Space and time are the forms of material being of the Universe. They have a quantum character as a result of a dialectic relation between attraction and expansion, continuity and…
Abstract
Space and time are the forms of material being of the Universe. They have a quantum character as a result of a dialectic relation between attraction and expansion, continuity and discreetness. Time and space consist of their elementary parts – quantums. The question is: does the Universe have its own time, despite the fact that according to the theory of relativity, the local parts of the Universe with different gravity or inertia have different local times? Yes, it does! The time etalon for the entire history of the Universe is represented by the cosmic quantum jump, in which the Universe realizes its transition from one quantum level to the next. The time quantifying enables the cosmic jump from the expansion to the contraction to be made and on the other hand, from the contraction to the expansion without getting to singularities. The Universe pulsates. The knowledge of the nature of time and space quantifying allowed us to find the basic equation of the space dynamics of the Universe. Its analysis gives the answer to the question: what is the nature of gravity, speed of light and gravitational constant.
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A new theory on asymmetry of uniform motion is presented.
Abstract
A new theory on asymmetry of uniform motion is presented.
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In the 1990s, scientists succeeded in demonstrating the highly positive effects of transformational and charismatic leadership on performance effectiveness, based on a large…
Abstract
In the 1990s, scientists succeeded in demonstrating the highly positive effects of transformational and charismatic leadership on performance effectiveness, based on a large number of empirical findings. Bass (1985) predicted that this type of leadership would be related to “performance beyond expectations”. This has proved to be true to a very large extent. The so-called “new leadership approach “, however, has not yet succeeded in a close analysis of the interaction and influencing processes between charismatic leaders and their followers. This paper provides such an analysis. After pointing out the main problems with prior theoretical work, we offer an alternative model to help explain the emergence of charisma using social-cognitive and psycho-dynamic theories. Basically, we start from the premise that a focal person may be categorized as a charismatic leader on the basis of evaluative borderline attributes assigned to him or her, which are closely related to characteristics stigmatized by society. These attributes are exhibited consciously or unconsciously by the leader, either by means of social dramatization or by means of social reversion. We then propose a model of charismatic leadership relationships, which deal with both intra-personal and inter-personal feedback processes, based on recent theories of narcissistic behavior. Our overall intent is to help explain and clarify the processes between leadership behavior and the attribution of charisma.
Cecilia Isabel Calderón-Valencia, Judith Cavazos-Arroyo and Alfonso López Lira-Arjona
This is the knowledge age and, to put it in Peter Drucker's language, knowledge workers and their knowledge are a vital component of this economy. Yet, so little is really known…
Abstract
Purpose
This is the knowledge age and, to put it in Peter Drucker's language, knowledge workers and their knowledge are a vital component of this economy. Yet, so little is really known about these workers. New research is needed to better understand the issues surrounding the recruitment, productivity, deployment, and retention of these workers. This research aims to address this issue.
Design/methodology/approach
The research was conducted through a 35‐part questionnaire administered in mid‐2008 to 125 business and government executives/professionals located in North America, Europe, and South America.
Findings
The research delineates two major work groups by age: 25 years old; and 26‐40 years old. The top two preference findings for 25‐year olds include: recruitment – flexi‐work and cultural diversity; retention – education/training and communities and networks; valued skills – team/collaboration and specialized technical; and technologies – collaboration tools and e‐mail, search, portals. The top two preference findings for 26‐40‐year olds include: recruitment – flexi‐work and job security; retention – communities and networks and documentation; valued skills – project management and strategic thinking; and technologies – collaboration tools and e‐mail, search, portals. Finally, measuring performance improvement metrics for these workers were: improved quality of output, task execution speed, and high‐impact innovation (as opposed to cost reduction and work elimination); innovation (25 years); and superior decision‐making/risk assessment capabilities (26‐40 years)
Originality/value
This field research provides a management framework for helping organizational leadership to make strategic decisions on how to build a more competitive and attractive workplace over the next ten years.
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Samantha Jordan, Wayne Hochwarter, Joshua Palmer, Shanna Daniels and Gerald R. Ferris
This research examines how perceived supervisor political support (SPS) moderates the relationship between perceived supervisor narcissistic rage (SNR) and relevant employee work…
Abstract
Purpose
This research examines how perceived supervisor political support (SPS) moderates the relationship between perceived supervisor narcissistic rage (SNR) and relevant employee work outcomes.
Design/methodology/approach
Across three studies (Study 1: 604 student-recruited working adults; Study 2: 156 practicing lawyers: Study 3: 161 municipality employees), employees provided ratings for SPS, SNR and ratings of their job satisfaction, organizational citizenship behavior (OCB), depressed work mood and work neglect.
Findings
Results supported the authors’ argument that SPS moderates the relationship between SNR and work outcomes. Specifically, SNR was associated with unfavorable outcomes only when SPS was low. When SPS was high, SNR had little effect on job satisfaction, OCBs, depressed mood and neglect.
Research limitations/implications
Results affirm that supervisor characteristics considered toxic do not always provoke adverse reactions when considering other leader features simultaneously.
Practical implications
Supervisors capable of offering political support can positively influence subordinate attitudes, behaviors and well-being even when other aspects of their personality potentially initiate antagonism.
Originality/value
This study is the first to examine SNR features and informal support activities concurrently.
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The aim of this chapter is to argue that charisma is a collective representation, and that charismatic authority is a social status that derives more from the “recognition” of the…
Abstract
Purpose
The aim of this chapter is to argue that charisma is a collective representation, and that charismatic authority is a social status that derives more from the “recognition” of the followers than from the “magnetism” of the leaders. I contend further that a close reading of Max Weber shows that he, too, saw charisma in this light.
Approach
I develop my argument by a close reading of many of the most relevant texts on the subject. This includes not only the renowned texts on this subject by Max Weber, but also many books and articles that interpret or criticize Weber’s views.
Findings
I pay exceptionally close attention to key arguments and texts, several of which have been overlooked in the past.
Implications
Writers for whom charisma is personal magnetism tend to assume that charismatic rule is natural and that the full realization of democratic norms is unlikely. Authority, in this view, emanates from rulers unbound by popular constraint. I argue that, in fact, authority draws both its mandate and its energy from the public, and that rulers depend on the loyalty of their subjects, which is never assured. So charismatic claimants are dependent on popular choice, not vice versa.
Originality
I advocate a “culturalist” interpretation of Weber, which runs counter to the dominant “personalist” account. Conventional interpreters, under the sway of theology or mass psychology, misread Weber as a romantic, for whom charisma is primal and undemocratic rule is destiny. This essay offers a counter-reading.
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Abstract
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Donald H. Kluemper, Arjun Mitra and Siting Wang
Over the past decade, the rapid evolution of social media has impacted the field of human resource management in numerous ways. In response, scholars and practitioners have sought…
Abstract
Over the past decade, the rapid evolution of social media has impacted the field of human resource management in numerous ways. In response, scholars and practitioners have sought to begin an investigation of the myriad of ways that social media impacts organizations. To date, research evidence on a range of HR-related topics are just beginning to emerge, but are scattered across a range of diverse literatures. The principal aim of this chapter is to review the current literature on the study of social media in HRM and to integrate these disparate emerging literatures. During our review, we discuss the existent research, describe the theoretical foundations of such work, and summarize key research findings and themes into a coherent social media framework relevant to HRM. Finally, we offer recommendations for future work that can enhance knowledge of social media’s impact in organizations.
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Peter R. Stopher, Chester G. Wilmot, Cheryl Stecher and Rahaf Alsnih