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This research evaluated learning outcomes of a leadership development program at a large, southern land grant institution. The program is an interdisciplinary, semester-long class where experience and theory are juxtaposed to offer leadership training and development. Through an intensive research project, the program exposes students to four practical skills and four adaptive skills related to leadership development. The research outcomes of this study found that students did perceive to have gained the intended leadership skills as related to the four practical and four adaptive skills set forth by the program curriculum. As leadership programs continue to grow, these programs must be assessed and evaluated to continue to garner merit within the academic community.

The examination of contextual factors that enhance or stifle employees’ creative performance is a new but rapidly growing research area. Theory and research in this area have focused on antecedents of employee creativity. In this paper, we review and discuss the major theoretical frameworks that have served as conceptual foundations for empirical studies. We then provide a review and critical appraisal of these empirical studies. Based on this review, we propose exciting possibilities for future research directions. Finally, we discuss implications of this body of work for human resource management.

This study aims to investigate the negative impacts of innovative work behavior (IWB) on conflict with coworkers and turnover intention. It also aims to test the moderating effect of perceived distributive fairness on these relationships.

A total of 460 employees who were working in production and marketing teams at manufacturing and pharmaceutical companies in Indonesia were asked to complete the questionnaire. The final sample consisted of 135 sets of paired data of supervisor and subordinate. The multiple hierarchical regressions were used to test the developed hypotheses.

Findings of this study indicated that innovative work behavior had a positive and significant relationship with conflict with coworkers and turnover intention respectively. Moreover, the findings also found that perceived distributive fairness negatively moderated the relationship between IWB and both conflict with coworkers and turnover intention.

The study involved relatively a small sample selected from employees who were working in production and marketing teams in manufacturing and pharmaceutical companies in Indonesia. Future research should consider extending the sample to other industries and locations to test the arguments as well as exploring other contextual variables to buffer the negative impacts of IWB on conflict with coworkers and turnover intention

Scholars and practitioners alike agree that IWB helps organizations to gain and sustain competitive advantage. However, IWB may also create problems for organizations and employees that previous studies have left unexplored. This study examines such negative impacts, along with how to alleviate them.

Over the past two decades, pro bono has become increasingly integrated into the structure of large law firms across the United States. The institutionalization of pro bono should conceivably have important consequences on firm practices, but few studies have examined this relationship directly. In this study, I examine the effect of formal pro bono programs on firm-level pro bono commitment. Through a cross-sectional analysis of large law firms, I find that a variety of pro bono policies – such as the presence of a coordinator and having a formal written policy – positively affects how much time a firm commits to pro bono work. In addition, I find that the content of a firm's pro bono policy can also affect pro bono commitment. This effect remains after controlling for organizational slack (economic performance and firm size) and firm diversity. These findings have implications for issues of access to justice and organizational theory.

Based on a four-factor leadership typology, this theoretical chapter proposes four alternative models to investigate how collaborative capital moderates the relationships between leadership and innovation. Beyerlein, Beyerlein, and Kennedy (2004) define collaborative capital as “how well people work together toward shared goals and outcomes.” In this chapter, we focus on empowerment as an important manifestation of collaborative capital. That is, first, empowerment enhances collaboration across vertical hierarchical lines through sharing of decision-making authority. Also, since empowerment is typically implemented as a team form of organizational structure, empowered teams enhance collaboration through the process of decentralized team decision-making. Thus, the accumulation of successful empowerment and the qualities of empowered team member represent the collaborative capital. Specifically, the models suggest that empowerment may function as a partial mediator, or as a moderator, or as both, in the basic relationship between transformational leadership and innovation. In addition, although transformational leadership and empowering leadership elicit different attitudes and behaviors of team members that may facilitate innovation, the interactions between these outcomes will maximize the effects of leadership on innovation. The implications of these observations and the possible directions for future research are discussed.

The purpose of this paper is to examine the effect of perceived supervisor support on individual improvisation, and the mediating role of the psychological empowerment and improvisation-related self-efficacy in that relationship.

The data were collected in 2011 from the large municipal organization. The total sample size was 593. The partial least square analysis conducted to estimate the mediation effects of empowerment and self-efficacy on the relationship between supervisor support and individual improvisation.

The findings of the study show psychological empowerment and improvisation-related self-efficacy as mechanisms through which supervisor support affects individual improvisation.

Limitation of the study is that it concerns only one organization. The study extends understanding of the factors effecting on individual improvisation in organizations and invites management to pay attention to the mechanisms through which they can affect their subordinates. In a broader sense, the results of this study suggest organizations to develop their management system to better empower their subordinates to stimulate creativity, innovation, novel solutions to face the environmental turbulence.

The practical implications of this study invite management to pay attention to the mechanisms through which they can affect their subordinates. In a broader sense, the results of this study suggest organizations to develop their management system to better empower their subordinates, which thereby could stimulate organizational creativity, innovation, and novel solutions to face the environmental turbulence.

The study provides originality by examining the factors effecting on individual improvisation in organizations and by examining the effect of multiple factors, both individual level-and organizational-level factors on individual-level phenomenon (improvisation). The results of the study are valuable for organizations aiming to foster organizational creativity and innovation.

Purpose – Decreasing governmental support means access to legal services for the poor depends upon the interests of private actors controlling the needed resources. Law firms are a major source of resources for non-profit entities providing those services. This chapter examines the nature of that support.Design/methodology/approach – Law firms are guided by self-interest. How this influences their pro bono activities supporting legal services to the poor is explored through a case study of the legal services market in Cook County, IL and Chicago. It draws from: documentary research on over 50 private legal service providers in Cook County; interviews with 31 lawyers participating in the market for legal services in Cook County; and a focus group with 10 lawyers participating in that market.Findings – The interests driving law firm support for legal services do not match the demonstrated areas of greatest legal need or the stated purposes of the non-profit entities receiving that support. Instead, they reflect reasonable firm self-interest in such goals as lawyer training and marketing. Consequently, non-profit entities receiving support must accommodate those goals.Research limitations/implications – This study points to the need for more empirical research into the consequences of the privatization of legal services.Originality/value – Privatization means that some crucial legal needs will never be met, and this study provides an empirical context for the debate over “civil Gideon” – whether there should be a constitutional right to legal representation in civil matters akin to the constitutional right in criminal matters.

This study aims to examine how an employee’s engagement in innovative behavior (IB) can lead to the experience of aggressive actions from other members of an organization and the joint roles of employee in-role performance and task interdependence in this relationship.

A field study conducted among a diverse sample of employees working in various industries provided converging evidence for the theorized predictions. The sample of 204 full-time employees is included in the analyses.

The results confirmed that innovative employees can be targets of victimization in an organization and employees’ high in-role performance and high task interdependence jointly moderate the negative relationship between innovative performance and victimization.

The current study should be evaluated in light of some limitations, such as single-source data and the use of cross-sectional data.

It is advised that innovative individuals should accomplish their required duties in highly task-interdependent contexts to avoid harmful responses from peers. Managers should be aware of the potential negative side of IB. The data involving various industries provide evidence for the generalizability of the research findings and conclusions.

This paper advances the understanding of the consequences of creative behavior by examining the unexplored aspect that innovative employees can become victims of peer mistreatments. It also expands the understanding of negative outcomes of engaging in creativity by concurrently examining moderating roles of in-role behavior and task interdependence.

The purpose of this paper is to investigate the relationship between transformational leadership (TL) and the innovative behavior of Korean workers. To this end, this paper also examines whether knowledge sharing and perceived organizational support (POS) influence the above causal relationship.

The paper used a cross-sectional design, with questionnaires administered to 356 employees working in Korea manufacturing firms to test the relationship between TL and innovative behavior through knowledge sharing and the moderating role of POS.

TL was significantly related to both employee innovative behavior and knowledge sharing. The results also shown that knowledge sharing mediated and POS positively moderated the relationship between TL and innovative behavior of employees.

Future research should examine antecedents of knowledge sharing and measure the effect of TL in other level such as team level, to enhance generalizability. Data should be also collected longitudinally, to extend the current cross-sectional design.

Understanding the link between TL and innovative behavior with mediating and moderating factors can provide useful information to increase positive leadership outcomes and innovation performance.

The findings point toward a positive relationship between TL and innovative behavior with mediating and moderating factors. In doing so, the paper adds to a body of work where innovative behavior was connected with leaders’ behavior and organizational-level predictors.

The purpose of this empirical study is to provide a deeper understanding of how transformational leadership relates to followers' innovative behavior in the Jordanian public sector.

Perceptual data were collected from 358 employees working in different public sector organizations located in the Northern region of Jordan.

Results demonstrate that transformational leadership accounted for 47 percent in the variation of followers' innovative behavior in the Jordanian public sector. Additionally, the findings showed that place of work variable had significant impact on the attitudes of the respondents toward the transformational leadership behavior of their managers and their innovative behavior.

Organizations should invest in transformational leadership training and in the selection of supervisors with this leadership style before initiating the implementation of innovations.

The paper is one of the first to investigate the relationship between transformational leadership and followers' innovative behavior in developing countries.