Business Commons^™

Leader Mistreatment, Employee Hostility, And Deviant Behaviors: Integrating Self-Uncertainty And Thwarted Needs Perspectives On Deviance, David M. Mayer, Stefan Thau, Kristina Workman, Marius Van Dijke, David De Cremer

Kristina Workman

Integrating self-uncertainty management and thwarted needs perspectives on leader mistreatment and workplace deviance, we examine when and why leader mistreatment is associated with workplace deviance. We propose that competence uncertainty strengthens the relationship between leader mistreatment and workplace deviance and that hostility mediates this interactive effect. Four field studies and one experiment support the hypotheses. The first two studies provide evidence for the predicted interaction between leader mistreatment and competence uncertainty, and the next three studies demonstrate that hostility mediates this interactive effect. We discuss an extended social exchange explanation of workplace deviance and highlight the psychological interplay between motives, …

Commentary On ‘Why Compassion Counts!’: Compassion As A Generative Force, Jane E. Dutton, Kristina Workman

Kristina Workman

[Excerpt] Twelve years ago, Peter Frost called upon us to consider why compassion counts. More than a decade later, we can see, feel, and understand why compassion counts both in the field of organizational studies and in our lives as scholars. As he was so many times during his career, Peter was prophetic in identifying and animating a core idea that is central to our field and to our lives. We approach this essay with three goals in mind, all focused on elaborating how compassion is a generative force. By generative, we mean that compassion as an idea opens up …

Leadership And Crisis Management In Modern Organizations, Chris D. Bellamy

Dr. Chris D. Bellamy

Leadership in modern organizations is complex. This research identifies how leaders in modern organizations can effectively deliver results through crisis management, while maintaining organizational culture. The author addresses leadership through organizational culture, the actions leaders must take, corporate policies and practices. In addition, this research directly contributes to leading organizations through crisis management and maintaining organizational culture today.

“If You Don’T Hear From Me You Know You Are Doing Fine”: The Effects Of Management Nonresponse To Employee Performance, Timothy R. Hinkin, Chester A. Schriesheim

Timothy R. Hinkin

A study of 243 employees of two different hospitality organizations compared the effects of managers’ giving feedback with no comments at all (favorable or unfavorable). The study found that feedback, formally known as contingent reinforcement, improves performance even when that feedback involves negative or corrective comments. Echoing previous studies, this research found a positive relationship between contingent rewards and workers’ effectiveness and satisfaction. Moreover, contingent punishment also had a small positive relationship with effectiveness and satisfaction. Going beyond previous work, however, this study found that managers’ omission of any commentary on good performance has a direct, albeit moderate, negative relationship …

Transformational Leaders In The Hospitality Industry, J. Bruce Tracey, Timothy R. Hinkin

Timothy R. Hinkin

The classic metaphor of the manager as one who fights fires may need to be replaced by that of one who focuses on fire prevention.

Becoming A Leader In The Hospitality Industry, Timothy R. Hinkin

Timothy R. Hinkin

[Excerpt] Leadership has been defined in many ways, but the essence of leadership involves influencing people toward a desired objective. Leaders do not push followers—they pull them. While management is often concerned about stability, efficiency, and control, leadership is focusing on innovation, adaptation, and employee development. Management focuses on coping with the day to day, while a true leader is looking into the future. A manager can develop a brilliant marketing campaign, create an innovative strategy for growth, and design the most efficient work processes, but if the followers don't engage effectively in the implementation of these initiatives, these efforts …

Barriers To International Business, Chris D. Bellamy

Dr. Chris D. Bellamy

There are many barriers that companies face when attempting to expand operations on a global scale. This paper identifies four barriers businesses must overcome, and the strategies they can deploy to overcome these barriers. The author justifies support for these strategies with current research for each barrier. The paper also identifies and applies current research which document the strategic impact for the four barriers.

Work Groups And Teams In Organizations: Review Update, Steve W. J. Kozlowski, Bradford S. Bell

Bradford S Bell

This review chapter examines the literature on work team effectiveness. To begin, we consider their nature, define them, and identify four critical conceptual issues—context, workflow, levels, and time—that serve as review themes and discuss the multitude of forms that teams may assume. We then shift attention to the heart of the review, examining key aspects of the creation, development, operation, and management of work teams. To accomplish objectives of breadth and integration, we adopt a lifecycle perspective to organize the review. Topics involved in the team lifecycle include: (1) team composition; (2) team formation, socialization, and development; (3) …

The Bigman Metaphor For Entrepreneurship: A "Library Tale" With Morals On Alternatives For Further Research, Alex Stewart

Alex Stewart

Melanesian Bigmanship (a meritocratic, enacted career of political-economic leadership) is recounted as an anthropological metaphor for entrepreneurship. This “library tale” has two purposes. The first is a demonstration of conceptual uses of ethnographies for developing grounded theory. Propositions are generated on entrepreneurial orientations and opportunity structures. Opportunities are seen to arise in the creation of linkages between spheres of exchange, or fields in which an object exchanges at different values. Entrepreneurial tactics, such as converting between spheres, call for skills in informal planning, astute use of timing, and networking. These “tactical” skills coexist with “moral” skills, in persuasiveness, the manipulation …

Review Of 'The Dark Side Of Transformational Leadership' By Dennis Tourish, Vaughan S. Roberts

Vaughan S Roberts