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Full-Text Articles in Business
Lmx And Subordinate Performance: The Moderating Effects Of Task Characteristics, Kenneth Dunegan, Mary Uhl-Bien, Dennis Duchon
Lmx And Subordinate Performance: The Moderating Effects Of Task Characteristics, Kenneth Dunegan, Mary Uhl-Bien, Dennis Duchon
Department of Management: Faculty Publications
Role conflict, role ambiguity, and intrinsic task satisfaction are found to moderate the relationship between leader–member exchange (LMX) and subordinate performance. Data from a field study of 146 supervisor–subordinate dyads indicate low conflict, high ambiguity, and high intrinsic satisfaction enhance the link between LMX and performance. Neutralizing effects are found when ambiguity and intrinsic satisfaction are low. High conflict appears to have a constraining effect, whereby the connection between LMX and performance is reduced but not neutralized. Results from the study call attention to the theoretical and practical benefits of examining the LMX/performance link from a contingency perspective, and offer …
What A Mess! Participation As A Simple Managerial Rule To “Complexify” Organizations, Donde Ashmos Plowman, Dennis Duchon, Reuben R. Mcdaniel Jr., John W. Huonker
What A Mess! Participation As A Simple Managerial Rule To “Complexify” Organizations, Donde Ashmos Plowman, Dennis Duchon, Reuben R. Mcdaniel Jr., John W. Huonker
Department of Management: Faculty Publications
This paper adopts a view of organizations as complex adaptive systems and makes a case for making organizations more complex internally through the use of a fairly simple managerial rule—using participative decision making. Participation in decision making enhances connectivity in organizations, which in turn, gives the organization the opportunity to self-organize and co-evolve in more effective ways than when there is minimal connectivity (i.e., autocracy). The paper uses a specific body of research to support the arguments about why participation can benefit the practice of management in modern organizations.
The Need For And Meaning Of Positive Organizational Behavior, Fred Luthans
The Need For And Meaning Of Positive Organizational Behavior, Fred Luthans
Department of Management: Faculty Publications
This essay draws from the emerging positive psychology movement and the author’s recent articles on the need for and meaning of a positive approach to organizational behavior. Specifically, the argument is made that at this time, the OB field needs a proactive, positive approach emphasizing strengths, rather than continuing in the downward spiral of negativity trying to fix weaknesses. However, to avoid the surface positivity represented by the non-sustainable best-sellers, the case is made for positive organizational behavior (POB) to take advantage of the OB field’s strength of being theory and research driven. Additional criteria for this version of POB …
Impact Of Transformational Leadership On Follower Development And Performance: A Field Experiment, Taly Dvir, Dov Eden, Bruce Avolio, Boas Shamir
Impact Of Transformational Leadership On Follower Development And Performance: A Field Experiment, Taly Dvir, Dov Eden, Bruce Avolio, Boas Shamir
Department of Management: Faculty Publications
In a longitudinal, randomized field experiment, we tested the impact of transformational leadership, enhanced hy training, on follower development and performance. Experimental group leaders received transformational leadership training, and control group leaders, eclectic leadership training. The sample included 54 military leaders, their 90 direct followers, and 724 indirect followers. Results indicated the leaders in the experimental group had a more positive impact on direct followers' development and on indirect followers' performance than did the leaders in the control group.