Critical issues in library management : organizing for leadership and decision-making

Papers from the thirty-fifth Allerton Institute. [October 24-26, 1993]Includes bibliographical references

Leaders\u2019 competence and warmth: Their relationships with employees\u2019 well-being and organizational effectiveness

The aim of this work was to investigate competence and warmth \u2014 the two basic dimensions of social judgment \u2014 as dimensions employees use to evaluate their supervisors. A mediation model was tested in which supervisor\u2019s perceived competence and warmth were associated with relevant outcomes (lower burnout, weaker turnover intentions, more frequent citizenship behaviors) through the mediation of affective organizational commitment (AOC). In Study 1, data were collected from employees of a company in the water service sector. In Study 2, participants were financial promoters. In Study 3, the sample included employees from different organizations. As hypothesized, the perception of one\u2019s supervisor as competent (Studies 1-3) and warm (Study 3) was related to employees\u2019 lower burnout, weaker turnover intentions, more frequent prosocial behaviors through the mediation of AOC. Theoretical and practical implications of findings are discussed

Who gets the Carrot and Who gets the Stick? Evidence of Gender Disparities in Executive Remuneration

This paper offers a new explanation of the gender pay gap in leadership positions by examining the relationship between managerial bonuses and company performance. Drawing on findings of gender studies, agency theory, and the leadership literature, we argue that the gender pay gap is a context-specific phenomenon which results partly from the fact that company performance has a moderating impact on pay inequalities. Employing a matched sample of 192 female and male executive directors of UK listed firms we corroborate the existence of the gender pay disparities in corporate boardrooms. In line with our theoretical predictions, we find that bonuses awarded to men are not only larger than those allocated to women, but also that managerial compensation of male executive directors is much more performance-sensitive than that of female executives. The contribution of attributional and expectancy-related dynamics to these patterns is highlighted in line with previous work on gender stereotypes and implicit leadership theories such as the romance of leadership. Gender differences in risk-taking and confidence are also considered as potential explanations for the observed pay disparities. The implications of organizations’ indifference to women’s performance are examined in relation to issues surrounding the recognition and retention of female talent.executive compensation;gender pay gap;gender stereotypes;implicit leadership theories;corporate performance;romance of leadership

Workers into Managers: Developing Leadership Competence of Production Unit Managers

This study analyses the competence gaps of lower-level managers in a typical manufacturing plant in Germany that had recently introduced a teamwork structure. Results indicate that the managers have difficulties with their new leadership-related tasks. Higher levels of leadership competence are found to be associated with better acceptance as a manager by superiors, but not by subordinates, better interaction with both subordinates and superiors, and with higher job satisfaction. Finally, a quasi-experiment shows that a combination of workshops and individual coaching had measurable effects on leadership competencies and partly improved identification with the managerial role. In terms of methodology, a new format of self-assessments is suggested for a more valid measurement of competencies. --Leadership skills,first line managers,training,experiment

Subject: Groups and Organizations

Compiled by Susan LaCette.GroupsandOrganizations.pdf: 992 downloads, before Oct. 1, 2020

The double-edged sword of jurisdictional entrenchment: Explaining HR professionals’ failed strategic repositioning

To protect themselves against deskilling and obsolescence, professionals must periodically revise their claims to authority and expertise. Although we understand these dynamics in the broader system of professions, we have a less-complete understanding of how this process unfolds in specific organizational contexts. Yet given the ubiquity of embedded professionals, this context is where jurisdictional shifts increasingly take place. Drawing on a comparative ethnographic study of HR professionals in two engineering firms, we introduce the concept of jurisdictional entrenchment to explain the challenges embedded professionals face when they attempt to redefine their jurisdiction. Jurisdictional entrenchment describes a condition in which embedded professionals have accumulated tasks, tactics, and expertise that enable them to make jurisdictional claims in an organization. We show how such entrenchment is a double-edged sword: instrumental to the ability of professionals to withstand challenges to their authority, but detrimental when expertise and skills devalued by the professionals remain in high demand by clients, thus preventing the professionals’ shift to their aspirational jurisdiction. Overall, our study contributes to a better understanding of how embedded professionals renegotiate jurisdictional claims within the constraints of organizational employment

Unbuttoned: : The interaction between provocativeness of female work attire and occupational status

This document is the Accepted Manuscript. The final publication is available at Springer via https://doi.org/10.1007/s11199-015-0450-8.Gender-biased standards in United Kingdom (UK) workplaces continue to exist. Women experience gender discrimination in judgements of competence, even by other women. Clothing cues can subtly influence professional perceptions of women. The aim of this study was to investigate how minor manipulations to female office clothing affect the judgements of competence of them by other UK females and to examine whether such effects differ with occupational status. One group of female university students (n = 54) and one group of employed females (n = 90), all from London and the East of England, rated images of faceless female targets, on a global competence measure derived from six competence ratings (of intelligence, confidence, trustworthiness, responsibility, authority, and organisation). The dress style was conservative but varied slightly by skirt length and the number of buttons unfastened on a blouse. The female targets were ascribed different occupational roles, varying by status (high – senior manager, or low - receptionist). Participants viewed the images for a maximum of 5 s before rating them. Overall participants rated the senior manager less favourably when her clothing was more provocative, but more favourably when dressed more conservatively (longer skirt, buttoned up blouse). This interaction between clothing and status was not present for the receptionist. Employed participants also rated females lower than did student participants. We conclude that even subtle changes to clothing style can contribute towards negative impressions of the competence of women who hold higher status positions in a UK cultural contextPeer reviewedFinal Accepted Versio