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Full-Text Articles in Organizational Behavior and Theory
How Relevant Is The Mba? Assessing The Alignment Of Required Mba Curricula And Required Managerial Competencies., Robert Rubin, Erich Dierdorff
How Relevant Is The Mba? Assessing The Alignment Of Required Mba Curricula And Required Managerial Competencies., Robert Rubin, Erich Dierdorff
Erich C. Dierdorff
Masters of business administration (MBA) programs are being met with escalating criticism from academics, students, and various organizational stakeholders. Central to these criticisms is the contention that the MBA is wholly out-of-touch with the “real world” and is irrelevant to the needs of practicing managers. Examining this contention, we investigated the relevancy of MBA curricula in relation to managerial competency requirements. Relying on an empirically derived competency model from 8,633 incumbent managers across 52 managerial occupations, our results showed that behavioral competencies indicated by managers to be most critical are the very competencies least represented in required MBA curricula. Findings …
The Milieu Of Managerial Work: An Integrative Framework Linking Work Context To Role Requirements., Erich Dierdorff, Robert Rubin, Frederick Morgeson
The Milieu Of Managerial Work: An Integrative Framework Linking Work Context To Role Requirements., Erich Dierdorff, Robert Rubin, Frederick Morgeson
Erich C. Dierdorff
Theoretical and empirical efforts focusing on the interplay between work context and managerial role requirements have been conspicuously absent in the scholarly literature. This paucity exists despite over 60 years of research concerning the requirements of managerial work and with the rather universal recognition that work context meaningfully shapes organizational behavior. The authors developed a theoretical model linking different types of role requirements to different forms of work context. They empirically tested this framework with a nationally representative sample of 8,633 incumbents spanning 52 managerial occupations. Findings from hierarchical linear modeling analyses demonstrated that discrete forms of context (task, social, …
Do Leaders Reap What They Sow? Leader And Employee Outcomes Of Leader Cynicism About Organizational Change., Robert Rubin, Erich Dierdorff, William Bommer, Timothy Baldwin
Do Leaders Reap What They Sow? Leader And Employee Outcomes Of Leader Cynicism About Organizational Change., Robert Rubin, Erich Dierdorff, William Bommer, Timothy Baldwin
Erich C. Dierdorff
Despite increased attention given to the attitude of organizational cynicism, few studies have examined the impact of leader cynicism in organizations. The present study sought to investigate relationships between leader cynicism about organizational change (CAOC) and outcomes relevant to both the leader (performance and organizational citizenship behavior ratings) and his/her employees (employee organizational commitment and CAOC). Using data from 106 manufacturing managers, leader CAOC was found to negatively influence both leader and employee outcomes. Of particular importance, transformational leader behavior was found to fully mediate these relationships and thus served as an important explanatory mechanism. A discussion concerning the potential …