Gender, Affect and Upward Influence

Upward influence tactics affect the attitude, perceptions and behavior of the supervisors towards their subordinates. This influence may be used both for organizational and personal purposes. With more and more women joining the work place, gender becomes a significant construct given that upward influence tactics may have nuances different for men and women, especially in the Indian context. The hypotheses that made an attempt to understand gender differences in terms of use of upward influence tactics and the moderating effect of the positive and the negative affect, were tested with a sample of employees (N=107) working in a large bank in Western India. The study employed both in-depth exploratory interviews and a survey methodology. While the interview data was subjected to rigorous content analysis techniques, regression analysis was performed on survey data. Results indicated that the gender of the agent and the supervisor, as well as the interaction of gender and affective styles, influenced the choice of upward influence tactics.

Turnover Intentions and Political Influence Behavior : A Test Of Fight/Flight Responses to Organizational Injustice

We examined the role of organizational frustration as a linking mechanism between the perception of organizational injustice and fight (political influence behavior)/flight (turnover intentions) responses. The participants were 201 middle-level manager drawn from manufacturing and logistic companies in northern Malaysia. Data were collected by means of a structured questionnaire. Whereas all the three elements of injustice--procedural, distributive, and interpersonal-had significant positive impact on turnover intentions and political influence behavior, only procedural injustice and distributive injustice had such impact on frustration. Organizational frustration played a partial mediating role in the relationship of distributive and procedural injustice with turnover intentions and political influence behavior. Implications of the findings and directions for future research are suggested

[Review of "Taking on the world: globalization strategies in Malaysia" by Sieh Lee Mei Ling]

Sherpa Romeo blue journalBook reviewYe

Leader-member exchanges and choice of influence tactics

Sherpa Romeo green journalThe present study examined the influence dynamics in leader-member dyads, using roleplaying scenarios. The scenarios varied in terms of (a) leaders' perspective and members' perspective and (b) quality of exchange in the dyad (IN/OUT-group). Influence in dyads revealed interesting dynamics, though the study received only limited support for the hypothesis. The leader showed a likelihood of using different influence tactics for IN/OUTgroup subordinates. IN/OUT-group subordinates in turn also differed in their use of tactics to influence the leader. The implications of the findings are discussed, and directions for future research are suggested.Ye

Delegation Styles And Leadership Perceptions: A Comparison Of Malaysian And American Managers.

Can managers be perceived as good leaders through a culture of empowerment in multinational settings? This question was answered by employing a 3 (delegation styles:advisory; informational; extreme) x 2 (manager gender: male; female) x 2 (country:Malaysia; USA) factorial design--with the first factor as within-subjects and the last two as between-subjects

A Cultural Value Congruence Approach to Organizational Embeddedness

Drawing on the person–organization fit theory, we investigate how the value congruence between employees’ collectivist values and their perception of organizational collectivism influences organizational embeddedness. Based on a survey of 515 working adults, the polynomial regression and response surface analysis results support that embeddedness is highest in the presence of both high individual and organizational collectivism. Additionally, the smaller the discrepancy between the two perceptions, the more embedded the employees. Our study contributes to the cultural perspectives in the organizational embeddedness research by theorizing and measuring the impact of collectivism at the individual level. The findings also contribute to the person–organization fit theory by identifying a value congruence approach to organizational embeddedness

Entrepreneurial success, gender and leadership behavior / Mahfooz A. Ansari, Rehana Aafaqi and Sharmila Jayasingam

We examined the effects of entrepreneurial success, entrepreneur gender, and respondent gender on entrepreneurial leadership behavior, in a 2 x 2 x 2 between-subjects factorial design, with two levels of entrepreneurial success (most successful/least successful), two levels of entrepreneur gender (male/female), and two levels of respondent gender (male/female). The first factor (i.e., entrepreneurial success) was manipulated by using a scenario. We randomly assigned the 305 managers—representing diverse manufacturing organizations—to one of the two versions of the scenario: most successful (n = 157) or least successful (n = 148). A varimax rotated principal components analysis revealed three significant, independent dimensions of leadership behavior: supportive-taskmaster, autocratic, and participative. The preliminary analysis clearly indicated the success of experimental manipulation. We tested our main hypothesis in a 3-way ANOVA. Results disclosed that, relative to the least successful entrepreneurs, the most successful ones received significantly higher ratings on supportive-taskmaster and participative leadership behavior but lower on autocratic behavior. Some significant interactions were also observed. Implications of the findings for those entrepreneurs in small business and in large corporations are discussed and directions for future research are suggested

Ethical reasoning: the impact of ethical dilemma, egoism and belief in just world

Open access article. Creative Commons Attribution 4.0 International License (CC BY 4.0) applies.Following a 3 [dilemma: coercion and control (CC); conflict of interest (CI); personal integrity (PI)] × 2 (egoism: self; organization) × 2 (belief in just world (BJW): strong; weak) between-subjects factorial design, we hypothesized the main effects of ethical dilemma, egoism, and BJW, and their interaction on ethical reasoning. The first two factors were manipulated by means of six vignettes and the last factor was a subject variable. Experimental participants were 384 managers representing 14 manufacturing organizations. Overall, utilitarian reasoning appeared to be a frequently used type of reasoning in relation to personal integrity dilemma involving self-interest, whereas principled reasoning appeared to be a frequently used reasoning in relation to personal integrity dilemma involving organizational-interest. BJW interacted strongly with the two manipulated factors in predicting ethical reasoning. Implications of the study are discussed, potential caveats are specified and recommendations for future research are provided.Ye

Supervisor vs. subordinate perception on leader-member exchange quality: a Malaysian perspective

Sherpa Romeo green journal. Open access article. Creative Commons Attribution 4.0 License (CC BY4.0) appliesThere is considerable research evidence (e.g., Campbell, White, & Johnson, 2003; Schriesheim, Neider, & Scandura, 1998; Xin, 2004) to suggest that supervisors and subordinates do not agree about the quality of their relationships. Since these past studies were mainly found in the western countries, this study was undertaken to investigate the dimensionality of a specific leader-member exchange (LMX) measure across two different samples in the Malaysian context. Accordingly, we employed a principal components analysis on LMX data obtained from two different sources: 229 employees and their 109 immediate supervisors representing various organizations in Northern Malaysia. As expected, we found that employees’ perceptions of the quality of exchanges differ from those of their supervisors. The implications of these findings for future research on LMX are discussed.Ye