have had to look at these options. This study explored the nature of graduate education in organizational leadership considering specifically the program focus, the characteristics, the faculty, costs, and delivery methods utilized. Based on the data gathered by reviewing more than 40 degree programs, there are clear indications that educational institutions are beginning to meet the needs of the non-traditional learner. Given the evolution of higher education, more specific research should be conducted.
Telecommuting in the 21st Century: Benefits, Issues, and a Leadership Model Which Will Work
Authors: Gibson Jane Whitney , Blackwell Charles W. , Dominicis Peter , Demerath Nicole
Published: August 2007

Executive Summary This article looks at the evolution of telework in the United States as well as the benefits and potential problems associated with this growing phenomenon. One of these issues, effective leadership of teleworkers, is the focus of the article. The authors suggest that Situational Leadership™, a leadership model which has been in use since the late 1960s, is an appropriate tool for leaders to use in successfully influencing their off-site workers. Situational Leadership™ is explained and applied to a variety of telecommuting scenarios.
The Essence of Strategic Leadership: Managing Human and Social Capital
Authors: Hitt Michael A. , Duane R.
Published: August 2007

A new type of strategic leadership is required to help firms successfully navigate the dynamic and uncertain environment in which they compete today. The strategic leadership needed in 21st century firms is involved with building company resources and capabilities with an emphasis on intangible human capital and social capital. Human capital is the firm's repository of valuable knowledge and skills; social capital provides access to critical resources. Both are significant contributors to achievement of a competitive advantage. Leaders must effectively manage these important resources for the firm. Management of these resources involves evaluating current resource stocks and making changes such as adding (e.g., developing or acquiring externally) and deleting (e.g., layoffs) human resources and external relationships. To create value, the resources must be configured to develop capabilities that can be leveraged in ways to create competitive advantages. The dimension of strategic leadership we describe here is called effectuation. This new type of approach to leadership has important implications for management scholars and practitioners.
An Attempt At A Consentience Regarding Formal Leadership
Authors: Muczyk Jan P. , Adler Terry
Published: August 2007

Given the importance of leadership in organizations, an attempt to integrate the many disparate concepts and constructs related to this topic is long overdue. With that goal in mind, an integrative framework was created that focuses on three distinct levels of abstraction- big leadership, mid-range leadership, and small leadership. Within this tripartite taxonomy, an attempt was made to reconcile some vexing issues that have been frustrating academics and practitioners alike.

Big leadership is viewed as transformational in nature, requiring a charismatic visionary being in the right place at the right time. Both mid-range and small leadership, however, are transactional in nature, but small leadership is so to a fault.

Our approach to mid-range leadership theory attempts to identify the important dimensions of transactional leadership, differentiate the normative from the situational ones, and specify the conditions under which the situational leadership factors apply.

In our framework, small leadership consists of the myriad of quotidian interactions between the leader and subordinates that are easy to overlook but have an important cumulative effect on the social compact between leader and subordinates that is so essential to gaining subordinate compliance.

Lastly, whenever appropriate, contingencies are specified at all three levels, and substitutes for leadership identified. While not a mega-theory, our leadership framework is integrative and, thus, useful to managers who lead organizations, teams, and individuals.
A Conversation with C. Richard Panico: Leading an Ethically-Based Organization
Authors: Mathys Nicholas J.
Published: August 2007

Rich Panico began his professional career with Johnson & Johnson in Chicago in 1973. During his fifteen years there he was part of the operations group and held positions of increasing responsibility within the engineering and maintenance organizations. While at Johnson & Johnson, Rich developed a reputation for building strong organizations, promoting and enforcing high standards of quality and performance, and, most importantly, for placing an emphasis on developing relationships based on honesty and trust.

Rich received the prestigious Supervisor of the Year award in 1975 in recognition of his outstanding leadership. Rich was promoted to the position of Chief Engineer at Johnson & Johnson's Personal Products Division in Wilmington, Illinois in 1982. He served in this position until he left in 1988 to fulfill his lifelong goal of founding his own company, Integrated Project Management Company, Inc. (IPM).

IPM started in 1988 with 2 employees and a few contracts. It is now an innovator in the field of professional project management utilizing proprietary processes across its six business segments (Product Development and Life Cycle Management, Business Process Optimization, Strategic Planning and Organizational Alignment, Manufacturing and Chemical Process Analysis and Capital Project Management; Site, Facilities, and Infrastructure Capital Project Management; and Information Management and Technology Applications). IPM's project managers have led over 2000 projects for over 100 major corporations, most of which are Fortune 500 companies. IPM has grown to nearly 100 employees with offices in Chicago and St. Louis.

Besides his role as president of IPM, Rich has been actively involved in the De Paul University Institute for Business and Professional Ethics and has served as its chairman since 2001. Rich maintains a strong passion for influencing how business is conducted and promoting the responsibility of leaders to incorporate an ethical conscience in every decision.

When he is not devoting his attention to his business or volunteer activities, Rich can usually be found keeping physically fit in his home gym, restoring classic cars, riding his motorcycle, or enjoying quiet time with his wife, Kristy.
Leadership and the Glass Ceiling: Gender and Ethnic Group Influences on Leader Behaviors at Middle and Executive Managerial Levels
Authors: Bartol Kathryn M. , Martin David C. , Kromkowski Julie A.
Published: August 2007

This study investigated influences of gender and ethnic group through the perspective of four leader behaviors deemed important by top managers and exhibited by 658 middle managers and executives in a large professional services business organization. As rated by subordinates, female and male executives were similar in that they generally engaged in greater amounts of the leader behaviors valued by top management than did male and female middle manager. However, both female middle managers and female executives were rated higher than males counterparts not only interpersonal, but also goals and task leader behaviors. Results support socialization and gender norms explanations. Few ethnic group differences were found, but areas for future research are identified.
Leadership Across Cultures: Attachment Style Influences
Authors: Manning Tracey T.
Published: August 2007

As organizations are challenged to global leadership competence and to manage increasing diversity, it is critical to select and develop effective cross-cultural leaders. Technical competence and organizational experience are inadequate criteria; among the most crucial leadership characteristics are relationship competence and openness to new perspectives. These are difficult to train or develop in leaders because they derive from personal relationship tendencies called attachment styles, based on relatively enduring assumptions about self and others. Attachment styles affect work relationships and, thus, cross-cultural leadership effectiveness, and need to be considered by managers and their organizations in leadership selection and development programs.
Cultural and Leadership Similarities and Variations in the Southern Part of the European Union
Authors: Nikandrou Irene , Apospori Eleni , Papalexandris Nancy
Published: August 2007

This paper examines the similarities and differences in cultural (societal and organizational) and leadership aspects in the southern part of the European Union. The study is based on data from the GLOBE project for five countries (Greece, Italy, France, Spain, and Portugal). Even though there are quite a few studies clustering European countries either along the North-South axis or the North/West — South/East axis, we still need to better understand cultural and leadership similarities and differences among countries that for various reasons, such as sociopolitical, economic, cultural, historical, geographical and so forth, may form a unit for purposes of comparative study. The findings of the present study suggest that there are more similarities than differences among these five countries that may support the thesis for considering them as the southern band of EU countries.
Out of Role? Out of Luck: The Influence of Race and Leadership Status on Performance Appraisals
Authors: Knight Jennifer L. , Hebl Michelle R. , Foster Jessica B. , Mannix Laura M.
Published: August 2007

Although the American workforce is becoming more diverse, Black managers continue to face obstacles to success. One of the greatest challenges facing Black leaders is aversive racism, a subtle but insidious form of prejudice that emerges when people can justify their negative feelings towards Blacks based on factors other than race. The present study (N = 156) revealed that participants gave negative ratings to Black leaders and White subordinates and positive ratings to Black subordinates and White leaders, thus affirming these workers in their stereotypical societal positions. Furthermore, participants used even innocuous past mistakes of Black leaders to justify their negative evaluations of them. The theoretical and practical implications for leadership theories, performance appraisals, and organizational policy are discussed.
Leadership and Decision Making: A Retrospective Application and Assessment
Authors: Duncan W. Jack , LaFrance Kevin G. , Ginter Peter M.
Published: August 2007

This paper examines the applicability of the Vroom-Yetton model of leadership and decision making to the battlefield behavior of ten commanding generals in six major battles of the American Civil War. The purpose of the paper was twofold. The first objective was to see if it is possible to utilize official war records, autobiographies, biographies of close associates, and scholarly works to reconstruct the thinking of decision makers in the past and frame this thinking within a contemporary theory of leadership and decision making. The second objective was to illustrate the potential value of using prior events as retrospective test cases for a contemporary leadership theory.

Although no attempt was made to suggest that the selection of the appropriate decision making and leadership style was the determining factor in the outcome of major battles of the Civil War, the study provided some interesting findings. The findings suggest that when the selected commanders on the field acted consistently with the prescriptions of the Vroom-Yetton model they were more often successful in accomplishing the goals of the campaign. In addition, the findings suggest that even though the commanders tended to favor autocratic styles, the lack of information sharing and consensus building resulted in serious disadvantages. In the cases examined, the pressure for prompt decision making was not sufficient to justify the loss of information that resulted from the determination to act alone.
From Transactional to Transcendental: Toward An Integrated Theory of Leadership
Authors: Sanders Joseph E. , Hopkins Willie E. , Geroy Gary D.
Published: August 2007

In this article we explore the spiritual dimensions of leadership by setting forth a theory that both integrates and extends the transactional and transformational theories of leadership. Specifically, we propose that the transcendental theory of leadership set forth in this article comprises three dimensions of spirituality (consciousness, moral character, and faith) that incorporate the managerial aspects of transactional theory and the charismatic aspects of transformational theory to enhance leader effectiveness.

Utilizing a conceptual model, we show the hierarchical relationship that exists between transcendental, transformational, and transactional theories of leadership and set forth several propositions related to the development of spiritual dimensions as leaders develop along the hierarchical continuum. Implications of the model for leadership theory and practice are discussed.
The Role of Transformational and Transactional Leadership in Creating, Sharing and Exploiting Organizational Knowledge
Authors: Bryant Scott E.
Published: August 2007

Strategy scholars have argued that managing knowledge effectively can provide firms with sustainable competitive advantages. Leaders are central to the process of managing knowledge effectively. Managing knowledge includes three key processes: creating, sharing, and exploiting knowledge. Leaders are central to each of these processes at multiple levels of the firm. Examining the role of leadership in converting knowledge into competitive advantages is important to our understanding of leaders and organizations. Transformational leadership may be more effective at creating and sharing knowledge at the individual and group levels, while transactional leadership is more effective at exploiting knowledge at the organizational level. This paper begins to integrate the transformational leadership literature with the organizational knowledge literature.
Leading Generation X: Do the Old Rules Apply?
Authors: Rodriguez Raul O. , Green Mark T. , Ree Malcolm James
Published: August 2007

The purpose of this study was to quantify the generational preferences for leadership behavior. The dependent variable was the preference of leadership behavior associated with generational themes. The five themes were: (a) Fulfillment, (b) Flexibility, (c) Technology, (d) Monetary Benefits, and (e) Work Environment. The independent variables were: (a) generation, (b) ethnicity, and (c) education. The quantitative data for the study was gathered through completed surveys from 805 participants. The cross-sectional design was used as the quantitative design. The MANOVA was used to contrast the dependent and independent variables. Significant differences were encountered at the p < .05 level. A difference in preference for leadership behavior was found between the baby boomers and generation X
A Conversation With AutoNation's President, Mike Maroone: Auto Retailing Where "Retail is Detail"
Authors: Hodgetts Richard M. , Tworoger Thomas M.
Published: August 2007

Michael E. Maroone started his career in the automotive industry as Ford Motor Company's youngest dealer. Today he is president of the largest auto retailer in the world, AutoNation. Until organizations like AutoNation entered the market, automobile dealerships were typically family enterprises. In the interview, Mike relates his family story, the evolution of family operated dealerships, and the consolidating of dealerships into AutoNation, a company with almost 400 outlets and $20 Billion in sales. Mike explains how AutoNation can successfully group dealerships in single markets. AutoNation is the third Fortune 100 Company founded by the ultimate entrepreneur, Wayne Huizenga. Now, Maroone and Chairman Michael Jackson must operate and grow the largest automotive retailer to the next level. Maroone's philosophies on leadership and management can apply to any business, not just the highly competitive automotive industry. Traditionally, auto dealership managers were related to the dealer. Maroone tells how the "glass ceiling" is eliminated and how the best and brightest are attracted to AutoNation through stock options and the potential for career advancement. Through their intensive training program, AutoNation reflects Maroone's philosophy that "retail is detail. "
Outsourcing HR Functions: When—and When Not—to Go Outside
Authors: Stroh Linda K. , Treehuboff Deborah
Published: August 2007

Deciding whether and what to outsource is not as patently obvious as some managers might think. This paper examines issues HR executives should consider before outsourcing HR activities. The findings are based on published research and is supported by the experience of the members of the International Personnel Association, which represents 60 of the top 100 multinationals in the U.S. and Canada.
Enhancing Incremental Influence: A Focused Approach To Leadership Development
Authors: Campbell Donald J. , Dardis Gregory , Campbell Kathleen M.
Published: August 2007

In an effort to construct a framework for understanding leadership development (LD), this paper examines the available evidence regarding exactly what organizations attempt to develop under the rubric of LD, and how they attempt to develop it. After considering the conceptual and practical implications associated with various LD perspectives, the paper builds on the notion of leadership as "incremental " influence (Katz & Kahn, 1978) to propose a more precise approach to LD. This more precise approach argues that LD is the process of acquiring particular personal qualities and skills that create influence independent of the individual's positional influence. The paper then suggests how this more precise view provides a useful lens for organizations interested in assessing their LD undertakings.
Community Based Civic Leadership Programs: A Descriptive Investigation
Authors: Azzam Tarek , Riggio Ronald E.
Published: August 2007

This paper focuses on the development and operational practice of civic leadership programs within the entire state of California. The intention of this paper is to provide a clearer understanding of how civic leadership programs are shaped and structured. This paper also offers a glimpse into the status of civic leadership programs within California, and will cover a variety of topics such as the types of programs, curricular practices of programs, major issues facing programs, occupational make up of participants, and program funding. Implications for future civic leadership development are discussed.
Using the Myers-Briggs Type Indicator as a Tool for Leadership Development? Apply With Caution
Authors: Michael James
Published: August 2007

Despite its wide use as a tool to enhance leadership development, the current way in which the Myers-Briggs Type Indicator (MBTI) is administered provides limited value to managers. This paper reviews how to interpret the MBTI, examines some of its conceptual and psychometric weaknesses, and identifies its misuse in leadership development. Inconsistencies between Jung's (1923/1971) conceptual study, upon which the MBTI is based, and how the instrument was developed and applied are examined. To improve the administration and interpretation of the MBTI in leadership development users of the MBTI are advised to make careful assessments of type when raw scores are "slight" for any dimension, analyze how organizations as "strong situations" can overcome the predicted behavior of type, and consider the potential interaction of needs with type and its potential impact on managerial behavior. Users may also consider the adoption of the "Big Five " model of personality as a substitute for the MBTI.
Can Electronic Performance Monitoring Be Fair? Exploring Relationships Among Monitoring Characteristics, Perceived Fairness, and Job Performance
Authors: Moorman Robert H. , Wells Deborah L.
Published: August 2007

With the increased use of technology in all areas of human resource management, many organizations are using electronic and computerized means for monitoring and assessing employee performance. We tested three path models that explored whether the perception of certain characteristics of an electronic performance monitoring (EPM) system might relate to 1) the perceived fairness of that system and 2) employee performance. Results suggest that perceptions of three of the characteristics — opportunity to challenge, feedback tone, and amount of monitoring were related to the perceived fairness of the performance monitoring system. In turn, perceived fairness of the system fully mediated the relationship between the monitoring system characteristics and dimensions of contextual performance. However, the best fitting path model did not support any linkages to task performance.
The Road Less Traveled: How to Manage the Recycling Career Stage
Authors: Sullivan Sherry E. , Martin David F. , Carden William A. , Mainiero Lisa A.
Published: August 2007

This article examines how organizations can better respond to the needs of individuals who are reexamining and changing their chosen career paths. The term, "career recycling ", reflects a new, growing segment of the workforce describing individuals who are reexamining and changing their career paths. Through exploratory interviews, we found that recylers were dissatisfied with their careers and willing to accept the risks associated with changing career direction. Recycling is generally triggered by organizational change, personal plateauing and/or personal crisis. Firms may need to reassess, redesign, and reevaluate key human resource activities, such as employee counseling, job sharing, and compensation benefits in the light of this new phenomenon.
A Model of Factors that Influence Global Product Standardization
Authors: Loyka Jeffrey J. , Powers Thomas L.
Published: August 2007

The need to maximize long-term profits is causing companies to globalize markets for their products, and evaluate the role that global product standardization plays in the achievement of strategic cost advantage. The literature proposes a number of factors to be associated with global product standardization. In this paper, the background of global product standardization is reviewed, and the factors associated with global product standardization are identified. This paper also presents a model showing the relationships between these factors and the dimensions of global product standardization, and provides suggestions for future research on the topic.
"Mending Fences on the Immigrant Frontier": A Call for Better Integration of Demographic Information in Human Resource Management Practice and Theory
Authors: Jones James R. , Lewis Darryll M. Halcomb
Published: August 2007

The authors argue that human resource management practitioners and researchers do not adequately take national origin into account when devising policies and theories. It is further asserted that this failure puts companies at risk for both lesser achievement of organizational objectives and potential legal liability (e.g., disparate impact). The background of the legal concept of a "reasonable man " is discussed in order to provide a possible explanation for why insufficient attention is paid to demographic factors such as race and national origin, and implications for theory and practice.
A Conversation with F. Bryon Nahser: Focusing on Values through Pragmatic Inquiry
Authors: Thompson Kenneth R.
Published: August 2007

In 1986, when I first joined DePaul, I had the pleasure of meeting F. Byron (Ron) Nahser, as he was involved in DePaul's ethics and values advisory group when Brother Leo V. Ryan was Dean of the College of Business. I was impressed with Ron's evangelical zeal as he promoted values in life and in business. At the time, as the President of Frank C. Nahser Advertising Agency, he personally interviewed each client to ensure that their values were compatible with the values of the agency. I was flabbergasted. This advertising firm has an ethical conscious! Over the years, Ron has grown his business but has still maintained fast to his notion that values are important. The focus of this interview is how Ron works with clients through an approach called "Pragmatic Inquiry" to help them find the "soul" of their business. This helps the organization build its own unique culture and resulting behaviors. Ron has a B.A. from Notre Dame, an M.B.A. from Northwestern University, an M.A. in Religious Studies from Mundelein College, and a Ph.D. from DePaul University. Ron is currently the CEO of the Globe Group of companies and holds an "executive-inresidence" position at DePaul University. He is a board member for several business ethics groups and has lectured at a host of universities including Yokohama National University in Japan, and Cambridge and Oxford Universities in England.
Emotional Intelligence as a Moderator of the Relationship between Conscientiousness and Performance
Authors: Douglas Ceasar , Frink Dwight D. , Ferris Gerald R.
Published: August 2007

This study investigates whether the relationship between conscientiousness and performance , is stronger for individuals who are high on emotional intelligence. The results of hierarchical moderated regression analyses supported the hypothesis by demonstrating that the relationship between conscientiousness and work performance is positive for individuals high (versus low) in emotional intelligence. However, the opposite pattern was found for those low in emotional intelligence; that is, increases in conscientiousness were associated with decreases in performance. Implications of these results are discussed, as are directions for future research.
Using Role Theory to Examine Determinants of Transformational and Transactional Leader Behavior
Authors: Shivers-Blackwell Sheryl L.
Published: August 2007

Managers can and do behave differently in similar organizations and within similar jobs. Role theory is proposed to be useful in understanding and determining how managers' perceptions of the organizational setting influence their leadership behaviors. This paper seeks to: (1) introduce role theory as a mechanism for explaining the relationship between organizational context and leadership behavior; (2) integrate transformational and transactional leadership theories with research on organizational context and role theory; and (3) identify organizational contextual and personality variables that influence transformational and transactional leadership behaviors.
The Results of an Evaluation Scan of 55 Leadership Development Programs
Authors: Russon Craig , Reinelt Claire
Published: August 2007

The W. K. Kellogg Foundation has had a long history of investing in leadership development programs. Recent changes in the way that the Foundation thinks about leadership have been accompanied by questions from our leadership team about how to evaluate leadership programs. These questions led the Foundation to commission the Development Guild/DDI, Inc. to conduct a scan to determine the current status of efforts to evaluate change-oriented leadership programs. The scan provided information about desired and unintended outcomes, approaches to evaluation, data collection methods, and data sources. We believe that funders and those who run programs will benefit from understanding the variability across programs.
Transformational and Servant Leadership: Content and Contextual Comparisons
Authors: Smith Brien N. , Montagno Ray V. , Kuzmenko Tatiana N.
Published: August 2007

The purpose of the study is to examine conceptual similarities of transformational and servant leadership theories and analyze the contribution both theories make to the understanding of leadership. The paper examines the extent the domains of the two theories overlap, and looks at the motivation of managers to create organizational cultures using one or the other perspectives. It is suggested that servant leadership leads to a spiritual generative culture, while transformational leadership leads to an empowered dynamic culture. The paper also addresses contextual factors which might make one or the other models more appropriate for organizational objectives. It is suggested that high change environments require the empowered dynamic culture of transformational leadership, while more static environments are better served by the servant leadership culture.
Is Similarity in Leadership Related to Organizational Outcomes? The Case of Transformational Leadership
Authors: Felfe Jörg , Schyns Birgit
Published: August 2007

In this study, 213 supervisors from two public administration offices rated their own leadership behavior as well as their leaders' behavior on the MLQ. The relationship between own self-rated transformational leadership and perceived transformational leadership of the direct superior was examined. Furthermore, the relationship between perceived similarity between subordinate and supervisor in transformational leadership and leadership specific outcomes (extra effort, efficiency, and satisfaction with the leader), as well as organizational outcomes (commitment, overall satisfaction, organizational citizenship behavior, achievement orientation, stress, and irritability) was analyzed. Separating the participants into four groups with regard to their type of similarity/dissimilarity (similar low transformational leadership / similar high transformational leadership / dissimilar high transformational leadership of leader / dissimilar low transformational leadership of leader) led to differential correlations with the outcomes. Whereas a pattern close to the expected pattern was found for leader specific outcomes, very different patterns emerged for organizational outcomes including commitment, overall satisfaction, organizational citizenship behavior, stress, and absenteeism.
The Impact of Ethical Leadership Behavior on Employee Outcomes: The Roles of Psychological Empowerment and Authenticity
Authors: Weichun Zhu  , May Douglas R. , Avolio Bruce J.
Published: August 2007

The topics of authentic leadership and the ethical behavior of leaders have received significant interest in recent years due to the plethora of ethical scandals in corporations. In this paper, we developed a theoretical framework that maintains that employees' psychological empowerment mediates the relationship between leaders' ethical behaviors and employees' organizational commitment and trust in leaders. We also argue that authenticity (i.e., the consistency between leaders' true ethical intention and behavior) moderates the relationship between leaders' ethical behaviors and employee outcomes. We discuss the theoretical and practical implications of the proposed model for work on authentic leadership.
Featured Interview Sherron Watkins, Former Vice President for Corporate Development of Enron
Authors: Lucas Nance , Koerwer V. Scott
Published: August 2007

Sherron Watkins is the former Vice President for Corporate Development of the Enron Corporation, who alerted then-CEO Ken Lay in August 2001 to accounting irregularities within the company. Her warning signaled to Ken Lay that Enron 'might implode in a wave of accounting scandals, ' predicting that hidden "improper -- possibly illegal - partnerships" would lead to the energy-trading giant's collapse. Enron's demise was being led by then-Chief Executive Officer Jeffrey Skilling and Chief Financial Officer Andrew Fastow and assisted by Enron's accounting firm Andersen and Vinson & Elkins, a law firm representing Enron. When the collapse began months later, Watkins told Lay that Enron should come clean about its massive financial losses -- about $1 billion -that were being misrepresented to investors. She testified before Congressional Committees from the House and Senate investigating Enron's business practices in February 2002.

Ms. Watkins is a former Arthur Andersen accountant who joined Enron in 1993, initially working for Andrew Fastow, managing Enron 's $1 billion-plus portfolio of energy related investments held in Enron 's various investment vehicles. She held the portfolio management position for just over 3 years, transferring at the start of 1997 to Enron's international group focusing primarily on mergers and acquisitions of energy assets around the world. In early 2000, Ms. Watkins transferred into Enron's broadband unit where she worked on various projects until late June of 2001 when she went back to work for Mr. Fastow in his new area of responsibility over the mergers and acquisitions group of the Enron Corporation. As a result of her memos to Ken Lay urging the company to change its accounting practices and restate its earnings, she has become known to the world as the Enron whistle-blower.

Sherron Watkins was named, along with two others, as one of Time magazine's 2002 Persons of the Year for "people who did right just by doing their jobs rightly" and for their courageous actions. The story of Enron's collapse can be found in the book, Power Failure: The Inside Story of the Collapse of Enron, by Mimi Swartz with Sherron Watkins. In recognition of her outstanding demonstration of ethics in the work place, Ms. Watkins has received numerous other awards, including the Court TV Scales of Justice Award and its Everyday Hero's Award, the Women Mean Business Award from the Business and Professional Women/USA Organization, and the 2003 Woman of the Year Award by Houston Baptist University.

Prior to joining Enron, Ms. Watkins worked for 3 years as the portfolio manager of MG Trade Finance Corp's commodity backed finance assets in New York City and for 8 years in the auditing group of both the New York and Houston offices of Arthur Andersen. Ms. Watkins is a Certified Public Accountant. She holds a Masters in Professional Accounting as well as a B.B.A. in accounting and business honors from the University of Texas at Austin.
Ethical Dimensions of International Grantmaking: Drawing the Line in a Borderless World
Authors: Rosenfield Patricia L. , Sprague Courtenay C. , McKay Heather S.
Published: August 2007

By their very nature and purpose, foundations are powerful leaders in society. Pressure to maintain the public trust has consequently focused attention on their behavior. While codes of conduct have been produced, foundation officers have yet to make explicit the values that shape their work. The pressure and complexity of foundation decision making — the ways in which priorities are identified and strategies implemented — compel recognition of the multiple ethical dimensions that underlie those actions. This paper is thus proffered as a contribution toward developing the ethics of international grantmaking.
A Multiple-Level Theory of Leadership: The Impact of Culture as a Moderator
Authors: Kim Kyoungsu , Dansereau Fred , In Sook Kim  , Kong Soo Kim
Published: August 2007

In an effort to present a multiple level theory of leadership, we suggest a set of conditions that may moderate the acceptance of a leader's behavioral patterns. By considering leadership theories at multiple levels of analysis and by conceptualizing culture at a higher level of analysis, we suggest that it depends on culture whether subordinates accept a leader's behavioral pattern. We consider the following patterns: a leader (1) displays a consistent style through the use of consideration and initiating structure, (2) differentiates between in- and out-groups of subordinates via delegation, or (3) interacts with subordinates on a one-to-one or dyadic basis via providing a sense of self-worth. We also discuss the implications of this approach and suggest directions for future research.
Leadership Behaviors and Subordinate Resilience
Authors: Harland Lynn , Harrison Wayne , Jones James R. , Reiter-Palmon Roni
Published: August 2007

Utilizing a sample of 150 part-time MBA students, this study evaluated the relationship between leader behaviors and subordinate resilience. We proposed that the transformational leadership dimensions of Attributed Charisma, Idealized Influence, Inspirational Motivation, Intellectual Stimulation, and Individualized Consideration, as well as the transactional leadership dimension of Contingent Reward would be positively associated with subordinate resilience. We also proposed that the transactional leadership dimensions of Management-by-Exception Active and Management-by-Exception Passive and the non-leadership dimension of Laissez-Faire leadership would not be positively associated with subordinate resilience. With the exception of Inspirational Motivation, all hypothesized relationships were supported. A post-hoc analysis of open-ended responses to the question "What helped you to deal with this situation? " indicated that participants who mentioned their leaders as a positive factor in dealing with the situation exhibited greater resilience than participants who did not. The implications of these results and suggestions for future research are discussed.
Designing and Evaluating E-Learning in Higher Education: A Review and Recommendations
Authors: Chee Meng Tham  , Werner Jon M.
Published: August 2007

In the past decade, there has been tremendous growth in the availability of college and university courses taught entirely online. In this manuscript, we review issues that impact the effectiveness of such electronic courses. We first address design and delivery issues for online courses. We then present a framework for addressing the institutional, technological, and student issues that should be simultaneously addressed in order for online courses to be effective. We also make recommendations concerning how to evaluate the effectiveness of online courses, and then discuss major constraints that can limit the effectiveness of such courses. We contend that the future success and viability of online coursework depends upon successfully addressing issues such as those raised in this manuscript.
Reconceptualizing Social Skills in Organizations: Exploring the Relationship between Communication Competence, Job Performance, and Supervisory Roles
Authors: Payne Holly J.
Published: August 2007

This study applies a three component model of communication competence (motivation, knowledge, and skill) within an organizational context and analyzes the relationship between job performance, position level, and communication competence. Data analysis revealed high job performers had significantly higher levels of motivation to adapt communication and higher levels of communication skill (empathizing, adapting communication, and managing interactions). Also, supervisors were more motivated to communicate and empathize than subordinates. Finally, level of job performance and job position (supervisor or non-supervisor) did not influence level of communication competence. These results along with limitations and avenues for future research are discussed.
Race Effects on the Employee Engagement-Turnover Intention Relationship
Authors: Jones James R. , Harter James K.
Published: August 2007

In this paper we review extant research findings on employee engagement. We then outline and test potential differences in the relationship between engagement and intent to remain with the organization, based upon variations in the racial composition of the supervisor-employee dyad. Our analyses revealed an interaction whereby at low levels of engagement, members of different-race dyads report a lower tendency to remain with their organization for at least one year than members of same-race dyads; at high levels of engagement, intent to remain was greater for members of different-race dyads. We discuss implications of our findings for organizational practice and research.
Transformational Leadership and Work-Related Attitudes: The Moderating Effects of Collective and Self-Efficacy Across Cultures
Authors: Walumbwa Fred O. , Lawler John J. , Avolio Bruce J. , Peng Wang  , Kan Shi
Published: August 2007

In this study, we examined how collective and self-efficacy moderated the influence of transformational leadership on followers' work-related attitudes (i.e., organizational commitment and job satisfaction) using hierarchical linear modeling. Data for this study were collected from 37 bank branches and 644 individuals in China (n = 208), India (n = 194), and the United States (n = 242). Results revealed that transformational leadership and efficacy beliefs were positively related to followers' work-related attitudes. Aggregated collective and self-efficacy moderated the relationship between transformational leadership and followers' work-related attitudes. Limitations of the study and implications of these findings for practice and research are discussed. Key words: Transformational leadership, efficacy beliefs, and work attitudes.
Social Identity and Leadership in the Basque Region: A Study of Leadership Development Programmes
Authors: Pittaway Luke , Rivera Olga , Murphy Anne
Published: August 2007

The purpose of the study was to explore how social identity influences the construction of leadership development programmes in the Basque Region. The Basque region is recognised as having a strong social and national identity (Kaufmann and Tödtling, 2000; McNeill, 2000). Historically leadership development has been focused on practising leaders and managers and delivered by universities, consultants and other intermediaries. A recent study reported in the paper has shown managerial dissatisfaction with current provision in the region and has illustrated a need for provision to focus on `skills' for 'leadership'. What is meant by 'skills' and 'leadership' is, however, embedded within the Spanish language and Basque identity (Kasmir, 1996; Whyte, 1999). The paper introduces theories of social identity as they are applied to the study of leadership and it explores how these theories can help explain perceptions of leadership.
Gender Differences in Social and Emotional Skills and Charismatic Leadership
Authors: Groves Kevin S.
Published: August 2007

The relationships among leader gender, social and emotional skills, and charismatic leadership were examined from a dataset of 108 senior leaders and 325 of their direct followers in numerous organizations, including universities, government agencies, and for-profit companies. Results showed that female leaders scored higher on social and emotional skills, and follower ratings of charismatic leadership, while social and emotional skills mediated the relationship between leader gender and charismatic leadership. Surprisingly, leader tenure predicted leader social skills but was unrelated to leader emotional skills, which demonstrated the strongest relationship to leader gender and charismatic leadership. Implications for theory, practice, and future research are discussed.
Faculty in a Liminal Landscape: A Case Study of a College Reorganization
Authors: Bettis Pamela J. , Mills Michael , Williams Janice Miller , Nolan Robert
Published: August 2007

The reorganization of colleges is one response to the economic, political, and intellectual challenges that universities face. However, little research has explored how faculty members understand their professional identities and affiliation during the structural and cultural shifts engendered during a college's reorganization which is the focus of this qualitative case study.
The 21st Century Board: Structure, Responsibility, Assessment
Authors: Hall Richard F. , Keane Timothy P. , McConnell Cheryl , Becker Samantha
Published: August 2007

Redefinition of how a board of directors fulfills its duties to make informed decisions and to monitor and oversee management is a primary focus of corporate governance reform. In a three pronged approached to the examination of the role of the board of directors in corporate governance, this article recommends board restructuring based on the best practices contained in proposed and enacted reforms; discusses board and committee responsibilities in the context of the restructured board; and suggests assessment procedures to evaluate board progress in instituting corporate governance reforms. The matrix appended to the article is a synthesis of required and recommended corporate governance reforms.