Reducing Organizational Politics in Performance Appraisal: The Role of Coaching Leaders for Age‐Diverse Employees

We examined whether a supervisor's coaching leadership style predicts the perception of organizational politics in performance appraisal (OPPA) reported by the collaborators. Additionally, we drew on social cognition and motivational life‐span development theories to hypothesize age‐related differences in perceived OPPA and its link with the coaching leadership style. Using hierarchical linear modeling (HLM) on a sample of 576 employees and 112 leaders, we found that coaching leaders are perceived as less manipulative in their performance ratings, especially by older employees. This article includes a discussion of the implications these results have for performance management of an age‐diverse workforce. © 2016 Wiley Periodicals, Inc.     

Learning to lead: Segmentation of attendees to a Christian leadership conference

Christian leadership conferences are religious events in which attendees can improve their leadership skills in their current or potential area of ministry. Despite considerable anecdotal evidence, there is limited empirical research that has determined why attendees are motivated to attend these events and if they can be differentiated based on their personal characteristics and year of event attendance. To address these research gaps, 335 questionnaires were collected at an Australian Christian leadership conference during the 2013 and 2014 events. To better equip me in my current leadership role and to feel encouraged to learn more about God were the two dominant motivations identified by respondents, regardless of the year of data collection. Motivational differences also existed based on respondents' personal characteristics. This study has provided theoretical and practical implications for religious nonprofit organizations relating to these issues and provides future research opportunities.     

Toward a Framework of Leader Character in Organizations

While the construct of character is well grounded in philosophy, ethics, and more recently psychology, it lags in acceptance and legitimacy within management research and mainstream practice. Our research seeks to remedy this through four contributions. First, we offer a framework of leader character that provides rigor through a three‐phase, multi‐method approach involving 1817 leaders, and relevance by using an engaged scholarship epistemology to validate the framework with practicing leaders. This framework highlights the theoretical underpinnings of the leader character model and articulates the character dimensions and elements that operate in concert to promote effective leadership. Second, we bring leader character into mainstream management research, extending the traditional competency and interpersonal focus on leadership to embrace the foundational component of leader character. In doing this, we articulate how leader character complements and strengthens several existing theories of leadership. Third, we extend the virtues‐based approach to ethical decision making to the broader domain of judgement and decision making in support of pursuing individual and organization effectiveness. Finally, we offer promising directions for future research on leader character that will also serve the larger domain of leadership research.     

Ambidextrous leadership,paradox and contingency: evidence from Angola

Abstract

The study departs from two assumptions. First, it considers that organizations, their leaders and the HRM function are inherently paradoxical and that, in that sense, dealing with paradox is a necessary component of the leadership process which requires ambidexterity capabilities. Second, it explores whether the paradoxes of leadership may manifest differently in different contexts. We explore the emergence of paradox in the leadership of Angolan organizations. Angola is an economy transitioning from a centrally planned to a market mode, and this makes it a rich site for understanding the specificities of ambidextrous paradoxical processes in an under-researched, ‘rest of the world’, context. The findings of our inductive study led to the emergence of four interrelated paradoxes and highlight the importance of ambidextrous paradoxical work as a HRM contingency.     

The effect of ethical leadership on purchasers’ unethical behavior in China: The moderating role of ethical ideology

This paper examines the role of ethical leadership in managing purchasing agents’ unethical practices. By focusing on the manager-purchasing agent relationship within a firm's purchasing function, we investigate the effect of the manager's ethical leadership on purchasing agents’ unethical behaviors, and explore the moderating role of purchasing agents’ ethical ideology in this relationship. Our scenario-based experiment and survey-based empirical study show that a manager's ethical leadership in a purchasing team plays a critical role in reducing purchasing agents’ unethical behaviors. More importantly, the results reveal that the negative impact of ethical leadership on unethical behaviors is strengthened when the level of purchasing agents’ idealism or relativism is high. In addition, we found that ethical leadership has the strongest negative effect on the unethical behavior of purchasing agents when the agents have high levels of both idealism and relativism.     

Exploring the interpersonal determinants of job embeddedness and voluntary turnover: A conservation of resources perspective

This paper draws on a conservation of resources perspective to understand employee voluntary turnover. We conceptualise voluntary turnover as an outcome of resource loss, and we view job embeddedness as an indication of resource levels. On the basis of this conceptualisation, we propose that workplace ostracism and leader–member exchange (LMX) affect voluntary turnover via job embeddedness. We also propose an interaction effect of workplace ostracism and LMX: Workplace ostracism increases voluntary turnover by depleting job embeddedness only when people experience high‐quality LMX. Data from 352 employees in a Chinese software company obtained through a three‐wave survey support our model. Our findings illuminate the resource consequences of interpersonal interactions on job embeddedness and voluntary turnover, and we offer practical implications for employee retention.     

Collaborative innovation in the public sector: the argument

There has been a growing interest in the question of how to spur innovation in the public sector, and recent research points to multi-actor collaboration as a superior innovation driver. This article explains why and how multi-actor collaboration may spur public innovation. It also discusses why we should expect different public and private actors to engage in demanding processes of collaborative interaction in order to produce risk-filled public innovations. Finally, it reflects on how it is possible to overcome the barriers to collaborative innovation through a combination of institutional design and the exercise of leadership and management.     

Enterprise Education: The Role of Head Teachers

In the UK there have been recent policy developments in enterprise education, following the Davies Report (2002). In Scotland there has been the launch of a comprehensive enterprise education programme, the Determined to Succeed Strategy (Scottish Executive, 2003) for all schools in Scotland. This Strategy represented the Executive’s response to a working party review of education and enterprise. The review, Determined to Succeed, 2002 represented a comprehensive overview of requirements in order to provide enterprise education in all schools in Scotland. The aim stated is to “take an innovative and experimental approach in developing key themes in the initiative around the professional development of teachers, the engagement of disengaged school students and the promotion of a focused and resource-intensive approach to Enterprise in Education” (Scottish Executive, 2004). This paper reviews developments in enterprise education and the role of Head Teachers and Deputy Head Teachers (school principals and vice-principals). It reports the findings from research conducted with a Leadership Academy, delivered by the Columba 1400 organisation, with Head and Deputy Head Teachers for the Scottish Executive and assesses their critical role in enterprise education.     

基于教练技术的人才培养模式研究

教练技术作为一种新兴的管理技术,以其独特的方式正在改变过去固有的管理模式,它是通过对话,以及一系列有方向性、有策略性的过程,洞察被指导者的心智模式,向内挖掘潜能,向外发现可能,令被指导者有效达到目标。应用教练技术的人才培养模式实施有助于组织及其成员克服成长瓶颈,释放员工潜力,提高绩效,在竞争中更胜一筹。     

负面人格特质对领导个体行为的影响

负面人格特质是指在压力或危机下个体表现出的趋向人格障碍的个性特质,这些负面人格特质会导致领导者做出不同的个体行为,进而影响领导者的绩效表现。本文从领导者的决策行为以及人际互动行为两方面回顾了国内外有关负面人格特质对领导个体行为影响的实证研究,并对研究方法、理论依据存在的不足进行评述,提出未来的研究应该：（1）基于具体情境,研究负面人格特质与领导个体行为之间的关系;（2）从组织一员工双向视角考察负面人格特质对双方影响的动态过程。