Organization Development Commons^™

Power Dependence And Power Paradoxes In Bargaining, Samuel B. Bacharach, Edward J. Lawler

Edward J Lawler

[Excerpt] What this article (and our larger program of work) is designed to demonstrate is that these very simple ideas represent a particularly suitable starting point for understanding the power struggle between parties who regularly engage in negotiation. Specifically, in this article we show that the approach contains certain paradoxes regarding the acquisition and use of power in an ongoing bargaining relationship. The dependence framework treats the ongoing relationship as a power struggle in which each party tries to maneuver itself into a favorable power position.

Character In Leadership: Perceptions Of Canadian Intercollegiate Athletics Administrators, William Z. Weese

Electronic Thesis and Dissertation Repository

Despite the importance of administrative leadership in high performance sport, minimal attention has been given to the area of leader character by sport management researchers. The current study examined the prevalence, perceived importance, and value of leader character within Canadian interuniversity athletics programs. Leader character was quantitatively measured using the Leader Character Insight Assessment (LCIA) instrument (Crossan et al., 2013a). Differences between sex, position, and experience were also examined. Overall, Accountability and Integrity were the most prevalent leader character dimensions. Sex of administrators did not yield any significant differences between dimensions. Athletic Directors perceived Transcendence to be more important to …

The President Management Agenda: An Examination Of Federal Employees’ Perceptions, Famane Brown

Walden Faculty and Staff Publications

Under United States President Barack Obama’s administration, the President’s Management Agenda mandated several actions to respond to the problem of poor relationships between and among federal government managers and employees. The purpose of the study was to examine whether a difference in perceptions of employee empowerment and organizational excellence, existed between the employees of higher and lower performing federal agencies, as measured by the Federal Employee Viewpoint Survey (FEVS). The theoretical framework of public choice theory posited that performance in public sector organizations could be improved by emulating the business sector by prioritizing performance, cost, efficiency, and accountability in an …

Adopting Organizational Learning Systems At The Field Level Of International Ngos, Rebecca Beauregard

Capstone Collection

An increased push for accountability in non-governmental organizations (NGOs) has led to the imperative for what was previously an internal management practice widely-utilized in the private sector: organizational learning. Learning initiatives support organizations to utilize resources more effectively and to reach their objectives with adaptive strategies.

In this paper, I explore the many components belonging to the organizational learning umbrella term from multiple disciplines, grounding my inquiry in the context of international NGOs. The findings from my qualitative research highlight aspects of learning and knowledge management in addition to organizational change and culture; to provide a comprehensive understanding of organizational …

Investigation Of The Predictive Validity Of Implicit And Explicit Measures Of Integrity, Andrew C. Schneider

MSU Graduate Theses

The present study examined the incremental predictive validity of two overt-based Implicit Association Tests (IATs) and three personality-based IATs for behavior related to integrity and character. The overt-based IATs assess attributes related to self and honesty. The personality-based IATs assess attributes related to the “dark triad” of personality – Machiavellianism, subclinical narcissism, and subclinical psychopathy. A temptation manipulation provided opportunities for subjects to lie, cheat, and steal on a number finding task, to receive a greater financial reward. In addition to the five IATs, subjects also completed five explicit (self-report) overt and personality-based integrity measures. Findings did not support the …

Local Workforce Development Boards: Alignment With Operational Indicators And Behavioral Characteristics, Sharon Humphreys Johnson

Dissertations

The ability of a region to remain competitively viable is dependent upon attracting new business and retaining existing businesses (Good & Strong, 2015). In many instances, regional growth depends on the workforce and the region’s ability to develop a talent pipeline of existing or accessible workers (Blakely & Leigh, 2010). The passage of the Workforce Innovation and Opportunity Act (WIOA) increases the expectations of local workforce board leadership. The WIOA vision for Local Workforce Development Boards (LWDB) is to serve as strategic leaders and act as conveners of regional workforce system partners, stakeholders, and businesses to develop new structures for …

Finding Common Ground: Learning From Leaders Who Have Utilized Conflict Transformation Behaviors In The Mental Health Field In The United States, Tamarah E. Tilos

Dissertations

Purpose: The purpose of this study was to discover and describe how exemplary leaders establish common ground and produce breakthrough results in the mental health field by utilizing the 6 domains of conflict transformation: collaboration, communication, problem solving, process, emotional intelligence, and ethics.

Methodology: This thematic, phenomenological study was accomplished through examination of the lived experiences of exemplary leaders with firsthand experience transforming conflict and finding common ground. The target population for this study included executive-level leaders of nonprofit organizations, governmental institutions, state and national associations, and private businesses serving adults and children with mental illness, developmental or behavioral disabilities, …

Increasing Sustainability In Co-Design Projects: A Qualitative Evaluation Of A Co-Design Programme In New Zealand, Lynne Margaret Maher Dr., Brooke Hayward, Patricia Hayward, Chris Walsh Dr

Patient Experience Journal

The Health Quality & Safety Commission New Zealand commissioned Ko Awatea, an innovation and improvement centre, to deliver a co-design programme to nine teams of healthcare providers. The co-design programme was part of Partners in Care, a broader programme developed in 2012 to support and enable patient engagement and participation across the health and disability sector. Teams received training, guidance and mentorship in Experience Based Design (EBD) methodology.¹ We evaluated the co-design programme to explore barriers and facilitators to the sustainability of the co-design projects and the EBD approach. The evaluation involved seventeen semi-structured interviews with programme participants, including …

Using Timelines To Visualize Service Use Pathways To Alcohol Treatment, Lynda Berends, Michael Savic

The Qualitative Report

Many people in alcohol and other drug treatment are clients of other services, however there is limited consideration of the combinations and sequences of services and systems that they use. We used data visualization to analyze and re-present findings from a large research project on clients’ service use and referral sources in the year preceding alcohol treatment entry. Data were from 16 “high-end” service users with alcohol problems and analysis involved constructing individual text and timeline summaries and a visual encoding system to show service type and referral source. Three distinct service use pathways were identified and a visual model …

Introduction To A Special Issue On Inequality In The Workplace (“What Works?), Pamela S. Tolbert, Emilio J. Castilla

Pamela S Tolbert

[Excerpt] While overt expressions of racial and gender bias in U.S. workplaces have declined markedly since the passage of the original Civil Rights Act and the creation of the Equal Employment Opportunity Commission a half century ago (Eagly and Chaiken 1993; Schuman, Steeh, Bobo, and Krysan 1997; Dobbin 2009), a steady stream of research indicates that powerful, if more covert forms of bias persist in contemporary workplaces (Greenwald and Banaji 1995; Pager, Western, and Bonikowski 2009; England 2010; Heilman 2012). In line with this research, high rates of individual and class-based lawsuits alleging racial and gender discrimination suggest that many …

Causality: A Comparative Study Of A Current Causality Model To That Of Synchronized Analysis Model (Sam) In A Rural Elementary School, Matthew L. Williams

Organization, Information and Learning Sciences ETDs

The field of K-12 education has undergone an ever increasing strain to improve student and school performance in the last few decades. Many schools have failed to improve despite the attention they have been given.

The purpose of this study is to compare an elementary school’s current model of causality to the Synchronized Analysis Model (SAM) and Kaizen’s five why’s in determining low school performance. Using a qualitative instrumental case study design, surveys, interviews, and a focus group as the method of inquiry, nine employees were surveyed, four teachers and a principal were interviewed, and three leaders participated in a …

Revolutionary Coalition Strength And Collective Failure As Determinants Of Status Reallocation, H. Andrew Michener, Edward J. Lawler

Edward J Lawler

This experiment investigated the effects of collective performance and coalition strength on the redistribution of status prerogatives in triads. A status hierarchy was established within triads, such that one person held higher control status and the two others held lower status. Each group performed an ambiguous, decision-making task over two trials. Collective performance (i.e., success vs failure) was manipulated via bogus feedback regarding the group’s performance, while coalition strength was manipulated by varying the extent to which the two low-status members, acting together as a revolutionary coalition, could damage the outcomes received by the high-status member. Results indicate a collective-performance …

Power Processes In Bargaining, Edward J. Lawler

Edward J Lawler

This is a theoretical article that integrates and extends a particular program of work on power in bargaining relationships. Power is conceptualized as a structurally based capability, and power use as tactical action falling within either conciliatory or hostile categories. The core propositions are (1) the greater the total amount of power in a relationship, the greater the use of conciliatory tactics and the lower the use of hostile tactics; and (2) an unequal power relationship fosters more use of hostile tactics and less use of conciliatory tactics than an equal power relationship. Distinct research on power dependence and bilateral …

Time Pressure And The Development Of Integrative Agreements In Bilateral Negotiations, Peter J. D. Carnevale, Edward J. Lawler

Edward J Lawler

A laboratory experiment examined the effects of time pressure on the process and outcome of integrative bargaining. Time pressure was operationalized in terms of the amount of time available to negotiate. As hypothesized, high time pressure produced nonagreements and poor negotiation outcomes only when negotiators adopted an individualistic orientation; when negotiators adopted a cooperative orientation, they achieved high outcomes regardless of time pressure. In combination with an individualistic orientation, time pressure produced greater competitiveness, firm negotiator aspirations, and reduced information exchange. In combination with a cooperative orientation, time pressure produced greater cooperativeness and lower negotiator aspirations. The main findings were …

Resolving Conflict Through Explicit Bargaining, Elizabeth Heger Boyle, Edward J. Lawler

Edward J Lawler

This article analyzes the impact of conciliatory initiatives on conflict resolution in two-party bargaining. It specifically develops and tests a theory of unilateral initiatives derived from Osgood's (1962) notion of Graduated and Reciprocated Initiatives in Tension Reduction (GRIT). The major propositions of the theory indicate that, given a pattern of mutual resistance or hostility, unilateral initiatives and tit-for-tat retaliation in response to punitive action will produce more conciliation and less hostility by an opponent. To test the theory, a bargaining setting was created in a laboratory experiment in which parties exchanged offers and counteroffers on an issue across a number …

Perceptions Of Power In Conflict Situations, Samuel B. Bacharach, H. Andrew Michener, Edward J. Lawler

Edward J Lawler

Subjects rendered judgments regarding the power of the participants in a series of conflictual circumstances where an adversary threatened a target. These situations manipulated four independent variables: (a) the adversary's capacity to damage the target's interests, (b) the adversary's probability of actually attacking, (c) the target's ability to block the impending attack, and (d) the target's capacity to retaliate. Results showed that all of the independent variables affected the subjects' judgments of the adversary's power, while three of them (damage, blockage, and retaliation) affected judgments of the target's power. Differences in the predictive equations for judgments of adversary power and …

Cooptation And Coalition Mobilization, Edward J. Lawler, George A. Youngs Jr., Michael D. Lesh

Edward J Lawler

The question addressed by this research was, “When structural circumstances make revolutionary action likely, under what conditions will a cooptation strategy prevent subordinate revolts?” Experimental procedures established a group status hierarchy consisting of a leader and two subordinates. Groups earned collective outcomes, and the leader usurped an inequitable portion of these outcomes. In this context, the first experiment shows that a cooptation strategy (i.e., offer of a promotion to one of two subordinates) inhibits subordinate revolts. Two additional experiments indicate that the cooptation strategy is most effective (a) if the offer (strategy) provides the target of cooptation a source of …

Endorsement Of Formal Leaders: An Integrative Model, H. Andrew Michener, Edward J. Lawler

Edward J Lawler

This experiment develops an integrative, path-analytic model for the endorsement accorded formal leaders. The model contains four independent variables reflecting aspects of group structure (i.e., group success-failure, the payoff distribution, the degree of support by others members for the leader, and the vulnerability of the leader). Also included are two intervening variables reflecting perceptual processes (attributed competence and attributed fairness), and one dependent variable (endorsement). The results indicate that endorsement is greater when the group's success is high, when the payoff distribution is flat rather than hierarchical, and when the leader is not vulnerable to removal from office. Other support …

Outcome Alternatives And Value As Criteria For Multistrategy Evaluations, Edward J. Lawler, Samuel B. Bacharach

Edward J Lawler

No abstract provided.

Leadership In Kansas Agriculture: Examining Organization Ceos’ Styles And Skills, Brad A. Parker Mba, Cae, Jason D. Ellis Ph.D., Duke Rogers Ph.D.

Online Journal of Rural Research & Policy

This project’s primary purpose was to identify and describe the leadership styles and skills emphases of current Kansas agricultural organization chief executive officers. Twenty-three current CEOs participated and were described in terms of their leadership styles, leadership-skills emphases, and demographics. Overall, they appeared to be rather “middle of the road” on each of the Multifactor Leadership Questionnaire’s nine leadership scales. Leadership styles were not significantly affected by demographics, with the exception of formal leadership training affecting transactional leadership and education level, organizational category, and staff size affecting passive-avoidant leadership. Participants generally rated the 50 leadership skills as important. Leadership styles …