Modeling information technology impacts in clerical work environments

The industrialization of white collar work via information technology (IT) is a key indicator of the emerging post-industrial economy (Hirschhorn, 1988). A conceptual model linking clerical work environments to effective IT impacts such as IT utilization, IT\u27s perceived ease of use and performance impact was developed and empirically tested. Underlying the model is the premise that clerical job structure is a facilitator of IT impacts (Weber, 1988). The results indicate that clerical job structure factors such as typing, composing or editing, and bookkeeping were significantly related to IT impacts in clerical work settings. A job holder\u27s IT competence and top management commitment to IT were also found to be significantly related to IT impacts in clerical work settings. Antecedent relationships among the IT impacts also contributed to understanding the IT impacts - for example, IT utilization affected perceived ease of use and perceived performance impact, and perceived ease of use affected perceived performance impact

Extensions to the individualized leadership approach: placing the approach in context

We show that the commentaries by Ferris and Cook as well as by Mumford provide various ways to further develop the notion of individualized leadership. Using the general model presented at the end of this book, we illustrate how the leadership core concept of individualized leadership differs from other core approaches to leadership. In addition, the antecedents of and outcomes from individualized leadership suggested in the commentaries are discussed. Finally, the boundary conditions (moderator variables) and mediating variables discussed in the commentaries are questioned. All of these issues are considered from theoretical and empirical perspective

Transformational Leadership, Innovative Behavior, and Task Performance: Test of Mediation and Moderation Processes

We use the self-concept based theory of leadership and social exchange theory to hypothesize processes linking transformational leadership to follower performance outcomes. Specifically, we hypothesize that (a) transformational leadership relates to followers' work engagement both directly and indirectly through their psychological states, (b) work engagement relates to innovative behavior, (c) innovative behavior relates to task performance, and (d) the work engagement-innovative behavior relationship is moderated by leader-member exchange. Results from a test of these relationships in a sample of employees of a large telecommunication company in China largely support our hypothesized model.</p