共查询到20条相似文献,搜索用时 31 毫秒
1.
This study investigates and compares the impact of spiritual leadership on organizational citizenship behavior in finance
and retail service industries to determine the possibility of generalizing and applying spiritual leadership to other industries.
This study used multi-sample analysis of structural equation modeling. The results show that values, attitudes, and behaviors
of leaders have positive effects on meaning/calling and membership of the employees, and further facilitate employees to perform
excellent organizational citizenship behaviors, including the altruism of assisting colleagues and the responsible conscientiousness
toward organization. The effect of altruism toward colleagues is especially stronger. Finally, the effect of leaders’ values,
attitudes, and behaviors on the spiritual survival of employees is stronger in retail than that in finance. 相似文献
2.
Leadership has become a more popular term than management, even though it is understood that both phenomena represent important
organizational behaviors. This paper focuses on empathy in leadership, and presents the findings of a study conducted among
business students over the course of 3 years. Finding that empathy consistently ranked lowest in the ratings, the researchers
set out to discover the driving motives behind this invariable trend, and conducted a second study to obtain opinions about
possible underlying factors. The paper presents the findings of both studies, as well as literature reviews on the differences
between management and leadership, a historical overview of leadership, a reflection of 21st century leadership, the ongoing
debate on the effects of corporate psychopaths on ethical performance, and scholars’ perception on empathy in corporate leadership.
The findings indicate the need for a paradigm shift in corporations as well as business schools in regards to leaders’ required
skills, and suggest a proactive approach from business faculty to change the current paradigm. 相似文献
3.
This study is an integration of the leader-focused perspective and leader-follower exchange perspective, attempting to understand
the relationship between leadership styles, leader-member relationship, and their joint impact on followers’ effectiveness,
satisfaction, extra effort and organizational commitment. 615 respondents from five big pharmaceutical companies in China
participated in this study. Results show that: (1) transformational leadership has positive influence on followers’ effectiveness,
satisfaction, extra effort and organizational commitment; contingent reward has positive influence on effectiveness; management-by-exception
leadership has negative influence on satisfaction; laissez-faire leadership has negative influence on effectiveness and satisfaction.
(2) Leader-member exchange partially mediates the relationship between transformational, contingent reward, management-by-exception,
laissez-faire leaderships and followers’ effectiveness, extra effort, satisfaction and organizational commitment.
Translated and revised from Guanli shijie 맜理世界(Management World), 2006, (9): 87–93 相似文献
4.
Organizational identification as a determinant of customer orientation in service organizations 总被引:1,自引:0,他引:1
The marketing literature suggests that frontline employees are the central determinant of how customer-oriented a service
organization is perceived to be by its customers. However, little is known about the contingencies of employees’ customer
orientation (CO) beyond personality traits and broadly construed work attitudes. Based on the social identity approach, the
present article develops a multilevel model whereby CO is the result of identity-based management of frontline employees.
Two empirical studies in the travel industry show that employees’ CO depends on employees’ organizational identification and
their leaders’ acting as role models of CO. 相似文献
5.
Patrick E. Murphy 《Journal of Business Ethics》2009,88(2):245-261
This paper addresses researchers’ call for integrating workplace spirituality with organizational literature. This paper points
out that self-interest transcendence is a common aspect in the workplace spirituality concept that emerged in the last decade
and also in four OB concepts – transformational leadership, organizational citizenship behavior, organizational support, and
procedural justice – that emerged in OB about two decades ago. Based on this common aspect of self-interest transcendence
and the temporal precedence of these four OB concepts’ emergence, it indicates that these four OB concepts constitute a precursor
of workplace spirituality. It places workplace spirituality in the larger context of OB␣and outlines the associated research
and practice implications.
The author also holds a lien on the position of professor at XLRI School of Business and Human Resources, India. 相似文献
6.
员工创新行为是组织塑造竞争优势的重要环节。尽管已有研究表明领导风格能够对员工创新行为产生显著影响,但目前对于二者之间的作用机制和边界条件却知之甚少。文章基于国内新能源行业422名在职人员的有效调查问卷数据,构建并检验一个被调节的中介效应模型。实证研究结果表明:包容型领导对员工创新行为具有显著正向影响;组织和谐能够在包容型领导与员工创新行为关系中起中介作用;组织创新氛围在包容型领导和组织和谐之间起着正向的调节作用,组织创新氛围越强,包容型领导对组织和谐的影响程度随之增强。文章解释了包容型领导对员工创新行为的作用机理,不仅打开了二者之间的“黑箱”,也为员工在组织中如何有效增强创新行为提供了管理启示和对策建议。 相似文献
7.
8.
Ting Wu Jingfeng Uen Suling Wu Tzujung Chang 《Frontiers of Business Research in China》2011,5(1):79-95
This study examines the relationship among family supportive culture, organizational attachment, and work-life segmentation
in high-tech service industry in Taiwan, China. Using survey data from 369 professionals, this study shows that family supportive
culture has significant influence on organizational attachment, namely, affective commitment. Results indicate that individuals’
work-life segmentation has a significant negative effect on organizational attachment. Meanwhile, our results further apply
employees’ segmentation between work and life as a moderator to investigating the impact of individual’s perceptions of family
supportive culture and values on a sense of attachment toward organizations. The result illustrates that work-life segmentation
does not moderate the relationship between supportive family culture and employees’ organizational attachment. Findings from
this research provide insights into the influence of organizational family supportive culture and how it may further encourage
employees’ organizational attachment in high-tech industry in Taiwan. 相似文献
9.
This study investigates the ethical climate types presented in the Korean tourism industry, the differences in the perceptions
of these ethical climate types based on individual/organizational characteristics, and the influence of ethical climate types
based on job satisfaction/organizational commitment. Empirical findings of this study identify six ethical climate types and
demonstrate significant difference and significant influence of the proposed relationships. This research contributes to the
existing body of academic work by using empirical data collected from 820 respondents across 14 companies within the Korean
tourism industry, to demonstrate the relationship between actual ethical climate types and ethical climate related factors.
The findings of this study identify the new factor ‹moral caring,’ which describes an environment characterized by decisions
that maximize collective interest, but based on an individual employee’s personal values and ethics. Such a factor has important
implications for the service industry, where face-to-face encounters typify the relationship between employee and consumer. 相似文献
10.
Diversity scholars have emphasized the critical role of corporate leaders for ensuring the success of diversity strategic
initiatives in organizations. This study reports on business school leaders’ attributions regarding the causes for and solutions
to the low representation of U.S. faculty of color in business schools. Results indicatethat leaders with greater awareness
of racial issues rated an inhospitable organizational culture as a more important cause and cultural change and recruitment
as more important solutions to faculty of color under-representation than did less racially aware respondents. Aware leaders
also rated individual minority-group member responsibility for performance a less important solution than did less racially
aware respondents. Implications are discussed.
E. Holly Buttner is Professor of Business Administration at the University of North Carolina at Greensboro in Greensboro,
NC, USA. Her research interests include diversity in organizations, leadership assessment and entrepreneurship. She co-authored
Women Entrepreneurs: Moving Beyond the Glass Ceiling. She teaches courses in Diversity in Organizations, Organizational Behavior,
and in Leadership Assessment and Development at the undergraduate and MBA levels. She earned her Ph.D. at the University of
North Carolina at Chapel Hill.
Kevin B. Lowe is an Associate Professor of Business Administration at the University of North Carolina at Greensboro in Greensboro,
NC, USA. His research interests include leadership, international human resource management and cross cultural management.
He received his Ph.D. at Florida International University. 相似文献
11.
Liangding Jia Jiwen Song Chaoping Li Rongjun Cui Yongxia Chen 《Frontiers of Business Research in China》2007,1(4):574-605
Reciprocity and trust are the basic principles of human social exchanges. Using a sample of 972 managers in China, we examined
the relationship between transformational and transactional leadership styles and job-related attitudes of employees, as well
as the mediating effects of both reciprocity and trust on the above relationship based on social exchange theory. The main
findings of structural equation modeling analyses were shown as follows. Firstly, transformational leadership not only affects
organizational trust and commitment directly, but also motivates organizational trust of employees through the mediation of
generalized and balanced reciprocity indirectly, and thus enhances organizational commitment and stay intention of employees.
Secondly, transactional leadership indirectly affects organizational trust and commitment of employees through the mediation
of reciprocity. Thirdly, generalized reciprocity has direct effects on organizational commitment of employees, whereas balanced
reciprocity exerts its influences through affecting organizational trust of employees. Managerial suggestions are provided.
__________
Translated from Zhongda Guanli Yanjiu 中大管理研究 (China Management Studies), 2007, (1): 13–45 相似文献
12.
Despite becoming one of the most active research areas in organizational behavior, the field of organizational justice has
stayed at a safe distance from moral questions of values, as well as from critical questions regarding the implications of
fairness considerations on the status quo of power relations in today’s organizations. We argue that both organizational justice research and the managerial practices
it informs lack reflexivity. This manifests itself in two possible hypocrisies of fairness. Managers may apply organizational
justice knowledge but fail to increase the actual levels of fairness in employment relations. Researchers, on the other hand,
may claim to promote fairness through their work while actually providing managers with tools that enable or even encourage
them to feed the hypocrisy of fairness identified above. As␣part of our argument, we identify three types of mechanisms managers
may use to influence and manage the formation of fairness perceptions. We consider how the exercise of power is related to
the potential application of organizational justice knowledge across individual, interpersonal and social levels. Our approach
makes power dynamics and moral implications salient, and questions the purely subjectivist view of justice researchers that
deliberately discards normative aspects. The questions opened up by considering alternative mechanisms for creating fairness
perceptions have led us to formulate a research agenda for organizational justice research that takes multiple stakeholder
interests, power dynamics and ethical implications into account. We believe that the fields of organizational justice and
normative justice can benefit from combined research.
Marion Fortin (Ph.D., Trinity College Dublin) is Lecturer in Organisational Behaviour at the Durham Business School, Durham
University. Marion previously worked in the financial industry and also was a visiting scholar at the Stern School, NYU. Marion’s
main research interest lies in the role of justice judgments in the workplace. Her current and past research projects also
involve issues of organizational change, power mechanisms, and the role of emotions in organizations.
Martin R. Fellenz (Ph.D., The University of North Carolina at Chapel Hill) is Lecturer in Organisational Behaviour at the
School of Business, University of Dublin, Trinity College. His research interests include organizational justice, organizational
transformation and change, teaching and learning, and the development of theory and theory schools. He regularly contributes
to executive education programs in a variety of countries and consults with leading international public, private and not-for-profit
organizations on matters of leadership, management development, and organizational transformation.
A previous version of this paper was originally presented at the IESE Business School, University of Navarra, for the 14th
International Symposium on Ethics, Business and Society: “Towards a Comprehensive Integration of Ethics Into Management: Problems
and Prospects”. May 18–19, 2006). 相似文献
13.
Mitchell J. Neubert Dawn S. Carlson K. Michele Kacmar James A. Roberts Lawrence B. Chonko 《Journal of Business Ethics》2009,90(2):157-170
This study examines a moderated/mediated model of ethical leadership on follower job satisfaction and affective organizational
commitment. We proposed that managers have the potential to be agents of virtue or vice within organizations. Specifically,
through ethical leadership behavior we argued that managers can virtuously influence perceptions of ethical climate, which
in turn will positively impact organizational members’ flourishing as measured by job satisfaction and affective commitment
to the organization. We also hypothesized that perceptions of interactional justice would moderate the ethical leadership-to-climate
relationship. Our results indicate that ethical leadership has both a direct and indirect influence on follower job satisfaction
and affective commitment. The indirect effect of ethical leadership involves shaping perceptions of ethical climate, which
in turn, engender greater job satisfaction and affective organizational commitment. Furthermore, when interactional justice
is perceived to be high, this strengthens the ethical leadership-to-climate relationship. 相似文献
14.
The purpose of this paper is to examine the relationships among market orientation, learning orientation, organizational innovation
and organizational performance through a structural equation modeling approach. This study uses a sample of 143 companies
in the Pearl River Delta region of China. Results show that (1) market orientation has no positive direct impact on organizational
performance; (2) market orientation has a direct impact on learning orientation; (3) learning orientation has a direct impact
on administrative and technical innovation; (4) market orientation has a direct impact on organizational innovation by learning
orientation; (5) administrative innovation has a positive direct impact on organizational performance while technical innovation
does not impact on organizational performance directly; (6) technical innovation has a positive impact on administrative innovation;
(7) learning orientation has an indirect impact on organizational performance through influencing organizational innovation;
(8) market orientation has impact on learning orientation, which has an impact on organizational innovation, which in turn
has an impact on organizational performance. Managerial implications are discussed, along with suggestions for further research.
Translated from Guanli Shijie 管理世界 (Management World), 2006, (2): 80–94, 143 相似文献
15.
Amy Klemm Verbos Joseph A. Gerard Paul R. Forshey Charles S. Harding Janice S. Miller 《Journal of Business Ethics》2007,76(1):17-33
A vision of a living code of ethics is proposed to counter the emphasis on negative phenomena in the study of organizational
ethics. The living code results from the harmonious interaction of authentic leadership, five key organizational processes
(attraction–selection–attrition, socialization, reward systems, decision-making and organizational learning), and an ethical
organizational culture (characterized by heightened levels of ethical awareness and a positive climate regarding ethics).
The living code is the cognitive, affective, and behavioral manifestation of an ethical organizational identity. We draw on
business ethics literature, positive organizational scholarship, and management literature to outline the elements of positive
ethical organizations as those exemplary organizations consistently practicing the highest levels of organizational ethics.
In a positive ethical organization, the right thing to do is the only thing to do.
Amy Klemm Verbos is a Ph.D. candidate at the Sheldon B. Lubar School of Business, University of Wisconsin-Milwaukee, where
she received a Chancellor’s Fellowship, Graduate Fellowship, Dissertation Fellowship, and C. Edward Weber Research Award.
She co-authored ‚Positive Relationships in Action: Relational Mentoring and Mentoring Schemas in the Workplace’ in the forthcoming
edited book, Positive Relationships at Work. Her work on positive organizing also has been presented at the Academy of Management
Conference.
Joseph A. Gerard is a Ph.D. student at the Sheldon B. Lubar School of Business at the University of Wisconsin-Milwaukee. He
is a lecturer at the University of Wisconsin-Whitewater teaching organizational behavior, strategy, and accounting. He is
a founding member of Ascent Organization Development LLC, which provides management consulting services to for-profit organizations
in the areas of effectiveness and performance enhancement.
Paul R. Forshey is a Ph.D. student in Organizations and Strategic Management at the Sheldon B. Lubar School of Business, University
of Wisconsin-Milwaukee. His research interests include startup firms and firms in transition.
Charles S. Harding is a Ph.D. student in Organizations and Strategic Management at the Sheldon B. Lubar School of Business
at the University of Wisconsin-Milwaukee. Awarded a Chancellor’s Fellowship, his research interests include strategic decision-making
and the role of value creation in strategy.
Janice S. Miller is an Associate Professor at the Sheldon B. Lubar School of Business at the University of Wisconsin-Milwaukee
where she has received the Business Advisory Council Award for Teaching Excellence. Her published work has appeared in Academy of Management Journal, Journal of Organizational Behavior, and Journal of Business Ethics among others. She received her Ph.D. in Human Resources Management from Arizona State University. 相似文献
16.
In this paper, a conceptual model of state-owned enterprises(SOEs) is built up based on several different perspectives, such
as property right approach, management approach, and leadership capability approach. Using the data of World Bank’s survey
on 1500 Chinese firms from five cities in 2001, the authors conclude that differences in leadership capabilities represented
by leaders’ demographic characteristics exert influences on enterprise efficiency. Specifically, the degree of such influences
in the SOEs is much higher than that of in the non-state-owned enterprise(NSOE) due to reasons of property right problems
and insufficient incentive mechanisms in SOEs. Furthermore, the authors argue that empowering reforms will lead to phenomenon
of differentiation in SOEs, causing huge differences in enterprise performances in the long run.
相似文献
17.
发轫于西方发达国家大企业实践之中的组织二元性被视为企业竞争优势的新来源。文章在梳理组织二元性研究文献的基础上,整理出组织二元性的前因与影响结果的整体研究框架。对结构分离、情境设计、领导行为、企业网络等多种实现组织二元性机制进行分析。同时,关于现有研究对组织二元性与企业绩效的作用得到了正向、负向、不显著等三种不一致的结论,文章从两个方面对其成因做出解释。 相似文献
18.
Although studies in organizational storytelling have dealt extensively with the relationship between narrative, power and
organizational change, little attention has been paid to the implications of this for ethics within organizations. This article
addresses this by presenting an analysis of narrative and ethics as it relates to the practice of organizational downsizing.
Drawing on Paul Ricoeur’s theories of narrative and ethics, we analyze stories of organizational change reported by employees
and managers in an organization that had undergone persistent downsizing. Our analysis maintains that the presence of a dominant
story that seeks to legitimate organizational change also serves to normalize it, and that this, in turn, diminishes the capacity
for organizations to scrutinize the ethics of their actions. We argue that when organizational change narratives become singularized
through dominant forms of emplotment, ethical deliberation and responsibility in organizations are diminished. More generally,
we contend that the narrative closure achieved by the presence of a dominant narrative amongst employees undergoing organizational
change is antithetical to the openness required for ethical questioning. 相似文献
19.
Leadership which lacks ethical conduct can be dangerous, destructive, and even toxic. Ethical leadership, though well discussed
in the literature, has been tested empirically as a construct in very few studies. An empirical investigation of ethical leadership
in Singapore’s construction industry is reported. It is found that ethical leadership is positively and significantly associated
with transformational leadership, transformational culture of organization, contingent reward dimension of transactional leadership,
leader effectiveness, employee willingness to put in extra effort, and employee satisfaction with the leader. However, it
is also found that ethical leadership bears no correlations with transactional leadership. Also, it is negatively correlated
with laissez-faire leadership and transactional culture of the organization. The findings also reveal that ethical leadership
plays a mediating role in the relationship between employee outcomes and organizational culture. Practical implications of
these findings are discussed. Directions for future research are also suggested. 相似文献
20.
Conceptualization and measurement of organizational commitment involve different dimensions that include economic, affective,
as well as moral aspects labelled in the literature as: ‘continuance’, ‘affective’ and ‘normative’ commitment. This multidimensional
framework emerges from the convergence of different research lines. Using Aristotle’s philosophical framework, that explicitly
considers the role of the will in human commitment, it is proposed a rational explanation of the existence of mentioned dimensions
in organizational commitment. Such a theoretical proposal may offer a more accurate definition of ‘affective commitment’ that
distinguishes feelings from rational judgments. The use of a philosophical explanation coherent with psychological findings
also allows the discovery of a wider moral concept of ‘normative commitment’.
Tomás F. González Cruz is Senior Lecturer in Business Administration at the University of Valencia, Spain. He earned his Bachelor’s
degree in Business Administration in Valencia University. Likewise, he has a Doctorate in Business Administration at Valencia
University. His principal research interests are: Organizational design and the way in which it is a source of sustainable
competitive advantage, ethics, leadership, resource and competence-based theory, total quality management.
Manuel Guillén is Senior Lecturer in Management, at the University of Valencia (Spain). Prof. Guillén earned his PhD in Management
with a specialization in ethics and strategic management integration. He has been Visiting Scholar at the University of St.
Thomas, Minnesota (USA); at the Notre Dame University, Indiana, USA; and guest Visiting Student at IESE Business School doctoral
program, in Barcelona. He has presented some of his research at the top conferences in the field (International Strategic
Management Society Conference, Annual Conference of the European Business Ethics Network, EBEN) and has published in business
ethics and management journals. Since 1997 teaches Business Ethics Seminaries in different Business Schools, institutions
and companies. 相似文献