Climate strength – How leaders form consensus
In: The leadership quarterly: an international journal of political, social and behavioral science, Band 19, Heft 1, S. 42-53
11 Ergebnisse
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In: The leadership quarterly: an international journal of political, social and behavioral science, Band 19, Heft 1, S. 42-53
In: The leadership quarterly: an international journal of political, social and behavioral science, Band 32, Heft 2, S. 101443
In: Small group research: an international journal of theory, investigation, and application, Band 52, Heft 4, S. 431-456
ISSN: 1552-8278
The role of group bonding (friendship ties among group members) and the relationships between group members and the formal leader in the prediction of effectiveness was studied. A theoretical mediated-moderation process model was tested. The model was examined through a longitudinal research with 91 natural groups, that included social network analysis to capture the relationship between group members and a leadership differentiation measure to revel their relationship with the leader. As hypothesized, group bonding predicted group effectiveness, group cohesion mediated only one dimension of group effectiveness, and leadership differentiation moderated this process.
In: Deviant behavior: an interdisciplinary journal, Band 35, Heft 11, S. 921-937
ISSN: 1521-0456
In: Group & organization management: an international journal, Band 35, Heft 6, S. 727-750
ISSN: 1552-3993
Previous studies have explored the role of social relationships, mainly with the supervisor, in promoting a high organizational safety climate. Not much is known, however, about the effect of social relationships when the safety climate is low. This study explored whether high-quality social relationships could compensate for a low level of safety climate. Hypotheses were tested among 673 employees and 46 managers from 46 departments in 11 manufacturing organizations in Israel. Results of both partial least squares and mixed-model procedures showed that employees' climate perceptions mediate the relationship of supervisors' climate perceptions with employees' safety behavior. In addition, employees' climate perceptions interacted with the quality of relationships with colleagues to affect safety behavior. However, the quality of the relationship with supervisors did not moderate the relationship between supervisors' and employees' climate perceptions. The results suggest that high-quality social relationships with colleagues could buffer the effects of low-level safety climate.
In: Nonprofit and voluntary sector quarterly: journal of the Association for Research on Nonprofit Organizations and Voluntary Action, Band 44, Heft 5, S. 1041-1065
ISSN: 1552-7395
Numerous studies have attempted to explain prosocial behaviors. Most of these studies focus on individual and contextual factors. Although existing data on the national level have demonstrated significant differences between countries in the frequency of prosocial behaviors, the reasons for these differences have rarely been explored. We hypothesize that Hofstede's national culture perspective can explain this variance. We applied five societal culture structures to explaining cross-national variations: individualism (IND)–collectivism, power distance (PD), uncertainty avoidance (UA), masculinity, and future orientation (FO). Analysis of data from 66 countries supported our hypotheses: IND correlated positively and PD correlated negatively with prosocial behaviors. Contrary to our hypothesis, UA and FO correlated negatively with prosocial behaviors. Furthermore, PD and UA interact with IND in prediction of prosocial behaviors. We further explored the effect of the cultural dimensions on specific prosocial behaviors separately and found which of them are related to the cultural dimensions.
In: Journal of service research, Band 12, Heft 2, S. 156-174
ISSN: 1552-7379
This article presents the concept of service workers' willingness to report service complaints (WRC) and examines frontline workers' discretion about reporting customer complaints in two qualitative studies and a quantitative study. The qualitative studies conceptualize WRC based on a critical incident technique and interviews with service providers and reveal that service providers practice much discretion in their decision to report both informal and formal complaints, weighing cost/ benefit considerations, customer motivation and complaint justification, and numerous organizational and other factors. The quantitative study examines a preliminary WRC scale and its relationship with several correlates and shows that WRC levels are associated with measures of organizational citizenship behavior, service climate, and empowerment. The discussion examines the contribution of the findings regarding WRC to research on service recovery and improving customer satisfaction and presents managerial implications.
In: Small group research: an international journal of theory, investigation, and application, Band 50, Heft 5, S. 571-592
ISSN: 1552-8278
This study aimed to understand how leadership effectiveness of the trainer in a leadership development program can influence emerging leaders' development and effectiveness. We hypothesized that the trainer's leadership effectiveness would be a boundary condition. In this two year longitudinal field study, military cadets' leadership effectiveness from their emergence as informal peer leaders during basic training through the officer training course (OTC) to their formal leadership roles as active duty officers was followed. The sample included 854 cadets and their 72 trainers. We found that cadets' effectiveness during OTC mediated the relationship between informal leadership emergence during basic training and their subsequent effectiveness as formal leaders. Furthermore, trainers' effectiveness moderated the relationship between cadets' informal leadership emergence and effectiveness in OTC. Results indicate that informal emerging leaders are more likely to develop into highly effective formal leaders when supervised by effective trainers. Theoretical and applied implications are discussed.
In: Social indicators research: an international and interdisciplinary journal for quality-of-life measurement, Band 126, Heft 1, S. 309-330
ISSN: 1573-0921
In: Group & organization management: an international journal, Band 47, Heft 4, S. 840-871
ISSN: 1552-3993
Inclusion is increasingly recognized as a critical leadership issue, yet research points to effectiveness variability among diversity and inclusion initiatives, indicative of potential policy-practice decoupling. Drawing on climate theory, we develop supervisors' inclusive leadership and climate for inclusion and introducing CEO's inclusive leadership and group diversity as moderators. To gain a deep understanding of decoupling, we use a multilevel approach and include in our model both top level leadership (CEOs), where espoused policies are determined, and group level leadership (supervisor), where enacted behaviors are experienced. We offer a novel perspective on climate theory for inclusion, which we have identified as "the anomaly of climate for inclusion." Unlike other organizational climate facets, inclusion climate is shaped not only by the shared experiences of group members but also by their identities. Individuals from minority or underrepresented groups might experience decoupling in ways that are similar to other members from the same identity group even if they belong to different work groups. Our model, therefore, explains the process in which leaders create inclusive climate and point to boundary conditions in the process. We focus on two climate indicators: climate level and climate strength, and indicate that both are essential for understanding inclusion climate. Our conceptual model suggests that truly inclusive leaders would succeed at minimizing policy-practice coupling as perceived by all group members, not just historically dominant or high-status members. Implications for practice and future research are discussed.
In: Journal of community practice: organizing, planning, development, and change sponsored by the Association for Community Organization and Social Administration (ACOSA), Band 32, Heft 3, S. 365-382
ISSN: 1543-3706