A Field Examination of Two Measures of Work Motivation as Predictors of Leaders' Influence Tactics

Abstract

The authors tested 2 motivation measures, the Motivation Sources Inventory (MSI; J. E. Barbuto & R. W. Scholl, 1998) and the Job Choice Decision-Making Exercise (A. M. Harrell & M. J. Stahl, 1981) as predictors of leaders' influence tactics. The authors sampled 219 leader-member dyads from a variety of organizations and communities throughout the central United States. Results strongly favored the MSI as a predictor of influence tactics. Limitations of the study include low power of relationships, sample size as limited by the research design, and education levels of participants. Future researchers should use larger and more diverse samples and test other relevant antecedents of leaders' behaviors.     

Specifying the Interrelationship Between Exposure to Violence and Parental Monitoring for Younger Versus Older Adolescents: A Five Year Longitudinal Test

Five waves of longitudinal data collected from 349 African American youth living in extreme poverty were used to examine the interrelationship between exposure to violence and parenting during adolescence. Semi-parametric group based modeling was used to identify trajectories of parental monitoring and exposure to violence from T1 to T5. Results from these analyses revealed: (1) a trajectory of declining parental monitoring for 48% of youth; and (2) four distinct trajectories of exposure to violence. Multivariate findings were largely consistent with the ecological-transactional model of community violence. Youth with stable and/or increasing trajectories of exposure to violence were more likely than youth with stable-low exposure to violence to have declining parental monitoring, but additional analyses revealed a similar pattern of findings for younger adolescents (age 9–11 T1), but no evidence of linkages between trajectories of exposure to violence and parental monitoring for older adolescents (age 12–16 T1). The theoretical and policy implications of these findings as well as areas for future research are also discussed.     

Presidential Leadership Style and the Political Use of Force

A growing body of work seeks to explain the lack of clear evidence for the diversionary use of force by casting doubt on such strategies' attractiveness for policy makers: while domestic political and economic problems may provide incentives for diversion, such strategies involve political and military risks that frequently outweigh these incentives. Such theories correctly identify the objective risks involved in diversion but do not account for variation in leaders' risk‐taking propensities. We develop a “first image” theory of diversion that suggests a key psychological variable (locus of control) shapes leaders' willingness to engage in risky diversionary strategies. A statistical analysis of the American use of force, 1953–2000, finds strong support for this model. We conclude that the lack of clear evidence for diversion in general is a reflection of the contingent nature of the phenomenon and call for greater attention to how agents and structures interact to produce policy behavior.     

授权赋能领导行为对员工内部人身份感知的影响:基于组织的自尊的调节作用

从组织投资的视角,研究授权赋能领导行为、内部人身份感知与组织公民行为之间的关系.通过问卷调查,搜集了一家企业146名主管和下属的配对数据.研究结果表明,领导授权赋能行为对员工内部人身份感知有积极的影响作用,同时,内部人身份感知在授权赋能领导行为和员工组织公民行为之间起到完全中介作用,同时,员工基于组织的自尊对内部人身份感知的中介效应起到调节作用.最后还讨论了未来的研究方向和实际应用的意义等内容.     

Is subordinate's loyalty a precondition of supervisor's benevolent leadership? The moderating effects of supervisor's altruistic personality and perceived organizational support

Based on Cheng's differential leadership theory, we investigated the relationship between a subordinate's loyalty to a supervisor (SLS) and the supervisor's benevolent leadership in Chinese organizations. We also explored two moderators of this relationship, the supervisor's altruistic personality and perceived organizational support (POS). Using survey research, we collected data from supervisor‐subordinate dyads in Taiwan and made 167 valid observations. The results showed that SLS positively relates to the supervisor's benevolent behaviours; however, this relationship is diminished by the supervisor's altruistic personality and POS. That is, when the supervisor has a high level of altruistic personality or POS, the association of SLS with the supervisor's benevolent leadership is weaker.     

Extending self‐leadership research to the East: Measurement equivalence of the Chinese and English versions of the MSLQ

In response to calls regarding the applicability of self‐leadership measurement in Eastern (collectivistic) and Western (individualistic) cultures, this study examined the psychometric properties and measurement invariance of the modified self‐leadership questionnaire (MSLQ). The sample consisted of 395 Chinese students and 241 Australian students. Results revealed that the modified self‐leadership questionnaire exhibited a satisfactory condition of psychometric properties across cultures. A series of multi‐sample confirmatory factor analyses demonstrated the cross‐cultural similarity of an 11‐factor model across the Chinese and Australian samples. The modified self‐leadership questionnaire was also found to possess measurement invariance, suggesting that it is appropriate for cross‐cultural research assessing differences of self‐leadership behaviour across Chinese and Western cultures. Implications for future research are also discussed.     

Indonesian leadership styles: A mixed‐methods approach

Indonesian leadership characteristics were examined in three studies, using mixed methods. In the first, qualitative study 127 indigenous characteristics of Indonesian leadership were identified from interviews and focus group discussions with Indonesian managers and staff. In the second study, a questionnaire based on the characteristics found in the first study was administered to Indonesian managers to identify Indonesian leadership styles. Using factor analysis, two highly correlated dimensions were extracted, labelled benevolent paternalism and transformational leadership. In the third study, a questionnaire consisting of leadership characteristics from the GLOBE study, supplemented with a selection of 49 items from the Indonesian questionnaire, was administered to another sample of Indonesian managers. We found that Indonesian leadership has two components; the first involves a more local modernization dimension that ranges from (traditional) benevolent paternalism to (modern) transformational leadership, the second is a more universal person‐ versus team‐oriented leadership dimension. We conclude that Indonesian leadership has both emic and etic aspects.     

Confidence of social judgments is not just error: Individual differences in the structure,stability, and social functions of perceptual confidence

The present research uses a Social Relations Model approach to focus on individual differences in perceptual confidence – a person’s confidence in her or his impressions of others. Across two samples of group interactions, we found that the majority of variance in perceptual confidence was explained by individual differences in how people tended to perceive others (i.e., perceiver effects). A smaller percentage of variance was explained by differences in how people tended to be perceived by others (i.e., target effects). Both these individual differences were stable over time, were related to relevant personality measures, and group outcomes. Together, these results demonstrate that although perceptual confidence may not be substantially related to accuracy, it exists as a stable individual difference dimension that has important consequences for social interactions.     

A Peaceful Clash: The U.S. And China: Which Model Holds Out Promise For The Future?

This article analyzes some prospects for the economic and political development of the United States and China. The first part of the article is devoted to the consideration of strengths and weaknesses of the U.S. model and of the Chinese one. The second part of the article considers the most probable scenarios of the future struggle for world leadership. The first scenario suggests that China will continue developing at a faster rate in the several coming decades and will be gradually catching up with the United States in terms of Gross Domestic Product (GDP) production. However, after several crises in 2008–2020 the United States will likely regain a number of advantages over China as a result of assimilation of the newest technologies. The second scenario suggests that the United States will come across a whole range of internal social and political problems related to internal political splits. In this case, the United States will have to share its global leadership with China. The article attempts to answer the following questions: What scenario is more probable? Will the old world order change? What are the main conclusions for the European Union and for Russia?     

Employee voice at work: the role of employees’ gender,self-efficacy beliefs,and leadership

ABSTRACT

Building on social role theory, we investigated the association between gender and employee voice (employees’ speaking up in a challenging but constructive way about work-related issues) in a typically male-dominated sector. In two field studies in the logistics context, we tested how and when gender is related to employee voice. In Study 1 (N = 132), we examined whether the gender-voice association is mediated by general self-efficacy beliefs. In Study 2 (N = 99), we replicated the indirect effect of gender on employee voice via general self-efficacy beliefs and investigated whether this indirect effect is contingent on supportive leadership. Using path analytical procedures, we found a significant indirect effect moderated by supportive leadership: At low and medium levels of supportive leadership, women reported less self-efficacy than men, which in turn resulted in less voice. At high levels of supportive leadership, the indirect effect was nonsignificant. Our studies contribute to research on the mechanisms and boundary conditions of gender’s influence in the employee voice process and have practical implications for leaders in male-dominated working contexts who want to encourage their female employees to speak up about work-related issues.