Relationship problems and extradyadic romantic and sexual activity in a web‐sample of Norwegian men and women

The purpose of this paper is to describe the prevalence of self‐reported types of extradyadic romantic and sexual activity among adult Norwegians and to explore the role of infidelity in breaking up a permanent relationship. The results are based on 1,001 web interviews with persons ranging in age from 18 to 67 years. The majority of respondents reported having engaged in some kind of extradyadic romantic and/or sexual activity. Forty‐five percent of the women and 39% of the men claimed they had experienced a previous breakup from a marriage or cohabiting relationship. Among those aged 50 years or older, the most important reasons for breaking up a previous relationship were infidelity (38%) and lost love (38%). More men (44%) than women (33%) reported infidelity. Respondents younger than 50 years were more motivated by boredom. Among respondents below the age of 50 years, the most frequently reported reasons for considering termination of a present relationship were quarreling (37%), poor sex life (29%), and “other” reasons (25%). Accordingly, infidelity was not identified as an essential factor for considering a breakup from the present relationship.     

Leadership and Organizational Culture: Linking CEO Characteristics to Cultural Values

Purpose  The purpose of this study was to empirically examine organizational culture theorists’ assertions about the linkages between leadership and the cultures that emerge in the organizations they lead. Specific hypotheses were developed and tested regarding relationships between chief executive officers’ (CEO’s) personality traits, and the cultural values that are shared among their organization’s members. Design/Methodology/Approach  Thirty-two CEOs completed measures of the Big-Five personality traits and personal values. A total of 467 employees across the 32 organizations completed a competing values measure of organizational culture. Findings  Results indicate support for several hypothesized relationships between CEO personality and cultural values. Exploratory analyses indicated that several CEO personal values were related to culture values. Implications  Organizations need to seriously consider the “fit” between the current or desired organizational culture and CEO characteristics. Organizations attempting to change fundamental aspects of its functioning may need significant behavioral—or personnel—changes at the top of the organization in order to achieve those changes. Originality/Value  This is the first empirical study to establish a link between specific CEO characteristics and the cultural values of their organizations. This study provides evidence that CEO characteristics are felt throughout the organization by impacting the norms that sanction or discourage member behavior and decision making, and the patterns of behavior and interaction among members.     

Embedding leader characteristics: an examination of homogeneity of personality and values in organizations

The authors (a) investigated trait homogeneity in organizations by examining within-organization similarity among members' personality traits and personal values and (b) tested the relationship between the top leaders' personal characteristics and organizational profiles of personality and values. Results replicate and extend B. Schneider, D. B. Smith, S. Taylor, and J. Fleenor's (1998) hypothesis of the homogeneity of personality in organizations. Using data from CEOs and 467 employee participants from 32 organizations, the authors found evidence of within-organization homogeneity of both personality and values. Results also suggest initial empirical support for assumptions presented by E. Schein (1992) and B. Schneider (1987) about leader-follower congruence. Some implications regarding leadership and organizational behavior are discussed.