Since its inception in the early 1990s, the Global Leadership and Organizational Behavior Effectiveness (GLOBE) project has investigated the complex relationship between societal culture and ...organizational behavior. The focus of this paper is on leadership, specifically what we know and have learned from the GLOBE project so far. Among other findings, we demonstrate that national culture indirectly influences leadership behaviors through the leadership expectations of societies. In other words, executives tend to lead in a manner more or less consistent with the leadership prototypes endorsed within their particular culture. In turn, leaders who behave according to expectations are most effective. We also found that some leadership behaviors are universally effective such as charismatic/value-based leadership; others are much more culturally sensitive such as participative leadership. Finally, we identified truly superior (and also truly inferior) CEOs by the degree to which their behaviors exceed (or fail to meet) their society's expectations. All in all, understanding national culture gives us a heads-up as to which kinds of leadership will likely be enacted and effective in each society. We believe that the GLOBE journey has helped us understand the complex, tricky, and fascinating relationships among societal culture, organizational behavior, and leadership processes.
Do some employees engage in unethical behavior because they actually believe it is the right thing to do? We explore this question in this article. Unlike other forms of unethical behavior, unethical ...pro-organizational behavior (UPB) is aimed at benefiting the perpetrator’s organization. We propose that employees are increasingly likely to engage in UPB when they believe these acts are ethically appropriate, and that these ethicality beliefs are strongest among employees who work in departments with egoistic norms. Such norms lack guidance on the importance of protecting outside stakeholders’ interest, and provide limited moral knowledge about the broader implications of UPB. We further propose that organizational identification strengthens these effects. Across three field studies, we find support for the hypothesized effects. Ethical judgments of UPB were positively related to both self (Studies 1 and 3) and supervisor (Study 2) ratings of employee UPB. In turn, acts of UPB were judged more ethically appropriate in departments with egoistic norms, and these positive ethical judgments mediated the relationships between egoistic norms and employee UPB (Study 2). Finally, the indirect effects of egoistic norms were strongest among employees with high levels of organizational identification (Study 3). Implications for theory and research are discussed.
Since the conceptualization of
unethical pro-organizational behavior
ten years ago, scholarly interest in exploring this phenomenon has multiplied. Given a burgeoning body of empirical research, a ...review of unethical pro-organizational behavior literature is warranted. This study, therefore, systematically reviews the extant literature on unethical pro-organizational behavior and presents a comprehensive theory-based review of the past developments in this field. We classify previous studies based on their underlying theoretical perspectives and discuss the antecedents and consequences of unethical pro-organizational behavior in work context. We also explicate the boundary conditions under which the influence of these antecedents gets accentuated or alleviated. Overall, this study synthesizes past knowledge to elucidate why, how, and when unethical pro-organizational behavior unfolds in the workplace. Finally, the gaps in the extant theorization are identified and an agenda for future research is proposed.
In this study among 84 female school principals and 190 teachers, we tested the central process proposed by the Job Demands-Resources model of work engagement. We hypothesized that job resources have ...a positive impact on creativity and charismatic leadership behavior first through personal resources, and then through work engagement. School principals filled in a questionnaire via a secured website and indicated their levels of job resources, personal resources and work engagement, whereas teachers filled in a questionnaire about their school principal's creativity and charismatic leadership. Results supported the intervening effects of personal resources and work engagement in the job resources-creativity link. In addition, engaged school principals scored highest on charismatic leadership.
Some 20 years after the emergence of configurational theory as a key perspective in organization studies in the 1990s, this approach has yet to deliver on its promise. While we know that ...configurations the relative arrangement of parts and elements - matters, empirical research on configurations is just beginning to deliver on its promise.
Learning about organizational culture and behavior sets the foundation to navigate an institution as a new employee. In the following column, two faculty librarians from SUNY Geneseo share their ...experiences as new faculty and their reflections on organizational behavior, exploring how concepts from that field helped them to learn about their new institution and to grow as librarians.
The Oxford Handbook of Organizational Decision Making comprehensively surveys theory and research on organizational decision-making, broadly conceived. Emphasizing psychological perspectives, while ...encompassing the insights of economics, political science, and sociology, it provides coverage at the individual, group, organizational, and inter-organizational levels of analysis. In-depth case studies illustrate the practical implications of the work surveyed.
Organizational Transparency Schnackenberg, Andrew K.; Tomlinson, Edward C.
Journal of management,
11/2016, Letnik:
42, Številka:
7
Journal Article
Recenzirano
Transparency is often cited as essential to the trust stakeholders place in organizations. However, a clear understanding of the meaning and significance of transparency has yet to emerge in the ...stakeholder literature. We synthesize prior research to advance a conceptual definition of transparency and articulate its dimensions, and posit how transparency contributes to trust in organization-stakeholder relationships. We draw from this analysis to explicate the mechanisms organizations can employ that influence transparency perceptions.
Theorizing about the sharing-protecting tension has been mostly at the organizational level. We draw on advances in self-regulation theory and hot cognition microfoundations of organizational ...capabilities to articulate three capabilities that dyads of interacting individuals in interorganizational collaborations must possess to regulate the sharingprotecting tension. Besides the recursive influences within dyads, the three capabilities involve recursive multilevel influences between individuals and their home organizations. The interactive self-regulatory theory helps explain how interacting individuals are able to dynamically adjust their sharing and protecting behaviors to the complexity, emergence, and adaptation required in interorganizational collaborations.
