Relevance of culture in studies of leadership: ignored or dismissed?

Asia Pacific Journal of Management - Until recently, conclusions drawn about leadership have been made from a decidedly Western perspective, primarily based on theory developed in the U.S. using...     

Understanding and optimizing multisource feedback

This article integrates the most recent research results on the topic of multisource feedback with what researchers have learned over the years about performance feedback in general. We believe that this review and set of recommendations represent the state of the art at this time. We provide practitioners with new ideas about how to continue to improve the multisource feedback process in their organizations. We also suggest ideas for feedback providers and facilitators about how to maximize the success of the feedback process. Additionally, we provide “food for thought” for researchers concerning ideas for future research. © 2002 Wiley Periodicals, Inc.     

Reactions to abusive supervision: examining the roles of emotions and gender in the USA

Abusive supervision leads to many detrimental outcomes, yet the role of gender and emotions has received little attention. We applied affective events theory to study emotions in a new context. Using qualitative and quantitative methods, we tested a conditional process model of the effects of abusive supervision on subordinate work and job withdrawal as mediated by negative emotions and moderated by gender. We found support for our proposed model. Specifically, abusive supervision increased work and job withdrawal via victims’ negative emotional reactions. When negative emotions are low, women are more likely to engage in work withdrawal; when negative emotions are high, men are more likely to do so. Additionally, men experiencing high negative emotions are likely to quit their job.     

The era of #MeToo and what managers should do about it

#MeToo has become a global phenomenon since 2017, when many famous women came forward with allegations of sexual harassment (SH) against many famous men. Our purpose here is to help managers of both sexes understand their role in the wake of the #MeToo movement. We reviewed recent research on SH and #MeToo from both academic and practitioner outlets to get a pulse on what is currently being written on these topics. We also studied data we collected on current attitudes and behaviors men and women are experiencing in the wake of #MeToo, as well as examined one of the newer forms of harassment, namely online SH. We use our data and research to explore actions managers can take to prevent SH and respond to it when it occurs. In doing so, we provide new insights for business practice that both managers and scholars need to be aware of, and act upon, in the wake #MeToo.     

Multisource feedback: Lessons learned and implications for practice

Organizations around the world are using multisource, or 360‐degree, feed‐back. Although many HR practitioners embrace it as an important mecha‐nism for leadership development, organizations must attend to and address several issues in order to maximize the utility of multisource feedback (MSF). We discuss current research findings and highlight issues for managers to consider both before starting a multisource feedback process and after the feedback is given, plus we review potential outcomes of the process. We also describe lessons learned from an intensive three‐year investigation of an MSF implementation in two organizations. © 2007 Wiley Periodicals, Inc.