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Full-Text Articles in Business
The Configuration Of Performance Appraisal: Investigating The Impact Of Leadership And Personality Using A Within- And Between-Supervisory Group Analysis, Steve Markham, W D. Murry, Dow Scott
The Configuration Of Performance Appraisal: Investigating The Impact Of Leadership And Personality Using A Within- And Between-Supervisory Group Analysis, Steve Markham, W D. Murry, Dow Scott
Dow Scott
The key to improvfrig performance appraisals in organizations may be the leadership exchange processes that occur between managers and subordinates. We suggest two ways in which this might unfold: (a) the direct relationships among leadership attention, tenure with supervisor, and actual performance appraisal rating and (b) the cqnfiguration of these three variables around the organization's structure in which differences between supervisory groups are highlighted. Our findings suggest that all three variables are significantly related. For leadership attention and performance appraisal, an individual-level model best applies. A group model is implied for leaders~ip attention and tenure with supervisor, whereby entire supervisory …
Where Do I Stand? The Interaction Of Leader–Member Exchange And Performance Ratings, Hassan Baker, Guowei Jian, Gail Fairhurst
Where Do I Stand? The Interaction Of Leader–Member Exchange And Performance Ratings, Hassan Baker, Guowei Jian, Gail Fairhurst
Guowei Jian
The congruence model of leader–member exchange (LMX) quality predicts that agreement between leader and members regarding relationship quality is associated with follower performance. However, questions remain over how cultural relational norms influence congruence. This study, based on a government-linked international joint venture in Malaysia, investigates cultural relational norms in relation to leader–member agreement on relational quality and leader evaluation of member performance. Our findings revealed that LMX quality agreement was related to in-role and extra-role performance among dyadic relationships conforming to Malaysian cultural norms. This study contributes to understanding how cultural relational norms provide conditions to the congruence model of …
Destructive Leader Behavior: A Comparison Of Australian, American And Iranian Leaders Using The Destructive Leadership Questionnaire (Dlq), James Shaw, Anthony Erickson, Farzaneh Nasirzadeh
Destructive Leader Behavior: A Comparison Of Australian, American And Iranian Leaders Using The Destructive Leadership Questionnaire (Dlq), James Shaw, Anthony Erickson, Farzaneh Nasirzadeh
Anthony Erickson
This article provides insights into the important but relatively unexamined issue of destructive leadership in a non-Western country. Although tentative, the article also provides some guidance for expatriate managers in adapting their own behavior to avoid being categorized as “destructive” by non-Western subordinates. In the following pages, we report the findings of a study of destructive leader behaviors among convenience samples of Australian, American, and Iranian leaders. No differences were found between Australian and American leaders in regard to the nature and frequency of destructive behaviors. As a result, the Australian and American data were combined and compared to a …
Destructive Leader Behavior: A Comparison Of Australian, American And Iranian Leaders Using The Destructive Leadership Questionnaire (Dlq), James Shaw, Anthony Erickson, Farzaneh Nasirzadeh
Destructive Leader Behavior: A Comparison Of Australian, American And Iranian Leaders Using The Destructive Leadership Questionnaire (Dlq), James Shaw, Anthony Erickson, Farzaneh Nasirzadeh
James B Shaw
This article provides insights into the important but relatively unexamined issue of destructive leadership in a non-Western country. Although tentative, the article also provides some guidance for expatriate managers in adapting their own behavior to avoid being categorized as “destructive” by non-Western subordinates. In the following pages, we report the findings of a study of destructive leader behaviors among convenience samples of Australian, American, and Iranian leaders. No differences were found between Australian and American leaders in regard to the nature and frequency of destructive behaviors. As a result, the Australian and American data were combined and compared to a …
Paradoxical Truths In Heroic Leadership: Implications For Leadership Development And Effectiveness, Scott T. Allison, Jennifer L. Cecilione
Paradoxical Truths In Heroic Leadership: Implications For Leadership Development And Effectiveness, Scott T. Allison, Jennifer L. Cecilione
Scott T. Allison
In this chapter, we discuss the basic elements of heroic leadership, showing how heroism and exemplary leadership are deeply intertwined. We then describe six paradoxical truths about heroic leadership that are often unrecognized and unappreciated. We believe that ignorance of these counterintuitive truths and paradoxes about heroic leadership can lead to misunderstandings about leaders, leadership, and leadership development. Most of these paradoxes are a central part of the hero’s journey as described by comparative mythologist Joseph Campbell (1949). We will discuss the genesis of these paradoxical truths, and we will suggest ways that an awareness of these principles can engender …