Accuracy and discriminability of work role requirement judgments: Influences of role ambiguity and cognitive complexity

Fundamental to effective human resource systems is the capture of data regarding work role requirements. However, previous research on factors that influence work role requirement judgments has been largely equivocal. From a sample of 203 incumbents, representing 73 unique occupations, we investigated 2 cognitive sources of influence on carelessness and discriminability in work role requirement judgments. We hypothesized that incumbents perceiving high role ambiguity would provide ratings that were more careless and showed less discriminability, and cognitively complex individuals would provide more careful and discriminating ratings. These influences were hypothesized to vary across different work descriptors and rating scales. Results were supportive, showing effects for cognitive complexity and role ambiguity on ratings, and differential effects depending on the focal descriptor and scale

Does ethical leadership make a difference? Exploring leader and follower consequences of ethical leader behavior.

Despite sustained attention to ethical leadership in organizations, scholarship remains largely descriptive. This study employs an empirical approach to examine the consequences of ethical leadership on leader promotability. From a sample of ninety-six managers from two independent organizations, we found that ethical leaders were increasingly likely to be rated by their superior as exhibiting potential to reach senior leadership positions. However, leaders who displayed increased ethical leadership were no more likely to be viewed as promotable in the near-term compared to those who displayed less ethical leadership. Our findings also show ethical culture and pressure to achieve results are important contextual factors that moderate the relationships between ethical leadership and leader promotability to senior leadership roles

Does prevalence mitigate relevance? The moderating effect of group-level OCB on employee performance

This article explores multilevel relationships between group-level OCB, individual-level OCB, and work performance. We also discuss conceptualizing OCB with regard to context and multiple levels of analysis. We hypothesize that group-level OCB moderates the relationship between individual-level OCB and job performance. Results based on 100 work groups in a manufacturing firm indicate that group-level OCB significantly moderated the relationship between individual-level OCB and job performance. Comparing contexts in which group-level OCB was rare with those in which it was prevalent, we found that high individual-level OCB yielded greater significant increases in job performance ratings when group-level OCB was rare

Do ethical leaders get ahead? Exploring ethical leadership and promotability

Despite sustained attention to ethical leadership in organizations, scholarship remains largely descriptive. This study employs an empirical approach to examine the consequences of ethical leadership on leader promotability. From a sample of ninety-six managers from two independent organizations, we found that ethical leaders were increasingly likely to be rated by their superior as exhibiting potential to reach senior leadership positions. However, leaders who displayed increased ethical leadership were no more likely to be viewed as promotable in the near-term compared to those who displayed less ethical leadership. Our fi ndings also show ethical culture and pressure to achieve results are important contextual factors that moderate the relationships between ethical leadership and leader promotability to senior leadership roles

The Unlearning of Managerial Skills: A Qualitative Study of Executive Officers

Although the abilities of executive officers to unlearn may have a significant impact on organizational unlearning, few studies have investigated the individual unlearning transition. The goal of this study was to examine the managerial unlearning process upon promotion from senior manager to executive officer, based on the upper echelons perspective and leadership pipeline model. Analyses of interview data with 46 executive officers at medium and large-sized Japanese firms indicated that they unlearned and learned their managerial skills in relation to ‘decision making’, ‘delegation and motivation’, and ‘collecting information’, and that the unlearning process was discontinuous. Specifically, decision making skills were switched from ‘short-term, analytic, and partial’ to ‘long-term, intuitive, and holistic’. Skills in delegation and motivation were transformed from ‘directive’ to ‘dedicated and entrusting’. Skills in collecting information were switched from ‘direct collection’ to ‘network-based collection’. This study contributes to the literature on managerial skills by showing empirically the discontinuous nature of management transitions with regard to an unlearning perspective

Work-life balance and gender: challenging assumptions and unravelling complexity

This chapter critically examines the role of gender in work-life balance research. We contextualise the focal topic by first summarising the changing nature of work and domestic roles and the influence of demographic and social shifts. We revisit the meaning of ‘work-life balance’ in light of the diverse and sometimes conflicting conceptualisations used by academics and practitioners. A review of the evidence for gender differences in work-life balance needs and experiences is then provided, with a particular focus placed on caring responsibilities. This leads us to consider the policies and practices that are designed to support work-life balance initiatives are then considered, focusing specifically on flexible working, together with the extent to which these are ‘gender neutral’ both in terms of relevance and uptake. The paper is interspersed with relevant case studies to illustrate the points made. The chapter concludes by setting out priorities for research and practice to promote equitable and effective systemic solutions to improve work-life balance for all