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1 – 3 of 3Rebecca Chunghee Kim, Hugh Scullion, Mohan V. Avvari, Stefan Jooss and Helal Uddin
The purpose of this paper is to provide a critical perspective on how the COVID-19 crisis shaped inclusive leadership behaviors of global business leaders.
Abstract
Purpose
The purpose of this paper is to provide a critical perspective on how the COVID-19 crisis shaped inclusive leadership behaviors of global business leaders.
Design/methodology/approach
Using quantitative and qualitative methods, the authors analyzed 240 CEO statements in 120 multinational enterprises from six countries (France, India, Japan, South Korea, UK, USA), pre- and mid-COVID-19.
Findings
Results show that CEO emphasis on inclusive leadership increased during the pandemic. More substantively, the authors identify three key behaviors of inclusive leadership – fidelity, calmness and collective resilience.
Originality/value
The authors provide empirical evidence of inclusive leadership behaviors by global business leaders. In doing so, the authors integrate inclusive leadership into societally engaged international business research.
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Keywords
Carla Haynes and Mark Rhys Kebbell
The purpose of this study was to determine if outcome bias and hindsight bias impact police performance ratings and perceptions of the likelihood and foreseeability of intimate…
Abstract
Purpose
The purpose of this study was to determine if outcome bias and hindsight bias impact police performance ratings and perceptions of the likelihood and foreseeability of intimate partner homicides. In addition, the authors wished to see if taking the perspective of police mitigates any effects.
Design/methodology/approach
A total of 200 university students read vignettes describing an incident from a police officer’s perspective or from their own perspective. Participants also read risk assessments of the offender’s risk of committing violence. They were randomly assigned to receive either information that the offender later committed a homicide or no outcome information.
Findings
The results demonstrated an outcome bias and hindsight bias, wherein participants who received information about the homicide rated it as more likely and foreseeable and gave lower performance ratings to the police, compared to those who did not receive outcome information. Participants who took police perspective still showed this bias.
Practical implications
The findings indicate that people are likely to be biased in their perceptions and judgements of police performance when they know a homicide occurred. This bias seems to be difficult to overcome.
Originality/value
This paper provides empirical evidence to show people may be unfairly critical of police performance when a homicide is perpetrated.
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