Open Access. Powered by Scholars. Published by Universities.®
Articles 1 - 6 of 6
Full-Text Articles in Business
Complexity Theory And Al Qaeda: Examining Complex Leadership, Russ Marion, Mary Uhl-Bien
Complexity Theory And Al Qaeda: Examining Complex Leadership, Russ Marion, Mary Uhl-Bien
Department of Management: Faculty Publications
Recent events in the world are forcing us to restructure our understanding of leadership and organization. The al- Qaeda organization and its pervasive presence in the world demonstrated first-hand the power of a flexible, moderately coupled network of individuals brought together by a common need and aligned behind an informal and emergent leader. Its structure, which resulted from bottom-up coordination of individuals who voluntarily came together based on common need rather than from top-down hierarchical control, clearly demonstrates the power of a networked system based on relationships and shared vision and mission. To understand this and other types of network …
Reciprocity In Manager-Subordinate Relationships: Components, Configurations, And Outcomes, Mary Uhl-Bien, John M. Maslyn
Reciprocity In Manager-Subordinate Relationships: Components, Configurations, And Outcomes, Mary Uhl-Bien, John M. Maslyn
Department of Management: Faculty Publications
The present study examines both positive and negative norms of reciprocity in managerial work relationships by assessing three components of reciprocal behavior: immediacy, equivalence, and interest motive. The findings show that subordinate reports of immediacy, equivalence, and self-interest were negatively associated, and mutual-interest was positively associated, with relationship quality as reported by both subordinates and managers (other-interest was not significant). These components of reciprocity were also subjected to cluster analysis to identify groupings of reciprocity styles. The results indicate styles reflecting high quality (n = 65), low quality (n = 120), and negative social exchanges (n = …
The Duality Of Race And Gender For Managerial African American Women: Implications Of Informal Social Networks On Career Advancement, Gwendolyn Combs
The Duality Of Race And Gender For Managerial African American Women: Implications Of Informal Social Networks On Career Advancement, Gwendolyn Combs
Department of Management: Faculty Publications
Research suggests that women have progressed in equalizing their representation, status, and earning power as managers in organizations. These improvements may not reflect the career advancement of managerial African American women. African American women contend with the convergence of race and gender in improving their organizational standing and career advancement opportunities. The literature on workplace social networks indicates that informal more than formal socialization systems are salient in advancing careers. Due to the duality of race and gender, African American women in managerial and executive positions may be forced into out-group status in terms of informal social networks. Informal social …
What Knowledge Managers Really Do: An Empirical And Comparative Analysis, Arben Asllani, Fred Luthans
What Knowledge Managers Really Do: An Empirical And Comparative Analysis, Arben Asllani, Fred Luthans
Department of Management: Faculty Publications
The advent of information technology has generated not only interest in how to acquire, store and ‘‘mine’’ data, but also how to manage knowledge. Yet, there is still considerable confusion and a lack of understanding of what today’s knowledge managers really do. Continuing a stream of previous research on the behavior activities of traditional managers, this study investigated the relative amount of time today’s knowledge managers (N = 307) spend on traditional management functions, communications, human resources and networking. Besides identifying what knowledge managers really do, this study examined what successful knowledge managers do. Comparisons are then made with managers …
Behavioral Management And Task Performance In Organizations: Conceptual Background, Meta-Analysis, And Test Of Alternative Models, Alexander D. Stajkovic, Fred Luthans
Behavioral Management And Task Performance In Organizations: Conceptual Background, Meta-Analysis, And Test Of Alternative Models, Alexander D. Stajkovic, Fred Luthans
Department of Management: Faculty Publications
In this study, we provide the conceptual background, meta-analyze available behavioral management studies (N = 72) in organizational settings, and examine whether combined reinforcement effects on task performance are additive (sum of individual effects), redundant (combined effects are less than the additive effects), or synergistic (combined effects are greater than the sum of the individual effects). We found a significant overall average effect size of (d.) = .47 (16% improvement in performance; 63% probability of success), and a significant within-group heterogeneity of effect sizes. To account for this variation, we conducted a theory-driven moderator analysis, which indicated that money, feedback, …
360-Degree Feedback With Systematic Coaching: Empirical Analysis Suggests A Winning Combination, Fred Luthans, Suzanne J. Peterson
360-Degree Feedback With Systematic Coaching: Empirical Analysis Suggests A Winning Combination, Fred Luthans, Suzanne J. Peterson
Department of Management: Faculty Publications
Wanted: High-performance work practices to gain a competitive advantage. An increasingly common answer to this desperate call is 360-degree programs; unfortunately, they have, at best, mixed reviews when empirically assessed. This study found that a way to improve the effectiveness of 360s may be to combine them with coaching focused on enhanced self-awareness and behavioral management. In a small manufacturer, this feedback-coaching resulted in improved manager and employee satisfaction, commitment, intentions to turnover, and at least indirectly, this firm’s performance. This feedback-coaching may be a winning combination to help in the competitive battles in today’s global economy.