Individual Values and Preferred Leadership Behaviors: A Study of Romanian Managers

Relationships between individual values and preferred leadership behaviors were examined in a sample of 324 managers from organizations in Romania, a country in transition from a controlled economy to a free‐market system. We found the value dimensions of achievement, benevolence, and power to predict preferences for both transformational and transactional leadership behaviors. Specifically, achievement and benevolence displayed positive relationships with both types of leadership. In contrast, power yielded a positive relationship with the preference for transactional behaviors, but an inverse relationship with the preference for transformational leadership. The implications of these findings are discussed.     

The Impact of Job Level and Prior Training on Sexual Harassment Labeling and Remedy Choice1

Supervisors, managers, and executives (N= 118) comprised the sample for this field study of persons’ labeling of sexual harassment and endorsement of various remedies for sexual harassment. The research method involved questionnaires issued in conjunction with 2 videotaped sexual harassment scenarios of differing severity. Results support predictions of participants’ ability to distinguish harassment severity, the effect of job level, and prior training's effect. Implications for qualifying the concept of work environment sexualization (Gutek, 1985) with consideration of job levels are discussed. Implications for sexual harassment awareness training and management practice are also discussed.     

Personality and Job Performance in Financial Services Managers

This article presents research in which the Five Factor Model of personality was tested as a predictor of job performance. 125 financial services managers who had enrolled in a potential evaluation programme were given the NEO-FFI, a questionnaire designed for measuring the Big Five. Job performance was assessed using nine rating scales and they were grouped into two components: job problem-solving ability and job motivation. Also, one single scale for measuring global job performance was used. The results show that Neuroticism and Conscientiousness correlated with the two components and with the global measure of job performance. Extraversion, Openness and Agreeableness are correlated with one facet or with the global rating of job performance. Taken together, the results suggest that the Five Factor Model is a valid predictor of job performance. The implications of the results for practice and future research are discussed.     

Values in the bank: Value preferences of bank frontline workers and branch managers

The present study investigated the value preferences of frontline workers and branch managers working in a large bank in Israel. Value preferences of bank workers (n = 98) were compared with those of a matching sample drawn from the Israeli general population (n = 152). In addition, value preferences of bank frontline workers were compared with those of bank branch managers and deputy managers. Finally, the relationships between personal value preferences and the workers’ career motivation were examined. The results indicate that compared to the general population, bank workers have a higher preference for conformity, hedonism, and power values and a lower preference for benevolence, universalism, and self-direction values. Compared to the frontline workers, the bank branch managers and deputy managers reported a higher preference for achievement values and a lower preference for tradition values. Higher career motivation was associated with a higher preference for achievement and power values and a lower preference for benevolence values.     

Evolving team cognition: The impact of team situation models on team effectiveness

The current research examined a moderated mediation model for the relationships among indicators of objective career success (salary and job level), subjective career success (career satisfaction), and turnover intention, as well as the boundary conditions of this process. Based on a survey study among a sample of Chinese managers (N = 324), we found that both salary and job level were negatively related to turnover intention, with these relations fully mediated by career satisfaction. The results further showed that the relation between job level and career satisfaction was weaker among managers who perceived a higher level of organizational career management, but stronger among managers with a higher managerial career anchor. In support of our hypothesized model, the indirect effect of job level on turnover intention through career satisfaction existed only among managers who perceived a lower level of organizational career management or managers with a higher managerial career anchor. These findings carry implications for research on career success and turnover intention.     

Effects of Relationship Values and Goal Interdependence on Guanxi Between Foreign Managers and Chinese Employees1

Foreign managers are advised to develop effective relationships with Chinese employees who as collectivists are thought to value relationships, particularly guanxi, with their leaders. However, foreign managers typically do not have the background and prior experiences typically used to develop guanxi in China. In an experiment with 120 participants in South China, Chinese employees with foreign managers who communicated that they wanted a relationship (compared to no relationship) with them concluded that they interacted better and had little relational and task conflict. Chinese employees who discussed their views within a cooperative (compared to competitive) context helped their leader, productively integrated their diverse views into the decision, and concluded that they had little relational and task conflict.     

Beauty Revisited: The impact of attractiveness,ability, and personality in the assessment of employment suitability

This study examined the relative weight that hiring managers place on applicants' attractiveness, general mental ability (GMA), and the Big Five personality dimensions in assessing employment suitability for high and low customer contact positions. A sample of 130 managers from 43 hotel properties in the United States and Canada evaluated applicant profiles that varied on these dimensions. The policy capturing results demonstrated that attractiveness does impact employment suitability ratings across positions. However, attractiveness is valued less than GMA and conscientiousness. The attractiveness weight was greater in the evaluation of high customer contact positions, suggesting that attractiveness may be perceived as more job‐relevant for positions where employees interact extensively with people outside the organization. These findings are discussed along with implications for practice and future research attention.     

Predicting well-being in managers: Test of a positive psychology model

Contemporary scholars in vocational, applied, and organizational psychology have emphasized that working must be understood as a relational act with important implications for worker well-being. Drawing upon emergent research extending the constructs of adult attachment security and authenticity to the workplace, this study tested a positive psychological model linking adult attachment orientations, and both experienced and expressed features of work authenticity, to the prediction of well-being within a sample of business managers. Findings indicated that, controlling for their gender and length of managerial experience, managers’ levels of adult attachment security and work authenticity accounted for significant and incremental variance in their reported levels of work stress and job satisfaction. In general, managers with high levels of adult attachment security and work authenticity reported lower work stress and higher job satisfaction. Implications of these findings for the counseling of distressed managers are briefly discussed.     

Exploration of the attitudes of employees towards the provision of counselling within a profit‐making organisation

The provision of workplace counselling has risen significantly over the last 20 years in response to the increase in stress‐related illness amongst employees in UK profit‐making organisations. Despite this expansion there is very little exploration of employee attitudes towards this provision. This paper describes a case study of employee attitudes towards counselling in a UK profit‐making organisation utilising an Employee Assistant Programme (EAP) for staff counselling. The method used for the research was a quantitative approach administered using a short questionnaire distributed to employees by e‐mail. The responses to the questionnaire illustrated that most employees were highly aware of the service and believed stress to be the highest presenting issue to the EAP counsellors. However, stress was actually the lowest presenting issue. The results from this study also suggested that managers had a more negative attitude towards counselling than non‐managers. Men and women were found to have the same highly positive attitude towards counselling. Respondents felt that wider, constant and regular positive promotion of counselling, by the employer as well as the EAP, was needed to increase utilisation of the EAP counselling service. Concerns over confidentiality for those using, or contemplating using, the service were also found — as in other studies — but this study found concerns particularly in relation to managers finding out that an employee had attended counselling. The implications of these findings are discussed.     

Biological Correlates of Social Support and Pressure at Work in Managers

The aim was to explore the patterns of correlations between psychosocial stress indices and neuroendocrinological factors in managers. Fifty-eight male managers in three Swedish companies constituted the sample. They answered two questionnaires with 17 selected stress indices and also an organizational test. The indices have been analyzed by means of computations of age adjusted partial correlations with nine different variables analyzed in fasting blood samples. The serum concentrations of lipids were the variables most strongly correlated with psychosocial factors. Neither smoking nor physical activity changed the correlations significantly. Good social support at work and in private life was consistently associated with low adverse serum lipids and corresponding lipoproteins. On the other hand, some indices of social support were associated with indices of high arousal levels. This may indicate a possible psychophysiological "load effect" of some aspects of social support in managers. The analyses of corporate culture measured as "Rules of the Game" indicated that "bureaucracy" was significantly associated with high LDL-cholesterol and low HDL-cholesterol. Managers have special conditions and therefore the patterns of associations between psychosocial conditions and coping strategies on one hand and endocrine-biochemical state on the other hand may be different from those of other groups. To what extent such differences are due to individual characteristics or environmental factors needs to be further investigated. According to the results, however, good social support is in general health promoting also to managers, at least with regard to serum lipids. Bureaucracy, on the other hand, seems to be dangerous to the health of managers.     

Managers are potential levers of discrimination within organizations: the role of group identification,assimilation endorsement and power

Two studies examined the relationship between identification with a high‐position group in organizational settings (managers) and bias toward immigrants. In Study 1, (N = 182; N = 145), results showed positive relationships between identification with the managers' group and both in‐group bias and prejudiced attitudes, indirectly through assimilation endorsement. In Study 2 (N = 117), in addition to replicating the results of Study 1, we found a significant interaction, revealing that power moderated the link between identification with a high‐position group and bias. Moderated mediation analysis indicated that linking managers' group identification to bias and prejudiced attitudes through assimilation was only significant for high perceived power. Results are discussed in light of interethnic ideologies and the social identity theory. Some practical implications are provided.     

CULTURAL RELATIVITY IN ACTION: A COMPARISON OF SELF-RATINGS MADE BY CHINESE AND U.S. WORKERS

Using a sample of 982 leader-subordinate dyads drawn from nine different organizations in the Republic of China (i.e., Taiwan), self-ratings of performance were compared with supervisory ratings of subordinate performance. Results indicated that Chinese employees rated their job performance less favorably than did their supervisors (i.e., they exhibited a modesty bias). This modesty bias occurred relatively uniformly across gender, various educational levels, and age groups. These results are contrary to the typically reported U.S. finding that self-ratings of performance are more lenient than are supervisory ratings. A further comparison of the means of supervisory and self-ratings between this study and previous U.S. research revealed that the modesty bias appeared to be produced by the lower self-ratings made by Chinese workers as compared to their U.S. counterparts. The findings suggest that culture plays a critical role in shaping workers' perceptions of their own work performance. Results of this study are discussed in terms of their implications for future research and practice in international human resource management.     

The best teacher: Mediating effects of experience with employed women on men managers' responses to subordinates' mistakes

What role does experience with working women play in determining men managers' views of women managers? To investigate this question, we analyzed responses of a small sample of experienced men managers with varying degrees of experience with working women. Of primary concern were men managers' attribution of causes for a woman manager's poor performance and their choice of response to such poor performance. The data confirmed that experience with women managers as colleagues and with employed wives affects the stability of men managers' causal attributions as well as the severity of their responses to a woman manager's poor performance. The implications of these findings are discussed.     

The Trait Emotional Intelligence Questionnaire in Lebanon and the UK: A comparison of the psychometric properties in each country

The aim of this study was to validate the Trait Emotional Intelligence Questionnaire (TEIQue v. 1.5) in a Lebanese sample and compare its factorial structure to that of a UK sample. There were similar gender and age distributions in both samples as well as satisfactory structural reliabilities at the global, factor, and facet levels. Results from exploratory factor analysis showed a four-factor structure similar to that originally obtained by the author of the questionnaire. There were strong correlations between the factor scores derived from the two datasets (≥.90). Tucker congruence supported the similarity between the Lebanese and UK factors. Independent-samples t tests showed that Lebanese participants scored higher on the Sociability factor and the facets of self-esteem, social awareness and emotion perception, whereas UK participants scored higher on the facets of stress management, optimism and relationships. Gender differences are also reported, and recommendations for future research discussed.     

The Role of Core Self-Evaluations in Explaining Depression and Work Engagement among Managers

The present study tests interaction effects between working characteristics and core self-evaluations (CSE) among managers. Based on the job demands-resources model, we outline that CSE is a buffer for negative health-related consequences initialized by facing high job demands. Moreover, we hypothesize that CSE is positively linked to job resources and motivation. A sample of 282 managers participated in the study in Germany. Results based on hierarchical regression analysis confirmed that high CSE significantly weakens the positive relationship between high job demands and depression among managers. Furthermore, a significant interaction effect between job resources and CSE on work engagement was found. Therefore, the study reveals that it seems unlikely that CSE biases how managers appraise the environment since individuals low in CSE benefitted more from favorable working conditions than those high in CSE. Suggestions for future research as well as implications for theory and practice are derived.     

Salespeople's Perceptions of Sex Differences in Sales Managers

A field experiment was conducted to extend the work of Marshall, Mowen, and Stone (1995) on salesperson selection decision making by adding two types of decision makers. Practicing sales managers and human resource managers evaluated a simulated hiring scenario for an open sales position and indicated their preferences between two job candidates with different levels of risk and performance potential. Experimental conditions were level of decision impact (sales manager or HR manager), decision frame (loss or gain), and time of valuation (outcome of the decision known soon or in the more distant future). The results provide evidence to support the findings of prior research in that an interaction occurred between decision frame and time of valuation such that the higher risk/higher performance potential candidate was preferred when managers framed the decision from a loss domain and the decision outcome occurred in the future. In addition, the higher risk/higher performance potential candidate was more preferred by sales managers than by HR managers. The findings are discussed in terms of their importance to salesperson selection research and practice.     

Regulatory foci and organizational commitment

We use regulatory focus theory to derive specific predictions regarding the differential relationships between regulatory focus and commitment. We estimated a structural equation model using a sample of 520 private and public sector employees and found in line with our hypotheses that (a) promotion focus related more strongly to affective commitment than prevention focus, (b) prevention focus related more strongly to continuance commitment than promotion focus, (c) promotion and prevention focus had equally strong effects on normative commitment. Implications of these findings for the three-component model of commitment, especially the ‘dual nature’ of normative commitment, as well as implications for human resources management and leadership are discussed.     

Personality and engagement at work: the mediating role of psychological meaningfulness

In this study, we examined the associations of personality traits of the Big Five model with work engagement, and tested a theoretical model in which these associations are mediated by the positive state of psychological meaningfulness (perceptions that work is valuable and meaningful). In a sample of 238 UK working adults, we found that the personality facets assertiveness and industriousness were the strongest predictors of work engagement, and that both exhibited direct and indirect effects, mediated by psychological meaningfulness. Neuroticism demonstrated a marginal indirect association with engagement, again mediated by psychological meaningfulness. Our findings offered good support for our model, explaining a pathway from personality traits to engagement. Practical implications for management are discussed.     

European Managers’Interpretations of Participation

This study explores cultural variations in managers’interpretations of a key communicative process: worker participation. Semantic patterns derived from structural analyses indicate cultural differences in the meanings that managers attach to the term participation. The interpretive data are consistent with two of Hofstede's dimensions of cultural variability: Power Distance and Uncertainty Avoidance. Managers from 5 European Community nations—Denmark, England, France, Holland, and Germany—discuss participation in highly diverse yet systematic ways. The implications of these findings for international management are discussed.