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The purpose of this paper is to test the effects of CEO arrogance on key attitudes of a company’s top management team (TMT).

An experimental design involving a business simulation is used to test the effects of a CEO’s perceived arrogance and humility on the TMT in a boardroom setting.

The study finds that, as predicted, arrogant CEOs adversely impacts TMT engagement, cohesiveness, collaboration and consensual decision-making. Thus, the higher the level of CEO arrogance, the lower the levels of positive TMT attitudes. The study intriguingly also finds that CEOs who displayed humility also negatively influenced the attitudes of the TMT.

The study took place in South Africa, which may limit the generalizability of the findings. The use of a laboratory experiment may affect the ecological validity of the findings.

The results demonstrate that a “Goldilocks” area of neutrality between arrogance and humility should be sought after by CEOs and recruiters of CEOs. If this is impossible, humble CEOs are preferable to arrogant ones.

This paper empirically demonstrates that arrogant leaders negatively impact their TMT followers in a boardroom environment across a number of attitudes that are keys to the success of effectively managing a corporation. The study also demonstrates that moderation is desired by followers and that CEOs being perceived as overly humble is almost as bad as being perceived as arrogant.

This paper aims to provide a comprehensive review of the literature on the determinants of stock market development.

The paper divides the existing studies into the theoretical and empirical literature. Then, it analyses these studies in turn.

Based on the theoretical literature, the determinants of stock market development can be broadly classified into two groups: macroeconomic factors and institutional factors. The theory and the empirics predict different ways in which macroeconomic factors affect stock market development. The real income and its growth rate foster stock market development, while the banking sector, interest rate and private capital flows can foster or inhibit it. Inflation and exchange rates have adverse effects on stock market development. In terms of the institutional factors, the literature indicates that different legal origins and stock market integration can have a positive or negative impact on stock market development. In addition, factors such as legal protection of investors, corporate governance, financial liberalisation and trade openness contribute positively to the development of the stock market.

From the survey, it is imperative that policies which aim at enhancing institutional quality, financial integration, real income growth, macroeconomic stability and capital inflows, among others, will certainly promote stock market development within and across countries. Although the empirical studies have incorporated a large set of variables in their models, the theoretical studies do not contain rich models of stock market development. It is understandable that a theoretical model which contains a large set of the determinants of stock market development may be difficult to solve. However, such a model seems very appealing and will provide a unification of the existing literature.

The originality of the paper lies in the fact that it is the first to undertake a survey of the determinants of stock market development in the literature. It is hoped that this paper will spur further theoretical and empirical research on the determinants of stock market development.

The purpose of this paper is to examine self‐assessed character among Australian managers in relation to selected demographic variables of these managers, and to establish the initial psychometric properties of the Virtuous Leadership Scale used to measure dimensions of character.

Data were collected through a national online survey of managers utilizing the membership base of the Australian Institute of Management.

The findings reveal that self‐assessed character is multifaceted and varies across specific demographics (gender, age, level of seniority, years as an executive), and is subject to some degree of social desirability bias. Further research is warranted to explore these outcomes and relationships.

The study is limited by national culture and management self‐report data that need verification across different national cultures, work settings, and work groups. The findings indicate that integrity is a key character attribute reported by managers, but the present results require further validation across industry sectors and other organizational contexts.

The findings suggest the need for further examination of character as an important component of leadership success, strategy, and impact.

The study identifies attributes of character linked to selected demographic (personal and professional) variables of practising managers, and points the way for further examination of the part character has to play in the leadership of organizations.

Explores the professional, job‐related relationships of African‐American policewomen. The difficulties black women police officers face often are exacerbated by the intersection of race and gender that influence their self‐perceptions and the perceptions of those with whom they interact, including other officers and members of the community. Additionally, job‐related issues and interactions appear to impact community relations, particularly in circumstances involving minorities. The experiences of the women suggest that marginalization continues to be problematic for some minorities working in law enforcement. The research is based on qualitative data obtained from black female police officers in a large urban city.

To expand the literature and enhance understanding of the mentoring process, this research proposes the social exchange theory (SET) as a framework for the exchanges that take place between individuals in a mentoring relationship.

A detailed literature review for mentoring and Fiske's social exchange theory propositions, as well as work by Hofstede on power distance, gender, and diversity studies, provide a new approach to mentoring research.

The four relational structures (communal sharing, authority ranking, equality matching and market pricing) developed by Fiske and the effects of diversity are integrated with the existing mentoring literature to create a new model explaining the effects exchange type and diversity have on the perceived amount of support given and received during the maturation process of the mentoring relationship.

This paper extends an under‐researched area of mentoring with discussion and suggests areas for future research. Specifically, the study focuses on operationalising and testing the proposed, expanded mentoring model in both qualitative and quantitative research for confirmation and further theory building.

By integrating mentoring and Fiske's social exchange theories to provide an alternative explanation for the mentoring process, this paper proposes a number of new possible relationships that will require quantitative, confirmatory research but should add significantly to this area of study. Propositions for further testing are provided as well as suggestions for operationalising and testing the model.

Followers’ perceptions of leader trustworthiness affect their trust in the leader (Colquitt et al., 2007). However, because positive benefits of trust generally accrue when trust is reciprocated, examining when and why followers’ perceptions of leader trustworthiness elicit leader’s trust in followers may provide heuristic and practical value. Therefore, the purpose of this paper is to examine if followers’ perceptions of leader trustworthiness elicit leaders’ trust in followers, casting follower’s perceptions of leader–member exchange (LMX) quality as a mediator and their perceptions of empowerment as moderating this mediated relationship.

Followers’ perception of leader trustworthiness was measured at Time 1, followers’ perceptions of empowerment and LMX were measured at Time 2 and leaders’ trust in followers was measured in Time 3. The authors tested the research model with data collected from 347 leader–follower dyads using the three time-lagged surveys as noted above.

Followers’ perceptions of leader trustworthiness and perceptions of empowerment interacted to influence followers’ perceptions of LMX quality, which in turn influenced leaders’ trust in followers. Thus, LMX mediated the trustworthiness–trust relationship and this mediated relationship became stronger at increasing levels of empowerment.

Being trusted by leaders is beneficial to followers. Training managers in behaviors that elicit employees’ perceptions of manager trustworthiness has the potential to accrue benefits to employees, managers and the organization.

This study is the first to demonstrate that followers’ perception of leader trustworthiness resulted in leaders trusting followers. In addition, the results support a mediating role for LMX and a moderating role for empowerment in the development of leader trust in the follower. Understanding when and why leaders trust followers offers important insights about development of trust between followers and leaders. The authors discuss implications for theory and practice.

This study aims to investigate the impact of a salesperson’s babyface in his/her profile picture on the number of online reviews the salesperson receives. In addition to testing the direct relationship, this study explores the moderating roles of salesperson gender and consumer involvement.

Responding to the call for field-based consumer research, the authors test their theory using an experimental design and a field study. Study 1 employs an experimental design in high and low involvement service settings to test the effect of a babyface on consumers’ intention to write online reviews. Study 2 uses field data, utilising real estate salespeople’s online profile pictures to test the effect of salespeople’s babyface on the number of online reviews they receive. It does so by using an artificial intelligence facial recognition application interface.

A salesperson’s babyface results in fewer online reviews in situations in which consumers are highly involved in the purchase process. By contrast, a salesperson’s babyface engenders more online reviews when consumers purchase low involvement services. The adverse effect of a babyface on the number of online reviews, however, attenuates when a salesperson is female.

Limited information about salespeople, a skewed number of online reviews and blurry online profile pictures from a real-world data set constitute the study’s limitations.

When consumers are highly involved in the purchase process, salespeople should appear mature in their online profile photos to engender more online reviews. However, salespeople providing low involvement services should opt for online profile pictures reflecting babyish facial features to generate more online reviews.

Research has shown that salespeople’s physical appearance plays an important role in consumers’ perceptions of salespeople and their performance. Although abundant research and practice have shown the importance of online reviews, less is known about how online profile pictures affect online reviews. Thus, building on well-studied cases of an overgeneralization effect, this work examines the extent to which salespeople’s babyface features in their online profile picture affects the number of online reviews received in a real-world setting.

In today's organizations, the heterogeneity of work teams is increasing. For example, members of work teams have different ages, genders, and/or cultural backgrounds. As a consequence, team leaders have to face the challenge of taking into account the various needs, values, and motives of their followers. However, there has been very little empirical research to test whether the influence of leadership behaviors on performance is moderated by facets of team heterogeneity. This paper aims to address this issue.

The leadership behaviors of transactional and transformational leadership, laissez‐faire, consideration, and initiating structure, as well as three facets of heterogeneity (i.e. age, gender, and culture) were assessed in an empirical study based on a sample of n=283 members of German fire departments. These team members also provided self‐ratings for their performance.

The results revealed that the relationship between three leadership behaviors (i.e. transformational leadership, laissez‐faire, and consideration) and performance was being moderated by facets of team members' heterogeneity.

Both transformational leadership and consideration work best when the work team is heterogeneous with regard to gender.

The importance of the contextual influences of team members' heterogeneity for effective leadership processes was explored theoretically, and subsequently, demonstrated empirically for the first time.

While extant literature is replete with studies on actual diversity, research on perceived diversity is scant. The authors examine perceived diversity as an underlying mechanism explaining the effect of actual diversity on affect-related outcome (employee well-being).

In total, 617 full-time employees from large organizations representing varied industries in India have participated in the survey-based study. The authors used PROCESS macro for mediation analysis.

An index estimating actual surface-level diversity was found to correlate significantly with perceived surface-level diversity. Perceived diversity was found to significantly impact employee well-being, thereby, demonstrating its mediating role in the link between actual diversity and well-being.

Beyond the underlying processes of diversity, effects such as diversity perceptions, contextual factors conditioning diversity effects need exploration.

Investigation of both actual and perceived diversity improves the explanation of diversity effects. Besides compositional mix, managers must tap on employee perceived differences to understand and leverage diversity and its effects.

Besides contributing to the emerging interest in empirical examination of perceived diversity on employee outcomes, this study develops an index to estimate actual surface-level diversity.

The Donner expedition to California in 1846‐1847 is one of the darkest tales of the great migrations west. While much has been written about the tragedy, a group analysis based on business research has not been undertaken. The purpose of this paper is to suggest that the story of the Donner Party is primarily a group failure, with implications for practicing managers employing temporary groups in uncertain situations.

Group theories concerning the nature of temporary work groups, interdependence, diversity, social identity, and leadership are employed to explain how negative group processes likely contributed to the disaster.

Based on books and a film about the incident, the Donner Party suffered a social breakdown based on: the changing nature of the goals of the expedition in mid‐course, which is difficult for temporary teams to handle; destructive forms of diversity based on cultural background and social status; and a lack of critical skills and effective leadership. The story also illustrates that small, cohesive groups had a better survival rate than individuals.

While only a single case, this study demonstrates the special nature of temporary groups and demonstrates that not all diversity is positive. Both issues require strong leadership. Furthermore, the study demonstrates the importance of considering context in group research.

This is an original analysis of the Donner Party using group theories. This study reminds managers of the fragility of temporary groups, and stresses the need to consider the possibilities of accidents/disasters when undertaking large projects.