131 research outputs found
A critical review of the conceptualization, operationalization, and empirical literature on cognition-based and affect-based trust
Trust plays a pivotal role in the development and maintenance of effective working relationships. In this paper we offer a critical review of the conceptualization and operationalization of cognition-based and affect-based trust. While definitions and measures of trust are abundant, the view of trust as a concept with cognitive and affective bases is well established. Nevertheless, the validity of this approach has rarely been examined. Our theoretical and empirical review (content validity study, systematic review and meta-analysis) of the literature reveals a failure to fully capture cognition or affect in current trust theory and measurement. We find the construct of affect-based trust to be particularly problematic in its current form. Resolving these issues is critical to advancing our understanding of the differentiating roles of these two important bases of trust. We detail areas for future research on the conceptualization and measurement of trust to stimulate theoretical exploration and methodological advances
Leadership = Communication? The relations of leaders' communication styles with leadership styles, knowledge sharing and leadership outcomes
Purpose: The purpose of this study was to investigate the relations between leaders' communication styles and charismatic leadership, human-oriented leadership (leader's consideration), task-oriented leadership (leader's initiating structure), and leadership outcomes. Methodology: A survey was conducted among 279 employees of a governmental organization. The following six main communication styles were operationalized: verbal aggressiveness, expressiveness, preciseness, assuredness, supportiveness, and argumentativeness. Regression analyses were employed to test three main hypotheses. Findings: In line with expectations, the study showed that charismatic and human-oriented leadership are mainly communicative, while task-oriented leadership is significantly less communicative. The communication styles were strongly and differentially related to knowledge sharing behaviors, perceived leader performance, satisfaction with the leader, and subordinate's team commitment. Multiple regression analyses showed that the leadership styles mediated the relations between the communication styles and leadership outcomes. However, leader's preciseness explained variance in perceived leader performance and satisfaction with the leader above and beyond the leadership style variables. Implications: This study offers potentially invaluable input for leadership training programs by showing the importance of leader's supportiveness, assuredness, and preciseness when communicating with subordinates. Originality/value: Although one of the core elements of leadership is interpersonal communication, this study is one of the first to use a comprehensive communication styles instrument in the study of leadership. © 2009 The Author(s)
X-ray emission from isolated neutron stars
X-ray emission is a common feature of all varieties of isolated neutron stars
(INS) and, thanks to the advent of sensitive instruments with good
spectroscopic, timing, and imaging capabilities, X-ray observations have become
an essential tool in the study of these objects. Non-thermal X-rays from young,
energetic radio pulsars have been detected since the beginning of X-ray
astronomy, and the long-sought thermal emission from cooling neutron star's
surfaces can now be studied in detail in many pulsars spanning different ages,
magnetic fields, and, possibly, surface compositions. In addition, other
different manifestations of INS have been discovered with X-ray observations.
These new classes of high-energy sources, comprising the nearby X-ray Dim
Isolated Neutron Stars, the Central Compact Objects in supernova remnants, the
Anomalous X-ray Pulsars, and the Soft Gamma-ray Repeaters, now add up to
several tens of confirmed members, plus many candidates, and allow us to study
a variety of phenomena unobservable in "standard'' radio pulsars.Comment: Chapter to be published in the book of proceedings of the 1st Sant
Cugat Forum on Astrophysics, "ICREA Workshop on the high-energy emission from
pulsars and their systems", held in April, 201
Behavioral aspects of communication in organizations
International audienc
How does ethical leadership trickle down? Test of an integrative dual-process model
Although the trickle-down effect of ethical leadership has been documented in the literature, its underlying mechanism still remains largely unclear. To address this gap, we develop a cross-level dual-process model to explain how the effect occurs. Drawing on social learning theory, we hypothesize that the ethical leadership of high-level managers could cascade to middle-level supervisors via its impact on middle-level supervisors’ two ethical expectations. Using a sample of 69 middle-level supervisors and 381 subordinates across 69 sub-branches from a large banking firm in China, we found that middle-level supervisors’ ethical efficacy expectation and unethical behavior–punishment expectation (as one form of ethical outcome expectations) accounted for the trickle-down effect. The explanatory role of middle-level supervisors’ ethical behavior–reward expectation (as the other form of ethical outcome expectations), however, was not supported. The theoretical and practical implications are discussed
The role of leadership in salespeople’s price negotiation behavior
Salespeople assume a key role in defending firms’ price levels in price negotiations with customers. The degree to which salespeople defend prices should critically depend upon their leaders’ influence. However, the influence of leadership on salespeople’s price defense behavior is barely understood, conceptually or empirically. Therefore, building on social learning theory, the authors propose that salespeople might adopt their leaders’ price defense behavior given a transformational leadership style. Furthermore, drawing on the contingency leadership perspective, the authors argue that this adoption fundamentally depends on three variables deduced from the motivation–ability–opportunity (MAO) framework, that is, salespeople’s learning motivation, negotiation efficacy, and perceived customer lenience. Results of a multi-level model using data from 92 salespeople and 264 salesperson–customer interactions confirm these predictions. The first to explore contingencies of salespeople’s adoption of their transformational leaders’ price negotiation behaviors, this study extends marketing theory and provides actionable guidance to practitioners
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