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Department of Management: Faculty Publications

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Articles 151 - 180 of 220

Full-Text Articles in Management Sciences and Quantitative Methods

Potential Added Value Of Psychological Capital In Predicting Work Attitudes, Milan Larson, Fred Luthans Jan 2006

Potential Added Value Of Psychological Capital In Predicting Work Attitudes, Milan Larson, Fred Luthans

Department of Management: Faculty Publications

Meeting the challenge of effectively managing human resources requires new thinking and approaches. To extend the traditional perspective of economic capital, increasing recognition is being given to human capital and more recently social capital, this article proposes and empirically tests the potential added value that psychological capital may have for employee attitudes of satisfaction and commitment. After first providing the background and theory of PsyCap, this article reports a study of manufacturing employees (N = 74) that found a significant relationship between PsyCap and job satisfaction (r=.373) and organization commitment (r=.313). Importantly, the employees’ PsyCap had a significant added impact …

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Developing The Psychological Capital Of Resiliency, Fred Luthans, Gretchen R Vogelgesang, Paul B. Lester Jan 2006

Developing The Psychological Capital Of Resiliency, Fred Luthans, Gretchen R Vogelgesang, Paul B. Lester

Department of Management: Faculty Publications

In these turbulent times, we propose the importance of developing the psychological capital dimension of resiliency. After providing the theoretical background and meaning of psychological capital in general and resiliency in particular, the authors present proactive and reactive human resource development (HRD) strategies for its development. The proactive HRD includes increasing psychological assets, decreasing risk factors, and facilitating processes that allow human resources to enhance their resilience. The reactive HRD largely draws from a broaden-and-build model of positive emotions and self-enhancement, external attribution, and hardiness. The article includes specific guidelines for HRD applications and an agenda for future needed research.

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Nurturing The Spirit At Work: Impact On Work Unit Performance, Dennis Duchon, Donde Ashmos Plowman Oct 2005

Nurturing The Spirit At Work: Impact On Work Unit Performance, Dennis Duchon, Donde Ashmos Plowman

Department of Management: Faculty Publications

Workplace spirituality is defined as a workplace that recognizes that employees have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community. This definition, based on three fundamental spiritual needs, has implications for how leaders can enhance work unit performance by nurturing the spirit at work. In an exploratory study of six work units in a large hospital system we used an instrument that measures workplace spirituality. The results led to propositions concerning the effect of work unit spirituality on work unit performance and the relationship between work unit spirituality and …

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The Tale Of Two Cultures: Attitudes Towards Affirmative Action In The United States And India, Gwendolyn Combs, Sucheta Nadkarni May 2005

The Tale Of Two Cultures: Attitudes Towards Affirmative Action In The United States And India, Gwendolyn Combs, Sucheta Nadkarni

Department of Management: Faculty Publications

This study seeks to inform multinational corporations as they integrate domestic and international affirmative action policies and strategies. Improvement of these abilities can have important implications for human resource management and organizational productivity outcomes. To increase our understanding of the international perspectives of affirmative action, we examine employee perceptions of the structure of affirmative action plans in the United States and India. The differences in affirmative action plans implemented in these countries as well as country cultural differences offer interesting backdrops for examining cross-country differences in employee perceptions of affirmative action.

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Revisiting Brown V. Board Of Education: A Cultural, Historical-Legal, And Political Perspective, Michael W. Combs, Gwendolyn Combs Apr 2005

Revisiting Brown V. Board Of Education: A Cultural, Historical-Legal, And Political Perspective, Michael W. Combs, Gwendolyn Combs

Department of Management: Faculty Publications

This Article explores how Brown v. Board of Education and subsequent Court decisions have impacted the structure of society and racial cultural tradition of America. Brown ranks among the first instances in which a modern American institution actually tackled the cultural basis of racism and discrimination. More directly, during oral arguments to consider the separate but equal doctrine of Plessy v. Ferguson, the Justices seemed to have understood the political and cultural importance of possibly overturning the doctrine that shaped race relations for more than fifty years. The Warren Court’s strategy to treat severally the constitutional pronouncement and the remedial …

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Implementing Affirmative Action Plans In Multinational Corporations, Gwendolyn Combs, Sucheta Nadkarni, Michael W. Combs Jan 2005

Implementing Affirmative Action Plans In Multinational Corporations, Gwendolyn Combs, Sucheta Nadkarni, Michael W. Combs

Department of Management: Faculty Publications

Diversity is rapidly becoming an imperative business strategy in the global economy. Affirmative action is central to promoting a positive diversity climate. However, cultural, social, and legal differences around the world pose major challenges to multinational corporations (MNCs) in developing successful affirmative action plans (AAPs) at the global level. We present a model for global affirmative action plans that first identifies and examines the major environmental challenges faced by MNCs in implementing global affirmative action practices, as well as suggestions to combat these challenges. Second, the model delineates global affirmative action practices that rest on two building blocks—differentiation and integration. …

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The New Silver Bullets Of Leadership: The Importance Of Self- And Shared Leadership In Knowledge Work, Craig L. Pearce, Charles C. Manz Jan 2005

The New Silver Bullets Of Leadership: The Importance Of Self- And Shared Leadership In Knowledge Work, Craig L. Pearce, Charles C. Manz

Department of Management: Faculty Publications

How are the capabilities of knowledge workers best harnessed? Traditionally, organizations have focused on a top-heavy, heroic model of leadership in order to extract work-product from their employees. We believe this model is a myth. It is becoming ever more difficult for any one person to be an expert on all aspects of the work that needs to be done, and this is true in a wide variety of contexts ranging from the research and development (R&D) lab to the executive suite. Recent research indicates that two alternative sources of leadership—self leadership and shared leadership—hold considerable promise for enhancing the …

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The Psychological Capital Of Chinese Workers: Exploring The Relationship With Performance, Fred Luthans, Bruce Avolio, Fred Walumbwa, Weixing Li Jan 2005

The Psychological Capital Of Chinese Workers: Exploring The Relationship With Performance, Fred Luthans, Bruce Avolio, Fred Walumbwa, Weixing Li

Department of Management: Faculty Publications

Everyone knows about China’s huge population and the fast-growing economy. Although macro-level sociological and economic analyses have given some attention to the linkage between the two, at the micro level, the relationship between human resources and, more specifically, psychological capital of Chinese workers and their performance has been largely ignored. Within the context of three factories (two private and one state-owned) in the People’s Republic of China, this exploratory study examined the relationship of a sample (n=422) of Chinese workers’ positive psychological capital states and their performance. Results indicated the workers’ positive states of hope, optimism, and resiliency, separately and …

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“Can You See The Real Me?” A Self-Based Model Of Authentic Leader And Follower Development, William L. Gardner, Bruce J. Avolio, Fred Luthans, Douglas R. May, Fred Walumbwa Jan 2005

“Can You See The Real Me?” A Self-Based Model Of Authentic Leader And Follower Development, William L. Gardner, Bruce J. Avolio, Fred Luthans, Douglas R. May, Fred Walumbwa

Department of Management: Faculty Publications

To address present and future leadership needs, a model of authentic leader and follower development is proposed and examined with respect to its relationship to veritable, sustainable follower performance. The developmental processes of leader and follower self-awareness and self-regulation are emphasized. The influence of the leader’s and followers’ personal histories and trigger events are considered as antecedents of authentic leadership and followership, as well as the reciprocal effects with an inclusive, ethical, caring and strength-based organizational climate. Positive modeling is viewed as a primary means whereby leaders develop authentic followers. Posited outcomes of authentic leader–follower relationships include heightened levels of …

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Positive Psychological Capital: Beyond Human And Social Capital, Fred Luthans, Kyle W. Luthans, Brett C. Luthans Jan 2004

Positive Psychological Capital: Beyond Human And Social Capital, Fred Luthans, Kyle W. Luthans, Brett C. Luthans

Department of Management: Faculty Publications

With the rising recognition of human resources as a competitive advantage in today’s global economy, human capital and, more recently, social capital are being touted in both theory, research, and practice. To date, however, positive psychological capital has been virtually ignored by both business academics and practitioners. “Who I am” is every bit as important as “what I know” and “who I know.” By eschewing a preoccupation with personal shortcomings and dysfunctions and focusing instead on personal strengths and good qualities, today’s leaders and their associates can develop confidence, hope, optimism, and resilience, thereby improving both individual and organizational performance.

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Human, Social, And Now Positive Psychological Capital Management: Investing In People For Competitive Advantage, Fred Luthans, Carolyn M. Youssef Jan 2004

Human, Social, And Now Positive Psychological Capital Management: Investing In People For Competitive Advantage, Fred Luthans, Carolyn M. Youssef

Department of Management: Faculty Publications

There is growing evidence that human resources are crucial to organizational success, and may offer the best return on investment for sustainable competitive advantage. Jeffery Pfeffer’s extensive work, summarized in his book The Human Equation, discusses substantially supported but unfortunate findings that only about half of today’s organizations and their managers believe that human resources really do matter. Moreover, only half of those organizations act upon their beliefs beyond paying lip service to this vital resource. Few organizations have adopted high performance work practices, such as 360-degree feedback, pay-for-performance, self-managed teams, employee empowerment, and other human-oriented initiatives. Furthermore, Pfeffer shows …

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Recognition And Development Of Hope For South African Organizational Leaders, Fred Luthans, René Van Wyk, Fred Walumbwa Jan 2004

Recognition And Development Of Hope For South African Organizational Leaders, Fred Luthans, René Van Wyk, Fred Walumbwa

Department of Management: Faculty Publications

The significant challenges faced by South Africa at present are well known. How to deal with the problems from a political and economic perspective abound, but taking a psychological approach has been neglected. This paper proposes a positive approach to South African organizational leadership based on the psychological capacity of hope. After giving a brief background on the context surrounding South African organizations, the theory, research, and application of hope relevant to organizational leadership in the “Rainbow Nation” are presented and analyzed. Such an overlooked positive approach represented by hopeful organizational leaders seems needed at this juncture of South Africa’s …

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Unlocking The Mask: A Look At The Process By Which Authentic Leaders Impact Follower Attitudes And Behaviors, Bruce Avolio, William L. Gardner, Fred Walumbwa, Fred Luthans, Douglas R. May Jan 2004

Unlocking The Mask: A Look At The Process By Which Authentic Leaders Impact Follower Attitudes And Behaviors, Bruce Avolio, William L. Gardner, Fred Walumbwa, Fred Luthans, Douglas R. May

Department of Management: Faculty Publications

The conceptual and empirical links between authentic leadership and follower attitudes, behaviors, and performance outcomes have not been fully developed. Although we have a number of articles developing the theory of authentic leadership and testing propositions that will appear in a forthcoming special issue of The Leadership Quarterly (Vol. 16, Issue 3, 2005), the focus of this article is to provide some of the initial foundation work for the broader theoretical framework of how authentic leaders influence follower attitudes, behaviors, and performance. Here, we draw from positive organizational behavior, trust, hope, emotion, identification, and identity theories to describe the processes …

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Behavioral Management And Task Performance In Organizations: Conceptual Background, Meta-Analysis, And Test Of Alternative Models, Alexander D. Stajkovic, Fred Luthans Jan 2003

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, …

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360-Degree Feedback With Systematic Coaching: Empirical Analysis Suggests A Winning Combination, Fred Luthans, Suzanne J. Peterson Jan 2003

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.

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What Knowledge Managers Really Do: An Empirical And Comparative Analysis, Arben Asllani, Fred Luthans Jan 2003

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 …

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Complexity Theory And Al Qaeda: Examining Complex Leadership, Russ Marion, Mary Uhl-Bien Jan 2003

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 …

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Reciprocity In Manager-Subordinate Relationships: Components, Configurations, And Outcomes, Mary Uhl-Bien, John M. Maslyn Jan 2003

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 = …

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The Duality Of Race And Gender For Managerial African American Women: Implications Of Informal Social Networks On Career Advancement, Gwendolyn Combs Jan 2003

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 …

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Impact Of Transformational Leadership On Follower Development And Performance: A Field Experiment, Taly Dvir, Dov Eden, Bruce Avolio, Boas Shamir Jan 2002

Impact Of Transformational Leadership On Follower Development And Performance: A Field Experiment, Taly Dvir, Dov Eden, Bruce Avolio, Boas Shamir

Department of Management: Faculty Publications

In a longitudinal, randomized field experiment, we tested the impact of transformational leadership, enhanced hy training, on follower development and performance. Experimental group leaders received transformational leadership training, and control group leaders, eclectic leadership training. The sample included 54 military leaders, their 90 direct followers, and 724 indirect followers. Results indicated the leaders in the experimental group had a more positive impact on direct followers' development and on indirect followers' performance than did the leaders in the control group.

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What A Mess! Participation As A Simple Managerial Rule To “Complexify” Organizations, Donde Ashmos Plowman, Dennis Duchon, Reuben R. Mcdaniel Jr., John W. Huonker Jan 2002

What A Mess! Participation As A Simple Managerial Rule To “Complexify” Organizations, Donde Ashmos Plowman, Dennis Duchon, Reuben R. Mcdaniel Jr., John W. Huonker

Department of Management: Faculty Publications

This paper adopts a view of organizations as complex adaptive systems and makes a case for making organizations more complex internally through the use of a fairly simple managerial rule—using participative decision making. Participation in decision making enhances connectivity in organizations, which in turn, gives the organization the opportunity to self-organize and co-evolve in more effective ways than when there is minimal connectivity (i.e., autocracy). The paper uses a specific body of research to support the arguments about why participation can benefit the practice of management in modern organizations.

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The Need For And Meaning Of Positive Organizational Behavior, Fred Luthans Jan 2002

The Need For And Meaning Of Positive Organizational Behavior, Fred Luthans

Department of Management: Faculty Publications

This essay draws from the emerging positive psychology movement and the author’s recent articles on the need for and meaning of a positive approach to organizational behavior. Specifically, the argument is made that at this time, the OB field needs a proactive, positive approach emphasizing strengths, rather than continuing in the downward spiral of negativity trying to fix weaknesses. However, to avoid the surface positivity represented by the non-sustainable best-sellers, the case is made for positive organizational behavior (POB) to take advantage of the OB field’s strength of being theory and research driven. Additional criteria for this version of POB …

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Lmx And Subordinate Performance: The Moderating Effects Of Task Characteristics, Kenneth Dunegan, Mary Uhl-Bien, Dennis Duchon Jan 2002

Lmx And Subordinate Performance: The Moderating Effects Of Task Characteristics, Kenneth Dunegan, Mary Uhl-Bien, Dennis Duchon

Department of Management: Faculty Publications

Role conflict, role ambiguity, and intrinsic task satisfaction are found to moderate the relationship between leader–member exchange (LMX) and subordinate performance. Data from a field study of 146 supervisor–subordinate dyads indicate low conflict, high ambiguity, and high intrinsic satisfaction enhance the link between LMX and performance. Neutralizing effects are found when ambiguity and intrinsic satisfaction are low. High conflict appears to have a constraining effect, whereby the connection between LMX and performance is reduced but not neutralized. Results from the study call attention to the theoretical and practical benefits of examining the LMX/performance link from a contingency perspective, and offer …

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Differential Effects Of Incentive Motivators On Work Performance, Alexander D. Stajkovic, Fred Luthans Jan 2001

Differential Effects Of Incentive Motivators On Work Performance, Alexander D. Stajkovic, Fred Luthans

Department of Management: Faculty Publications

In this field experiment, we first compared the performance effects of money systematically administered through the organizational behavior modification (O.B. Mod.) model and routine pay for performance and then compared the effects of O.B. Mod.- administered money, social recognition, and performance feedback. The money intervention based on the O.B. Mod. outperformed routine pay for performance (performance increase = 37% vs. 11%) and also had stronger effects on performance than social recognition (24%) and performance feedback (20%).

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Leadership In Complex Organizations, Russ Marion, Mary Uhl-Bien Jan 2001

Leadership In Complex Organizations, Russ Marion, Mary Uhl-Bien

Department of Management: Faculty Publications

This paper asks how complexity theory informs the role of leadership in organizations. Complexity theory is a science of complexly interacting systems; it explores the nature of interaction and adaptation in such systems and how they influence such things as emergence, innovation, and fitness. We argue that complexity theory focuses leadership efforts on behaviors that enable organizational effectiveness, as opposed to determining or guiding effectiveness. Complexity science broadens conceptualizations of leadership from perspectives that are heavily invested in psychology and social psychology (e.g., human relations models) to include processes for managing dynamic systems and interconnectivity. We develop a definition of …

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Leader–Member Exchange And Its Dimensions: Effects Of Self-Effort And Other’S Effort On Relationship Quality, John Maslyn, Mary Uhl-Bien Jan 2001

Leader–Member Exchange And Its Dimensions: Effects Of Self-Effort And Other’S Effort On Relationship Quality, John Maslyn, Mary Uhl-Bien

Department of Management: Faculty Publications

Two hundred thirty-two manager-subordinate dyads provided data on the effort expended toward the development of leader-member exchange (LMX) relationships, how such effort related to expectations about relationship quality, and intentions to exert future effort toward relationship development. For both managers and subordinates, higher quality LMX relationships were reported and expectations were met when the other member of the dyad put forth effort into relationship development. One’s own higher effort coupled with lower effort by the other was associated with a lower quality LMX relationship. Examination of the 4 dimensions of LMX (R. C. Liden & J. M. Maslyn, 1998) revealed …

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Environmental And Psychological Challenges Facing Entrepreneurial Development In Transitional Economies, Fred Luthans, Alexander D. Stajkovic, Elina Stajkovic Jan 2000

Environmental And Psychological Challenges Facing Entrepreneurial Development In Transitional Economies, Fred Luthans, Alexander D. Stajkovic, Elina Stajkovic

Department of Management: Faculty Publications

In the former planned economies, a major result of the economic reform programs has been the resurgence of private entrepreneurship. As these countries have struggled to make the transition to a market-based economy over the past decade, the environment has played an important structural role in entrepreneurial development. However, from a psychological perspective, the environmental structural context affects human action through cognitive processes such as self-regulation. Thus, we first identify and analyze the effect of the political, economic, legal, and cultural environment on the development of entrepreneurship in transitional economies, mainly using the former Soviet Union and particularly the Republic …

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Environmental Ethical Decision Making In The U.S. Metal-Finishing Industry, Brenda L. Flannery, Douglas R. May Jan 2000

Environmental Ethical Decision Making In The U.S. Metal-Finishing Industry, Brenda L. Flannery, Douglas R. May

Department of Management: Faculty Publications

We investigated the individual and contextual influences shaping the environmental ethical decision intentions of a sample of managers in the U.S. metal-finishing industry in this study. Ajzen's (1991) theory of planned behavior and Jones's (1991) moral intensity construct grounded our theoretical framework. Findings revealed that the magnitude of consequences, a dimension of moral intensity, moderated the relation- ships between each of five antecedents-attitudes, subjective norms, and three perceived behavioral control factors (self-efficacy, financial cost, and ethical climate)- and managers' environmental ethical decision intentions. We then developed implications for theory and practice in environmental ethical decision making.

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The Impact Of Culture On Feedback-Seeking Behavior: An Integrated Model And Propositions, Mary Frances Sully De Luque, Steven M. Sommer Jan 2000

The Impact Of Culture On Feedback-Seeking Behavior: An Integrated Model And Propositions, Mary Frances Sully De Luque, Steven M. Sommer

Department of Management: Faculty Publications

In recent research scholars have addressed the issue of an individual's behavior in feedback-seeking activity and, except in scant studies, have virtually ignored the role of culture in this area. In this article we explore four cultural syndromes, based on past research, to form a cross-cultural model of feedback-seeking behavior. We advance propositions for the study of culture as a moderator to feedback-seeking behavior.

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Reinforce For Performance: The Need To Go Beyond Pay And Even Rewards, Fred Luthans, Alexander D. Stajkovic Jan 1999

Reinforce For Performance: The Need To Go Beyond Pay And Even Rewards, Fred Luthans, Alexander D. Stajkovic

Department of Management: Faculty Publications

Perhaps the most talked about, if not actually implemented. practical solution for making human resources more productive is pay for performance. Yet many researchers and practitioners doubt the true effectiveness of this approach. To help solve this controversy. we suggest drawing from reinforcement theory and behavioral management. This approach can be used to explain the simple statements: You get what you reinforce. but you do not necessarily get what you pay for. We first critically review the traditional pay for performance practices and address the question of whether rewards. not reinforcers. do more harm than good. Next, we discuss the …

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