Business Commons^™

Blame The Shepherd Not The Sheep: Imitating Higher-Ranking Transgressors Mitigates Punishment For Unethical Behavior, Christopher W. Bauman, Leigh Plunkett Tost, Ong, Madeline

Research Collection Lee Kong Chian School Of Business

Do bad role models exonerate others’ unethical behavior? Based on social learning theory and psychologicaltheories of blame, we predicted that unethical behavior by higher-ranking individuals changes howpeople respond to lower-ranking individuals who subsequently commit the same transgression. Fivestudies explored when and why this rank-dependent imitation effect occurs. Across all five studies, wefound that people were less punitive when low-ranking transgressors imitated high-ranking membersof their organization. However, imitation only reduced punishment when the two transgressors werefrom the same organization (Study 2), when the transgressions were highly similar (Study 3), and whenit was unclear whether the initial transgressor was punished (Study 5). …

Technology And Opportunity: People With Serious Mental Illness And Social Connection, Lisa Townsend, Allison Zippay, Kyle Caler, Bradley Forenza

Department of Social Work and Child Advocacy Faculty Scholarship and Creative Works

Objective: Little information exists regarding how individuals with serious mental illness use technology and whether this usage facilitates social connections. This study contributes to filling this knowledge gap by examining ways in which a sample of persons with serious mental illness use cell phones and the Internet. Methods: Interviews with 50 consumers living in supported housing were asked about their use of cell phones and computers and their perceptions of social connections. Results: Cell phones and computers allowed greater linkage with social, medical, mental health, and employment resources. Nearly all obtained phones through publicly funded programs. “Running out of minutes” …

Suffering In Silence: Investigating The Role Of Fear In The Relationship Between Abusive Supervision And Defensive Silence, Christian Kiewitz, Simon Lloyd D. Restubog, Mindy K. Shoss, Patrick Raymund James M. Garcia, Robert L. Tang

Management and Marketing Faculty Publications

Drawing from an approach-avoidance perspective, we examine the relationships between subordinates’ perceptions of abusive supervision, fear, defensive silence, and ultimately abusive supervision at a later time point. We also account for the effects of subordinates’ assertiveness and individual perceptions of a climate of fear on these predicted mediated relationships. We test this moderated mediation model with data from three studies involving different sources collected across various measurement periods. Results corroborated our predictions by showing (a) a significant association between abusive supervision and subordinates’ fear, (b) second-stage moderation effects of subordinates’ assertiveness and their individual perceptions of a climate of fear …

Christian Nonprofit Ceos:Ethical Idealism, Relativism, And Motivation, Sharlene Garces Baragona

Dissertations

Strong ethical character and the ability to inspire others form crucial areas for leadership effectiveness, particularly in nonprofits. This study explored the relationship between ethical ideologies (idealism and relativism) and inspirational motivation of Christian nonprofit CEOs affiliated with the Christian Child and Family Services Association. The Ethics Position Questionnaire of Forsyth (1980), the Bass and Avolio (2004) Multifactor Leadership Questionnaire Leader Form (5X Short) – Inspirational Motivation, and a demographic questionnaire comprised the 30-item survey for this study. The participants’ responses were collected either online or on paper and were analyzed using Pearson product-moment correlation coefficient. The response rate was …

Developing A Measure Assessing Virtual Organizational Citizenship Behaviors, Samuel Louis Galbraith

Masters Theses & Specialist Projects

In a time when technology is an integral part of life, virtual workplaces are becoming more of a staple in organizations and will likely continue to do so as technology use increases (Cascio, 2000). Due to the rise in virtual workplaces, employees are interacting face-to-face less, and organizations are requiring more from them. Employees must perform behaviors that are outside of their formal job description. These positive behaviors are considered to be organizational citizenship behaviors (OCBs), which are employee behaviors that promote organizational effectiveness that are not part of an employee’s formal job description and are therefore not formally recognized …

Facilitating A Whole-Life Approach To Career Development: The Role Of Organizational Leadership, Michael L. Litano, Debra A. Major

Psychology Faculty Publications

This article focuses on the whole-life approach to career development. A review of the ways in which career paths have been conceptualized over time demonstrates that increasing consideration has been given to nonwork factors (i.e., personal life and family life) in defining careers. The whole-life perspective on career development acknowledges that employees are striving for opportunities for professional development as well as individualized work-life balance, which changes over the life course. Although the careers literature has emphasized interorganizational mobility as the primary mechanism for achieving these goals, whole-life career development can also be achieved within a single organization when organizational …

Examining The Factors To Knowledge Sharing Within An Organisational Context, Paul Mc Manus

Conference papers

Abstract

In a global economy, knowledge may be a company’s greatest competitive advantage (Davenport & Prusak 2000). As such, competition for this resource has driven an increased demand for “a conscious strategy [by organisations] of getting the right knowledge to the right people at the right time and helping people share and put information into action in ways that strive to improve organisational performance” (O’Dell et al. 1998). Thus, it is the aim of this paper to provide an investigative look at the factors influencing the willingness of employees to knowledge share (KS) within an organisational context. Separated into two …