Out of the Box? How Managing a subordinate\u27s Multiple Identities Affects the Quality of a Manager-Subordinate Relationship

Positive manager-subordinate relationships are invaluable to organizations because they enable positive employee attitudes, citizenship behaviors, task performance, and more effective organizations. Yet extant theory provides a limited perspective on the factors that create these types of relationships. We highlight the important role subordinates also play in affecting the resource pool and propose that a subordinate’s multiple identities can provide him or her with access to knowledge and social capital resources that can be utilized for work-based tasks and activities. A manager and a subordinate may prefer similar or different strategies for managing the subordinate’s multiple identities, however, which can affect resource utilization and the quality of the manager-subordinate relationship. Our variance model summarizes our predictions about the effect of managers’ and subordinates’ strategy choices on the quality of manager-subordinate relationships. In doing so we integrate three divergent relational theories (leader-member exchange theory, relational-cultural theory, and a positive organizational scholarship perspective on positive relationships at work) and offer new insights on the quality of manager-subordinate relationships

Making Sense of Whistle-Blowing's Antecedents: Learning from Research on Identity and Ethics Programs

Despite a significant increase in whistle-blowing practices in work organizations, we know little about what differentiates whistle-blowers from those who observe a wrongdoing but chose not to report it. In this review article, we first highlight the arenas in which research on whistle-blowing has produced inconsistent results and those in which the findings have been consistent. Second, we propose that the adoption of an identity approach will help clarify the inconsistent findings and extend prior work on individual-level motives behind whistle-blowing. Third, we argue that the integration of the whistle-blowing research with that on ethics programs will aid in systematically expanding our understanding of the situational antecedents of whistle-blowing. We conclude our review by discussing new theoretical and methodological arenas of research in the domain of whistle-blowing.No Full Tex

Making Sense of Whistle-Blowing's Antecedents: Learning from Research on Identity and Ethics Programs

Despite a significant increase in whistle-blowing practices in work organizations, we know little about what differentiates whistle-blowers from those who observe a wrongdoing but chose not to report it. In this review article, we first highlight the arenas in which research on whistle-blowing has produced inconsistent results and those in which the findings have been consistent. Second, we propose that the adoption of an identity approach will help clarify the inconsistent findings and extend prior work on individual-level motives behind whistle-blowing. Third, we argue that the integration of the whistle-blowing research with that on ethics programs will aid in systematically expanding our understanding of the situational antecedents of whistle-blowing. We conclude our review by discussing new theoretical and methodological arenas of research in the domain of whistle-blowing.No Full Tex

Transformational Leadership across Cultures: Follower Perception and Satisfaction

Leading people from diverse cultures is centrally important in organizations. This study investigates the extent to which transformational leadership behaviors are universal: by examining if leaders and followers perceive transformational leadership behaviors the same way across cultures; and by determining if the magnitude of satisfaction that followers derive from transformational leadership behavior is the same across cultures. Survey data from 71,537 leaders and their direct reports (n = 203,027) from 77 countries were analyzed. Respondents represented hundreds of different organizations, 12 functional areas, 26 industries, and all management levels. Cultural universality was examined by comparing internal reliability scores and using multilevel mixed coefficient models to assess the similarity of effect sizes in across cultures. Regardless of culture, when interacting with leaders from their own culture, followers were universally alike in their perceptions of transformational leadership behavior and in their satisfaction with such behavior

Negotiator Resilience.docx

Negotiator resilience is an important but understudied concept in the negotiations literature. We integrate the negotiations and resilience literature to demonstrate that adversity in negotiations can lead to a variety of responses ranging from counterproductive to constructive and resilient. Further, we propose that negotiation efficacy (NE), defined as a general confidence in one’s negotiation abilities, is an important resource that promotes constructive, resilient responses to negotiation adversity. Using an experimental design with a sample of MBA students we test these predictions. Our findings indicate that NE is an important resource that influences constructive responses to negotiation adversity. We discuss the implications for these findings for both negotiation research and practice. We hope that this paper will serve as an important launching point for future work on negotiator resilience

The Construction of Professional Identity

[Excerpt] The classification of ‘professions’ has been a debated topic (Abbott, 1988; Friedson 2001), with several researchers putting forth varying criteria which distinguish a profession from other occupations. Previously, an individual would be considered a professional only once they had completed and attained all of the training, certifications and credentials of a professional occupation and, of course, internalized this profession’s values and norms (Wilensky, 1964). Recently, researchers have begun to relax the criteria for classifying professional occupations, insisting only that the occupation be skill- or education-based (Benveniste, 1987; Ibarra, 1999). Furthermore, in today’s workplace, which is burgeoning with independent knowledge workers, the term ‘profession’ is often used as an adjective rather than a noun, describing how individuals carry out their work with knowledge and skill rather than the specific kind of work they do (see Chapter 9 in this book)