Who Leads More and Why? A Mediation Model from Gender to Leadership Role Occupancy

Previous research has shown that female leaders lead slightly more effective than male leaders. However, women are still underrepresented in higher management. In this study, we seek to contribute to a deeper understanding of this paradox by proposing and testing an innovative model that integrates different research streams on gender and leadership. Specifically, we propose power motivation and transformational leadership as two central yet opposing dynamics that underlie the relation between gender and leadership role occupancy. We tested this model in a sample of 256 employees. Results provided support for the proposed relations. These findings contribute to a more detailed and comprehensive understanding for central dynamics that link gender and leadership role occupancy. Moreover, they provide important insights for interventions that are targeted at reducing the gender gap in leadership. We discuss the theoretical and practical implications of these findings.     

Customer loyalty: Toward an integrated conceptual framework

Customer loyalty is viewed as the strength of the relationship between an individual’s relative attitude and repeat patronage. The relationship is seen as mediated by social norms and situational factors. Cognitive, affective, and conative antecedents of relative attitude are identified as contributing to loyalty, along with motivational, perceptual, and behavioral consequences. Implications for research and for the management of loyalty are derived. His research interests include consumer decision making, information processing, and consumer loyalty. He has published in theJournal of Consumer Research andAdvances in Consumer Research. His research interests are consumer information processing, persuasion cues in advertising, and international marketing. His articles have appeared in theJournal of Consumer Research, Journal of Marketing Research, Journal of Consumer Psychology, andCanadian Journal of Administrative Sciences as well as in a number of conference proceedings.     

How do leaders' perceptions of organizational health climate shape employee exhaustion and engagement? Toward a cascading-effects model

Although researchers and practitioners increasingly focus on health promotion in organizations, research has been mainly fragmented and fails to integrate different organizational levels in terms of their effects on employee health. Drawing on organizational climate and social identity research, we present a cascading model of organizational health climate and demonstrate how and when leaders' perceptions of organizational health climate are linked to employee well-being. We tested our model in two multisource studies (N_{Study 1} = 65 leaders and 291 employees; N_{Study 2} = 401 leader–employee dyads). Results showed that leaders' perceptions of organizational health climate were positively related to their health mindsets (i.e., their health awareness). These in turn were positively associated with their health-promoting leadership behavior, which ultimately went along with better employee well-being. Additionally, in Study 1, the relationship between perceived organizational health climate and leaders' health mindsets was moderated by their organizational identification. High leader identification strengthened the relationship between perceived organizational health climate and leaders' health mindsets. These findings have important implications for theory and practice as they show how the dynamics of an organizational health climate can unfold in organizations and how it is related to employee well-being via the novel concept of health-promoting leadership.     

Inertial inflation, indexation and price stickiness: evidence from Brazil

This paper evaluates the inertial inflation hypothesis for Brazil. The hypothesis posits that indexation created a feedback mechanism such that one-time supply shocks were fully transmitted into permanent changes in inflation. A theoretical model is used to show that this outcome is based on the assumption of perfect price flexibility. However, with price stickiness indexation does not produce inertial inflation. The degree of inertia is then compared for two periods: one without indexation (1945–1963), and one with indexation (1969–1985). Finally, vector-autoregressive representations are estimated for the latter period, allowing for price stickiness. The empirical results do not support the hypothesis.     

IS THE WORLD SHORT OF SAVINGS?

The opening up of Eastern Europe may give rise to a surge in investment as the former socialist economies move to a market-based system. The scope for modernization of the region in terms of its industrial, environmental and social capital raises the question of how the increase in demand can be accommodated. Since the Ergonomic shock of the early 1980s, most of the world's net saving has been provided by Japan and West Germany in the form of huge current account surpluses. If GMU now implies a significant drop in German savings, does this mean, as the OECD has recently suggested that there is a risk that world savings will be inadequate?     

Macroeconomic policies in a supergame oligopolistic economy

This paper examines the impact of macroeconomic policies in a general equilibrium system where the product market is modelled as an oligopolistic supergame. It is shown that policies which affect the interest rate, influence the degree of competition and hence the level of output in the economy. The analysis reveals that some macroeconomic policies may have perverse and counter intuitive effects in the system.     

From Partners to Players: Extending the HR Playing Field

HR professionals must always be “becoming” or constantly changing and adapting. For the last decade, many have argued the business partner role as a complement to traditional HR administrative work. We argue in this paper that HR professionals should move beyond partners to become players. HR professionals as players are “in the game, on the field, making a difference” through their HR work. In this article, we suggest that to become players, HR professionals must learn to coach, architect, build, facilitate, lead, and provide a conscience to business leaders. Specific knowledge and tools for each of these roles are described. © 2001 John Wiley & Sons, Inc.     

A multi‐level panel STAR model for US manufacturing sectors

We introduce a multi‐level smooth transition model for a panel of time series, which can be used to examine the presence of common nonlinear business cycle features across many variables. The model is positioned in between a fully pooled model, which imposes such common features, and a fully heterogeneous model, which allows for unrestricted nonlinearity. We introduce a second‐stage model linking the parameters that determine the timing of the switches between business cycle regimes to observable explanatory variables, thereby allowing for lead–lag relationships across panel members. We discuss representation, estimation by concentrated simulated maximum likelihood and inference. We illustrate our model using quarterly industrial production in 19 US manufacturing sectors, and document that there are subtle differences across sectors in leads and lags for switches between business cycle recessions and expansions. Copyright © 2005 John Wiley & Sons, Ltd.