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Management Sciences and Quantitative Methods Commons™
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- Keyword
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- Leadership (5)
- Psychological capital (3)
- Adaptive organizations (1)
- Age differences (1)
- Bureaucracy (1)
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- Career-related mentoring (1)
- Cognitive ability (1)
- Complex adaptive systems (CAS) (1)
- Complexity theory (1)
- Conflict (1)
- Conscientiousness (1)
- Core self-evaluations (1)
- Counterproductive workplace behaviors (1)
- Creativity (1)
- Cross-cultural comparison (1)
- Culture (1)
- Diversity (1)
- East Asian differences (1)
- Efficacy (1)
- Emotional intelligence (1)
- Entity perspectives (1)
- Facets (1)
- Fairness judgments (1)
- Followership (1)
- Fred Luthans (1)
- GLOBE (1)
- Hierarchical linear modeling (1)
- Hope (1)
- Intergroup (1)
- Knowledge Era (1)
Articles 1 - 24 of 24
Full-Text Articles in Management Sciences and Quantitative Methods
Exploring Social Constructions Of Followership: A Qualitative Study, Melissa K. Carsten, Mary Uhl-Bien, Bradley J. West, Jaime L. Patera, Rob Mcgregor
Exploring Social Constructions Of Followership: A Qualitative Study, Melissa K. Carsten, Mary Uhl-Bien, Bradley J. West, Jaime L. Patera, Rob Mcgregor
Leadership Institute: Faculty Publications
This study adopts a qualitative approach to deconstruct the meaning of followership. Interviews were conducted with employees in various industries to examine how individuals socially construct their roles as followers and to explore followership schemas and contextual influences that relate to these constructions. Results suggest that while some individuals socially construct definitions around passivity, deference and obedience, others emphasize the importance of constructively questioning and challenging their leaders. With regard to personal qualities that are thought to make followers effective, major themes such as obedience, expressing opinions, and taking initiative were found to be most disparate across different groups of …
Team Identification, Trust, And Conflict: A Mediation Model, Guohong (Helen) Han, Peter D. Harms
Team Identification, Trust, And Conflict: A Mediation Model, Guohong (Helen) Han, Peter D. Harms
Leadership Institute: Faculty Publications
Purpose — The current study aims to address the relationship between trust, team identification, and team conflict. Specifically, it aims to examine whether trust in peers mediates the relationship between team identification and team conflict.
Design/methodology/approach — This is an empirical paper based on two field studies. In Study 1, 241 employees in a US Fortune 500 company distributed in various and mostly R&D teams were surveyed. In Study 2,205 employees in a health care organization in the Midwest were surveyed.
Findings — Team identification was related to lower levels of both task conflict and relationship conflict. This relationship, however, …
Emotional Intelligence And Transformational And Transactional Leadership: A Meta-Analysis, Peter D. Harms, Marcus Credé
Emotional Intelligence And Transformational And Transactional Leadership: A Meta-Analysis, Peter D. Harms, Marcus Credé
Leadership Institute: Faculty Publications
The purpose of this study is to evaluate claims that emotional intelligence is significantly related to transformational and other leadership behaviors. Results (based on 62 independent samples) indicated a validity estimate of .59 when ratings of both emotional intelligence and leadership behaviors were provided by the same source (self, subordinates, peers, or superiors). However, when ratings of the constructs were derived from different sources, the validity estimate was .12. Lower validity estimates were found for transactional and laissez-faire leadership behaviors. Separate analyses were performed for each measure of emotional intelligence. Trait measures of emotional intelligence tended to show higher validities …
Perceived Fairness Of Pay: The Importance Of Task Versus Maintenance Inputs In Japan, South Korea, And Hong Kong, Tae-Yeol Kim, Todd J. Weber, Kwok Leung, Yukiko Muramoto
Perceived Fairness Of Pay: The Importance Of Task Versus Maintenance Inputs In Japan, South Korea, And Hong Kong, Tae-Yeol Kim, Todd J. Weber, Kwok Leung, Yukiko Muramoto
Leadership Institute: Faculty Publications
This study compares East Asians’ evaluations of task and maintenance inputs in reward allocation decisions and examines the effects that inequity in various types of inputs and rewards have on fairness judgments. Based on a sample of 587 employees from various organizations in Hong Kong, Japan, and South Korea, we find that Hong Kong Chinese and South Korean employees are more likely to want their organizations and supervisors to emphasize maintenance inputs, while Japanese employees value task inputs in reward allocation. Results also show that there are significant country differences in fairness judgments associated with various types of inputs. For …
The Challenge Of Leading On Unstable Ground: Triggers That Activate Social Identity Faultlines, Donna Chrobot-Mason, Marian N. Ruderman, Todd J. Weber, Chris Ernst
The Challenge Of Leading On Unstable Ground: Triggers That Activate Social Identity Faultlines, Donna Chrobot-Mason, Marian N. Ruderman, Todd J. Weber, Chris Ernst
Leadership Institute: Faculty Publications
Today’s leaders face unprecedented challenges in attempting to manage interactions between social identity group members with a history of tension in society at large. Research on faultlines suggests that social identity groups often polarize in response to events that make social identity salient, resulting in negative work outcomes. The current research extends the faultlines literature by examining precipitating events (triggers) that activate a faultline. Qualitative interview data were collected from two samples of employees working in multiple countries to identify events that had resulted in social identity conflicts. In the first study (35 events), an exploratory approach yielded a typology …
Not All Conscientiousness Scales Change Alike: A Multimethod, Multisample Study Of Age Differences In The Facets Of Conscientiousness, Joshua J. Jackson, Tim Bogg, Kate E. Walton, Dustin Wood, Peter D. Harms, Jennifer Lodi-Smith, Grant W. Edmonds, Brent W. Roberts
Not All Conscientiousness Scales Change Alike: A Multimethod, Multisample Study Of Age Differences In The Facets Of Conscientiousness, Joshua J. Jackson, Tim Bogg, Kate E. Walton, Dustin Wood, Peter D. Harms, Jennifer Lodi-Smith, Grant W. Edmonds, Brent W. Roberts
Leadership Institute: Faculty Publications
Previous research has shown that traits from the domain of conscientiousness tend to increase with age. However, previous research has not tested whether all aspects of conscientiousness change with age. The present research tests age differences in multiple facets of conscientiousness (industriousness, orderliness, impulse control, reliability, and conventionality) using multiple methods and multiple samples. In a community sample (N = 274) and a representative statewide sample (N = 613) of 18- to 94-year-olds, self-reported industriousness, impulse control, and reliability showed age differences from early adulthood to middle age, whereas orderliness did not. The transition into late adulthood was …
Follow The Leaders: You’Ve Created A Team To Solve A Problem; Here’S Some Advice: Don’T Put One Person In Charge, Craig L. Pearce
Follow The Leaders: You’Ve Created A Team To Solve A Problem; Here’S Some Advice: Don’T Put One Person In Charge, Craig L. Pearce
Leadership Institute: Faculty Publications
It’s a common corporate approach to a problem: Build a team of experts from different parts of the company and ask them to find a solution. But these teams could be a lot more effective if companies took one radical step: share leadership. This concept, of course, flies in the face of the traditional idea of how companies should operate. One person in charge, and the others follow. But in a team of specialists, one expert usually doesn’t have the know-how to understand all the facets of the job at hand. Instead, a better approach is to share the top …
Examining Career-Related Mentoring And Managerial Performance Across Cultures: A Multilevel Analysis, William A. Gentry, Todd J. Weber, Golnaz Sadri
Examining Career-Related Mentoring And Managerial Performance Across Cultures: A Multilevel Analysis, William A. Gentry, Todd J. Weber, Golnaz Sadri
Leadership Institute: Faculty Publications
The benefits of the mentoring relationship for protégés have been a primary focus in the mentoring literature. Researchers have recently begun to examine how mentoring can benefit the mentor. The purpose of the present study is to examine whether direct report-ratings of a manager’s career-related mentoring behaviors are related to boss-ratings of that manager’s performance. In addition, this study assesses whether the cultural background of the manager moderates the career-related mentoring–performance relationship via multilevel methodology. Results reveal that managers who are rated by their direct reports as engaging in career-related mentoring behaviors are perceived as better performers by their bosses. …
The Additive Value Of Positive Psychological Capital In Predicting Work Attitudes And Behaviors, James B. Avey, Fred Luthans, Carolyn M. Youssef
The Additive Value Of Positive Psychological Capital In Predicting Work Attitudes And Behaviors, James B. Avey, Fred Luthans, Carolyn M. Youssef
Leadership Institute: Faculty Publications
Conventional wisdom over the years and recent research findings have supported the importance of positivity in the workplace. However, to date, empirical analysis has not demonstrated potential added value of recently emerging positive state-like constructs such as psychological capital over the more established positive traits in predicting work attitudes and behaviors. This study of a sample of employees (N=336) from a broad cross section of organizations and jobs found that their state-like psychological capital is positively related to desired extra-role organizational citizenship behaviors (OCBs) and negatively with undesired organizational cynicism, intentions to quit and counterproductive workplace behaviors. Except for individual …
A Call For Longitudinal Research In Positive Organizational Behavior, James B. Avey, Fred Luthans, Ketan H. Mhatre
A Call For Longitudinal Research In Positive Organizational Behavior, James B. Avey, Fred Luthans, Ketan H. Mhatre
Leadership Institute: Faculty Publications
After defining and providing the current status of psychological capital (PsyCap), we address the need to better understand its stability (i.e., state vs. trait). Specifically, we issue a call for longitudinal research. The balance of this ‘‘incubator’’ article examines the relevance, potential obstacles, and advantages of this design in meeting PsyCap’s future research needs.
Illuminating A Cross-Cultural Leadership Challenge: When Identity Groups Collide, Donna Chrobot-Mason, Marian N. Ruderman, Todd J. Weber, Patricia J. Ohlott, Maxine A. Dalton
Illuminating A Cross-Cultural Leadership Challenge: When Identity Groups Collide, Donna Chrobot-Mason, Marian N. Ruderman, Todd J. Weber, Patricia J. Ohlott, Maxine A. Dalton
Leadership Institute: Faculty Publications
When societal conflicts between social identity groups spill over into organizations, leaders face the formidable challenge of attempting to bridge differences and manage the conflict in order to accomplish work. After reviewing the literature on intergroup conflict, workplace diversity and social identity theory, we examine four potential leadership strategies for managing identity-based conflicts. The four leadership strategies are decategorization, recategorization, subcategorization and crosscutting. Examples drawn from an interview-based study are used to illustrate theoretical constructs found in the literature. We then consider each of these strategies in cross-cultural contexts and generate propositions to reflect differences in the effectiveness of the …
Introduction To Leadership Quarterly Special Issue On Leadership And Complexity, Russ Marion, Mary Uhl-Bien
Introduction To Leadership Quarterly Special Issue On Leadership And Complexity, Russ Marion, Mary Uhl-Bien
Leadership Institute: Faculty Publications
Eric Bonabeau & Christopher Meyer (2001) have devised a simple “cocktail party” game that they use to introduce complexity dynamics. Imagine a party in which everybody present is instructed to follow a simple rule: Silently select two people at random, A and B, and position yourself so that A is always between you and B. Under these conditions, the party-goers will wander around the room, forming small, transient groups and meeting a number of people. Then halfway through the party the rule changes: Instead of positioning A between yourself and B, position yourself in the middle between A and B. …
Emerging Positive Organizational Behavior, Fred Luthans, Carolyn M. Youssef
Emerging Positive Organizational Behavior, Fred Luthans, Carolyn M. Youssef
Leadership Institute: Faculty Publications
Although the value of positivity has been assumed over the years, only recently has it become a major focus area for theory building, research, and application in psychology and now organizational behavior. This review article examines, in turn, selected representative positive traits (Big Five personality, core self-evaluations, and character strengths and virtues), positive state-like psychological resource capacities (efficacy, hope, optimism, resiliency, and psychological capital), positive organizations (drawn from positive organization scholarship), and positive behaviors (organizational citizenship and courageous principled action). This review concludes with recommendations for future research and effective application.
Complexity Leadership Theory: Shifting Leadership From The Industrial Age To The Knowledge Era, Mary Uhl-Bien, Russ Marion, Bill Mckelvey
Complexity Leadership Theory: Shifting Leadership From The Industrial Age To The Knowledge Era, Mary Uhl-Bien, Russ Marion, Bill Mckelvey
Leadership Institute: Faculty Publications
Leadership models of the last century have been products of top-down, bureaucratic paradigms. These models are eminently effective for an economy premised on physical production but are not well-suited for a more knowledge-oriented economy. Complexity science suggests a different paradigm for leadership—one that frames leadership as a complex interactive dynamic from which adaptive outcomes (e.g., learning, innovation, and adaptability) emerge. This article draws from complexity science to develop an overarching framework for the study of Complexity Leadership Theory, a leadership paradigm that focuses on enabling the learning, creative, and adaptive capacity of complex adaptive systems (CAS) within a context of …
Positive Psychological Capital: Measurement And Relationship With Performance And Satisfaction, Fred Luthans, Bruce J. Avolio, James B. Avey, Steven M. Norman
Positive Psychological Capital: Measurement And Relationship With Performance And Satisfaction, Fred Luthans, Bruce J. Avolio, James B. Avey, Steven M. Norman
Leadership Institute: Faculty Publications
Two studies were conducted to analyze how hope, resilience, optimism, and efficacy individually and as a composite higher-order factor predicted work performance and satisfaction. Results from Study 1 provided psychometric support for a new survey measure designed to assess each of these 4 facets, as well as a composite factor. Study 2 results indicated a significant positive relationship regarding the composite of these 4 facets with performance and satisfaction. Results from Study 2 also indicated that the composite factor may be a better predictor of performance and satisfaction than the 4 individual facets. Limitations and practical implications conclude the article.
When The Romance Is Over: Follower Perspectives Of Aversive Leadership, Michelle C. Bligh, Jeffrey C. Kohles, Craig L. Pearce, Joseph E. (Gene) Justin, John F. Stovall
When The Romance Is Over: Follower Perspectives Of Aversive Leadership, Michelle C. Bligh, Jeffrey C. Kohles, Craig L. Pearce, Joseph E. (Gene) Justin, John F. Stovall
Leadership Institute: Faculty Publications
While leadership is indisputably one of the most pervasive topics in our society, the vast majority of existing research has focused on leadership as a positive force. Taking a follower- centric approach to the study of leadership, we integrate research on the Romance of Leadership and the dark side of leadership by examining followers’ perceptions of aversive leadership in the context of public high schools. Although Meindl, Ehrlich, and Dukerich (1985) demonstrated that the Romance of Leadership also includes the overattribution of negative outcomes to leaders, subsequent research has failed to explore the implications of this potentially darker side of …
Relational Leadership Theory: Exploring The Social Processes Of Leadership And Organizing, Mary Uhl-Bien
Relational Leadership Theory: Exploring The Social Processes Of Leadership And Organizing, Mary Uhl-Bien
Leadership Institute: Faculty Publications
Relational leadership is a relatively new term in the leadership literature, and because of this, its meaning is open to interpretation. In the present article I describe two perspectives of relational leadership: an entity perspective that focuses on identifying attributes of individuals as they engage in interpersonal relationships, and a relational perspective that views leadership as a process of social construction through which certain understandings of leadership come about and are given privileged ontology. These approaches can be complementary, but their implications for study and practice are quite different. After reviewing leadership research relative to these two perspectives I offer …
Perceptions Of Leadership In Undergraduate Fraternal Organizations, Peter D. Harms, Dustin Woods, Brent W. Roberts, Dan Bureau, A. Michelle Green
Perceptions Of Leadership In Undergraduate Fraternal Organizations, Peter D. Harms, Dustin Woods, Brent W. Roberts, Dan Bureau, A. Michelle Green
Leadership Institute: Faculty Publications
An essential component of the culture and stated purpose of fraternities and sororities is their commitment to leadership. This is highly espoused as a prerequisite to joining and an outcome of membership. With this in mind, it is important to evaluate what leadership means in the context of a fraternity or sorority. This article concludes that leadership can be perceived as exercising power, holding formal positions, and serving as a positive role model for other members. Through understanding the multiple approaches to leadership, the culture and effectiveness of undergraduate fraternal organizations can be evaluated to verify the authenticity of claims …
The “Moments That Matter” For Fred Luthans’S Academic Career, Steven M. Sommer, Fred Luthans
The “Moments That Matter” For Fred Luthans’S Academic Career, Steven M. Sommer, Fred Luthans
Leadership Institute: Faculty Publications
Fred Luthans is the George Holmes University Distinguished Professor of Management at the University of Nebraska– Lincoln. He was president of the Academy of Management in 1986, received the Academy’s Distinguished Educator Award in 1997, was named in 2000 as a member of the Academy’s Hall of Fame for his numerous publications in AMJ and Academy of Management Review, and received an honorary doctorate from DePaul University and the Distinguished Alumni Award from the University of Iowa, from which he received all of his degrees. Currently, with John Slocum, he is coeditor-in-chief of the Journal of World Business, editor of …
Using Multiple Methods In Personality Psychology, Brent W. Roberts, Peter D. Harms, Jennifer L. Smith, Dustin Wood, Michelle Webb
Using Multiple Methods In Personality Psychology, Brent W. Roberts, Peter D. Harms, Jennifer L. Smith, Dustin Wood, Michelle Webb
Leadership Institute: Faculty Publications
In many ways, Campbell and Fiske’s (1959) article on multitrait-multimethod (MTMM) approaches to construct validity has stood like a Platonic ideal for personality psychologists since its publication. In the ideal study, and scientific world, our constructs should converge in a robust and coherent fashion across diverse methods. Moreover, we should all aspire to use multiple methods in both validating our measures and in investigating our ideas. Interestingly, that Platonic ideal is not realized as often as expected. If one looks closely at the empirical literature in personality psychology, the expectation that abstract constructs should converge across methods is seldom met …
Measuring Cognitive Ability With The Overclaiming Technique, Delroy L. Paulhus, Peter D. Harms
Measuring Cognitive Ability With The Overclaiming Technique, Delroy L. Paulhus, Peter D. Harms
Leadership Institute: Faculty Publications
The overclaiming technique requires respondents to rate their familiarity with a list of general knowledge items (persons, places, things). Because 20% of the items are foils (i.e., do not exist), the response pattern can be analyzed with signal detection methods to yield the accuracy and bias scores for each respondent. In Study 1, the accuracy index showed strong associations with two standard IQ tests (β = .50–.59). Study 2 replicated the validity of the accuracy index with IQ and showed coherent associations with school grades, peer ratings, and self-ratings. Study 3 ensured that the validity of the accuracy index is …
The Over-Claiming Technique: Measuring Self-Enhancement Independent Of Ability, Delroy L. Paulhus, Peter D. Harms, M. Nadine Bruce, Daria C. Lysy
The Over-Claiming Technique: Measuring Self-Enhancement Independent Of Ability, Delroy L. Paulhus, Peter D. Harms, M. Nadine Bruce, Daria C. Lysy
Leadership Institute: Faculty Publications
Overclaiming is a concrete operationalization of self-enhancement based on respondents’ ratings of their knowledge of various persons, events, products, and so on. Because 20% of the items are nonexistent, responses can be analyzed with signal detection formulas to index both response bias (over-claiming) and accuracy (knowledge). Study 1 demonstrated convergence of over-claiming with alternative measures of self-enhancement but independence from cognitive ability. In Studies 2–3, the validity of the overclaiming index held even when respondents were (a) warned about the foils or (b) asked to fake good. Study 3 also showed the utility of the over-claiming index for diagnosing faking. …
Use Of Exemplar Surveys To Reveal Implicit Types Of Intelligence, Delroy L. Paulhus, Paul Wehr, Peter D. Harms, David I. Strasser
Use Of Exemplar Surveys To Reveal Implicit Types Of Intelligence, Delroy L. Paulhus, Paul Wehr, Peter D. Harms, David I. Strasser
Leadership Institute: Faculty Publications
Implicit theories of intelligence were investigated via surveys of exemplars of intelligence. Study 1 was a four-sample survey of famous exemplars. These diverse samples reported a similar set of popular exemplars, which clustered into five groups. These groups represented five types of intelligence: scientific, artistic, entrepreneurial, communicative, and moral intelligence. In Study 2, the minimal overlap of intelligence exemplars with those of fame, creativity, and wisdom refuted the possibility that exemplar reports are indiscriminate or solely a result of availability. In Study 3, knowledgeable judges rated the similarity of 50 famous persons to exemplars representing each type of intelligence. All …
The Effects Of Mbo On Performance And Satisfaction In A Public Sector Organization, Kenneth R. Thompson, Fred Luthans, Willbann D. Terpening
The Effects Of Mbo On Performance And Satisfaction In A Public Sector Organization, Kenneth R. Thompson, Fred Luthans, Willbann D. Terpening
Leadership Institute: Faculty Publications
This field study examined the effects of MBO on measures of quantity and quality of performance and satisfaction with the work and supervision among employees in a human services agency. Although not all the quantity measures improved significantly, the combined measure for quantity of performance and one of two quality measures showed significant improvement following implementation of MBO. Satisfaction with supervision also significantly improved but not satisfaction with work. The study lends support to the use of MBO in public sector organizations.