Pamala J. Dillon and Charles C. Manz
We develop a multilevel model of emotional processes grounded in social identity theory to explore the role of emotion in transformational leadership.
Abstract
Purpose
We develop a multilevel model of emotional processes grounded in social identity theory to explore the role of emotion in transformational leadership.
Methodology/approach
This work is conceptual in nature and develops theory surrounding emotion in organizations by integrating theories on transformational leadership, emotion management, and organizational identity.
Findings
Transformational leaders utilize interpersonal emotion management strategies to influence and respond to emotions arising from the self-evaluative processes of organizational members during times of organizational identity change.
Research limitations/implications
The conceptual model detailed provides insight on the intersubjective emotional processes grounded in social identity that influence transformational leadership. Future research into transformational leadership behaviors will benefit from a multilevel perspective which includes both interpersonal emotion management and intrapersonal emotion generation related to social identity at both the within-person and between-person levels.
Originality/value
The proposed model expands on the role of emotions in transformational leadership by theoretically linking the specific transformational behaviors to discrete emotions displayed by followers. While previous empirical research has indicated the positive outcomes of transformational leadership and the role of emotion recognition, work has yet to be presented which explicates the role of discrete emotions in the transformational leadership process.
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Fenella Starkey, Pat Taylor and Robin Means
This article presents the views of board members from two primary care groups in South West England on benefits and concerns relating to the imminent development of primary care…
Abstract
This article presents the views of board members from two primary care groups in South West England on benefits and concerns relating to the imminent development of primary care trusts, and perceived implications for service delivery and management arrangements.
Cameron P. Anderson and Sandra E. Spataro
In the current chapter, we examine people's perceptions of their place in hierarchies. We explore the complexity of these self-perceptions and show how they are susceptible to…
Abstract
In the current chapter, we examine people's perceptions of their place in hierarchies. We explore the complexity of these self-perceptions and show how they are susceptible to inaccuracy and bias. We examine how such inaccuracies, however, can lead to negative social consequences: Overestimating one's place can lead to collective punishment by other group members, and underestimating one's place can lead to underutilizing levers of influence, and ultimately, to losing one's social standing.
Matthew Walker, Melanie Sartore and Robin Taylor
Outsourcing has been promoted as one of the most powerful trends in the modernization of marketing operations. The rationale for such an undertaking includes a variety of factors…
Abstract
Purpose
Outsourcing has been promoted as one of the most powerful trends in the modernization of marketing operations. The rationale for such an undertaking includes a variety of factors but is generally predicated on fiduciary considerations. The purpose of this article is to examine the issues with, and the empirical consequences of, outsourcing within the intercollegiate marketing context.
Design/methodology/approach
This is an exploratory mixed‐methods study incorporating qualitative and quantitative data to investigate outsourcing specifically related to the communication‐employee commitment relationship.
Findings
Results from study 1 reveal that marketing directors perceive outsourcing as critical but also experience dissatisfaction with the level, frequency, and direction of communication. Results from study 2 indicate that an explicit and positive relationship exists between employee satisfaction with communication and their resultant commitment to the organization.
Research limitations/implications
Owing to the exploratory nature of the study and a relatively small sample, the conclusions are tempered until subsequent studies have been performed. As well, specific moderating variables (e.g. size, culture, budget) were not included in this initial inquiry and as such may add considerable variance explained to the proposed relationship.
Practical implications
First, the authors suggest that managing the “right commitment” is essential for marketing departments when working with an outsourcing agency. Second, the authors call attention to the importance of certain contextual factors (e.g. shared knowledge, mutual dependency, and organizational linkage) that may serve to improve the outsourcing partnership.
Originality/value
Few papers have explored the communication‐commitment relationship, particularly with regards to outsourcing. Consequently, this study adds to the research by examining how intercollegiate marketing employees perceive and react to an outsourcing partnership. Building on additional work in this area, the research focuses on several aspects of the communication‐commitment framework not previously examined.
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Nikola Djurkovic, Darcy McCormack and Gian Casimir
This paper examined the physical and psychological effects of workplace bullying and their relationship to intention to leave. Participants were 150 undergraduate students who had…
Abstract
This paper examined the physical and psychological effects of workplace bullying and their relationship to intention to leave. Participants were 150 undergraduate students who had been employed during the last 12 months. Workplace bullying correlated positively with physical symptoms, negative affect, and with intention to leave the job. Partial Least Squares analyses were used to test two competing models for the relationship between bullying, physical and psychological effects, and intention to leave. The results supported the psychosomatic model (i.e., bullying leads to negative affect which leads to physical health problems, which in turn increase intention to leave) but not the disability hypothesis (i.e., bullying leads to physical health problems which lead to negative affect, which in turn increases intention to leave).
Pauline Assenza, Alan B. Eisner and Jerome C. Kuperman
Ann Taylor was founded in 1954, and its classic black dress and woman's power suit were staples for years. In 1995 Ann Taylor LOFT was launched to appeal to a more casual…
Abstract
Ann Taylor was founded in 1954, and its classic black dress and woman's power suit were staples for years. In 1995 Ann Taylor LOFT was launched to appeal to a more casual, costconscious consumer. Under Kay Krill's leadership, the division began to outperform the original flagship. When Krill was promoted to President/CEO of Ann Taylor Stores Corporation in 2005, she was challenged with rebuilding the Ann Taylor brand - (i.e., meeting the “wardrobing needs of the updated classic consumer”) while maintaining the image and market share of LOFT. By mid-2008, an additional problem appeared: the macroeconomic climate was posing considerable uncertainty, especially for retail businesses. Krill was firmly committed to long-term growth. However, given the 2008 situation, what could she do to unleash what she believed was the firm's “significant untapped potential”?
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DOWTY ROTOL has recent experience in the design, manufacture and testing of two different electronically controlled wing trailing edge flap high lift actuation systems — one for…
Abstract
DOWTY ROTOL has recent experience in the design, manufacture and testing of two different electronically controlled wing trailing edge flap high lift actuation systems — one for the British Aerospace B.Ae.146 aircraft and the other for the Construcciones Aeronatuicas/Nurtania CN.235 aircraft. This paper discusses the application of electronics to control and monitor these systems. The resulting equipment is described and the two systems are compared for complexity, type of electronic architecture and reliability.
Craig A. Talmage, Kaleb Boyl and T. Alden Gassert
Entrepreneurship is ubiquitous, but it is not unequivocally a human force for social and economic good. Critical perspectives of the entrepreneur, entrepreneurship, and…
Abstract
Entrepreneurship is ubiquitous, but it is not unequivocally a human force for social and economic good. Critical perspectives of the entrepreneur, entrepreneurship, and entrepreneurial success (and failure) are evolving in the scholarly literature. Dark side theory has emerged as a language for critiquing the dominant narratives of entrepreneurship portrayed in scholarship, education, planning, policy, and other forms of practice. This chapter draws from dark side entrepreneurship theory, Baumolian entrepreneurship, and exemplars of counterculture to craft language for an emerging theory of misfit entrepreneurship, which consists of misfit entrepreneurs and alternative enterprises. Alternative enterprises and misfit entrepreneurs are conceptualized, and literary examples (i.e., Robin Hood and Song Jiang) and modern-day examples (i.e., Hacker groups) are supplied. The unique actions and impacts of misfit entrepreneurs and alternative enterprises are offered for discussion. This new theory of misfit entrepreneurship leaves readers with exploratory questions that enhance critical perspectives and modern understandings of entrepreneurship today.