Examining Relationships between Transformational Leadership and Employee Creative Performance: The Moderator Effects of Organizational Culture

This study examined whether organizational culture moderates relationships between transformational leadership (TFL) and employee self‐rated creative performance (CP). A convenience sample of 147 working professionals from 109 Fortune 500 organizations participated in the study by completing measures of their organizations’ cultures, their managers’ leadership styles, and their own CP, as well as relevant control measures. Adhocracy culture type moderated the relationship between levels of TFL and CP. Consequently, market culture type was a non‐significant moderator for predicting TFL–CP relationships. Both adhocracy and market culture types were non‐significant mediators of TFL on CP. The theoretical model in this study provides an important extension of TFL and organizational culture theories and a greater understanding of how adhocracy culture interacts with TFL to influence employee CP. This study also provides researchers and practitioners with a better comprehension of how to achieve higher levels of CP given the interaction between TFL and adhocracy culture.     

Happiness is Flextime

We study how work a schedule flexibility (flextime) affects happiness. We use a US General Social Survey (GSS) pooled dataset containing the Quality of Worklife and Work Orientations modules for 1998, 2002, 2006, 2010, and 2014. We retain only respondents who are either full-time or part-time employees on payrolls. For flextime to be associated with greater happiness, it has to be more than just sometimes flexible or slight input into one’s work schedule, that is, little flextime does not increase happiness. But substantial flextime has a large effect on happiness–the size effect is about as large as that of household income, or about as large as a one-step increase in self-reported health, such as up from good to excellent health. Our findings provide support for both public and organizational policies that would promote greater work schedule flexibility or control for employees.     

Sexual Harassment in the Workplace: Exploring the Effects of Attractiveness on Perception of Harassment

This study was designed to explore the effect of attractiveness on perceptions of sexual harassment. Male and female college students (N = 150) rated four scenarios depicting ambiguous incidents of sexual harassment, each paired with photos of a male boss and a female secretary. Male and female attractiveness was varied in a 2 × 2 factorial design. Participants were asked to rate each photo on a series of traits before making harassment judgments. Overall, females perceived more harassment. The behavior of attractive males was less likely to be seen as harassing. Attractive females were more likely to be seen as harassed, especially when the potential harasser was unattractive. The possible mechanisms underlying the effects of attractiveness were explored with the results supporting a direct effect of stereotypes over a mediating role for implicit personality theories.     

Reactions to Affirmative Action: Substance and Semantics

For both theoretical and practical reasons, researchers have sought to map the motivations that underlie people's support for or opposition to affirmative action. In view of the amount of rhetoric surrounding the issues, it is possible that some of the apparent differences in degrees of support come from differences in how the words affirmative action are interpreted. The present investigation shows that the meanings that people ascribe to affirmative action statistically predict their attitudes toward the policy, even after one accounts for demographic and related attitudinal factors. The implications of our findings are important in both applied and conceptual ways.