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Quality & Quantity - The study based on an online survey covering 655 researchers from hard and soft sciences addresses the influence of different conditions on academic publishing. Results...     

Leader＇s Human Capital as an Alternative for Relational Leadership

The current research attempts to revitalize contingency leadership theory. Instead of focusing on subordinate attributes as a substitute for leadership theory, this study examines leader＇s human capital attributes as a leadership contingency variable. This paper offers a fresh perspective to contingency leadership literature by exploring a new set of variables. Addressing leader-member exchange （LMX） rather than the conventional focus on leader＇s behaviors, this study examines previously untested contingency variables. Using a matched sample of leaders and employees from Portuguese firms, this study examines leader＇s education and leader＇s organizational tenure as alternatives for LMX with assessed job performance and organizational citizenship as dependent variables. Testing new independent variables sheds additional light on contingency approaches to leadership; as a result, this paper improves the current state of research on contingency leadership. Results seem to indicate that leader＇s education is an alternative for LMX as well as suggesting that the leader＇s organizational tenure improves LMX. This paper proposes that research focusing on the substitute for leadership may need to examine a different set of variables to determine the viability of contingency approaches to leadership.     

Voluntary or mandatory enrollment in training and the motivation to transfer training

The purpose of this study is to examine the motivation to transfer training in a multidimensional way. It investigates autonomous and controlled motivation and explores the difference in motivation to transfer according to whether the employee is enrolled in training on a voluntary or mandatory basis. This is a cross‐sectional hypotheses‐testing study. Data were collected at a large insurance company involving employees who had participated in training programs in the previous 6 months. Findings show that when considering autonomous motivation to transfer, results support the argument that being voluntarily enrolled in the training program shows a higher impact on motivation to transfer than being mandatorily enrolled. When considering controlled motivation to transfer, results do not support such an argument, probably because of the nature of controlled motivation to transfer that in practice reduces the difference in results between the two types of enrollment.