Letter from Gary M. Schwarz to Mayor William Card: 1996-04-08

Letter from Gary M. Schwarz to Mayor William Card regarding potentially working with the local dental society.https://scholarworks.utrgv.edu/hcard/1078/thumbnail.jp

Responding to COVID-19: Community Volunteerism and Coproduction in China

The COVID-19 pandemic created a critical need for citizen volunteers working with government to protect public health and to augment overwhelmed public services. Our research examines the crucial role of community volunteers and their effective deployment during a crisis. We analyze individual and collaborative service activities based on usage data from 85,699 COVID-19 volunteers gathered through China’s leading digital volunteering platform, as well as a survey conducted among a sample of 2,270 of these COVID-19 volunteers using the platform and interviews with 14 civil society leaders in charge of coordinating service activities. Several results emerge: the value of collaboration among local citizens, civil society including community-based groups, and regional government to fill gaps in public services; the key role of experienced local volunteers, who rapidly shifted to COVID-19 from other causes as the pandemic peaked; and an example of state-led coproduction based on long-term relationships. Our analysis provides insight into the role of volunteerism and coproduction in China's response to the pandemic, laying groundwork for future research. The findings can help support the response to COVID-19 and future crises by more effectively leveraging human capital and technology in community service delivery

Handwritten Letters from Gary M. Schwarz: 1996-09-24

Handwritten Letters from Gary M. Schwarz to Mayor William Card and Senator Eddie Lucio regarding the termination of the Dental Residency Program.https://scholarworks.utrgv.edu/hcard/1103/thumbnail.jp

Investigating when and why psychological entitlement predicts unethical pro-organizational behavior

In this research, we examine the relationship between employee psychological entitlement (PE) and employee willingness to engage in unethical pro-organizational behavior (UPB). We hypothesize that a high level of PE–the belief that one should receive desirable treatment irrespective of whether it is deserved–will increase the prevalence of this particular type of unethical behavior. We argue that, driven by self-interest and the desire to look good in the eyes of others, highly entitled employees may be more willing to engage in UPB when their personal goals are aligned with those of their organizations. Support for this proposition was found in Study 1, which demonstrates that organizational identification accentuates the link between PE and the willingness to engage in UPB. Study 2 builds on these findings by examining a number of mediating variables that shed light on why PE leads to a greater willingness among employees to engage in UPB. Furthermore, we explored the differential effects of PE on UPB compared to counterproductive work behavior (CWB). We found support for our moderated mediation model, which shows that status striving and moral disengagement fully mediate the link between PE and UPB. PE was also linked to CWB, and was fully mediated by perceptions of organizational justice and moral disengagement

From self-defeating to other defeating:Examining the effects of leader procrastination on follower work outcomes

This research examines the influence of leader procrastination on employee attitudes and behaviours. While previous studies have typically viewed procrastination as a form of self-defeating behaviour, this research explores its effects on others in the workplace. In Study 1, using data collected from 290 employees, we demonstrate the discriminant and relative predictive validity of leader procrastination on leadership effectiveness compared with laissez-faire leadership and directive leadership. In Study 2, based on dyadic data collected in three phases from 250 employees and their 23 supervisors, we found that leader procrastination was associated with follower discretionary behaviour (organizational citizenship behaviour and deviant behaviour). Additionally, job frustration was found to mediate the relationship between leader procrastination and follower outcomes. The quality of the leader-follower relationship, as a boundary condition, was shown to mitigate the detrimental effects of leader procrastination. Together, the findings suggest that leader procrastination is a distinct form of negative leadership behaviour that represents an important source of follower job frustration. Practitioner points: Leader procrastination is different from laissez-faire and directive leadership and can be detrimental to followers. Job frustration mediates the relationship between leader procrastination and follower discretionary behaviour. Organizations should facilitate high-quality LMX relationships as a method for mitigating the negative effects of leader procrastination

Participative Leadership and the Organizational Commitment of Civil Servants in China: The Mediating Effects of Trust in Supervisor

The present study examines whether participative leadership engenders organizational commitment among Chinese civil servants, and analyzes the mechanisms by which it transmits its effects. Confirmatory factor analysis and structural equation modeling revealed that there was a significant relationship between supervisor-level participative leadership and the affective and normative commitment of subordinates, but no relationship with continuance commitment. Affective trust was identified as the mediator variable underlying the relationship between participative leadership and organizational commitment. We show that participative leadership of supervisors elicits higher levels of trust, and leads subordinates to reciprocate through exhibiting higher levels of organizational commitment. Our study also reveals that Chinese civil servants who accept an unequal distribution of power between supervisors and subordinates typically exhibit lower levels of affective and normative commitment to the organization than those who do not. Our results provide greater support for the deepening of administrative reforms and the dissemination of participative leadership practices in China’s new civil service system

Instantons and seven-branes in type IIB superstring theory

Instanton and seven-brane solutions of type IIB supergravity carrying charges in the Ramond-Ramond sector are constructed. The singular seven-brane has a quantized \RR \ \lq magnetic' charge whereas its dual is the instanton, which is non-singular in the string frame and has an associated {\it global} \lq electric' charge. The product of these charges is constrained by a Dirac quantization condition. The instanton has the form of a space-time wormhole in the string frame, and is responsible for the non-conservation of the Noether current.Comment: PHYZZX macros. 13 pages. Final version as it will appear in Phys. Lett. B (typos corrected

How Leadership and Public Service Motivation Enhance Innovative Behavior

Prior research has linked the innovative behavior of public sector employees to desirable outcomes, such as improved efficiency and higher public service quality. However, questions regarding the drivers of innovative behavior among employees have received limited attention. This study employs psychological empowerment theory to examine the underlying processes by which entrepreneurial leadership and public service motivation (PSM) shape innovative behavior among civil servants. Using three-wave data from 281 Chinese civil servants and their 59 department heads, entrepreneurial leadership is found to positively influence subordinates’ innovative behavior by enhancing two dimensions of psychological empowerment: meaning and impact. Additionally, PSM was found to influence subordinates’ innovative behavior by enhancing the dimensions of meaning and competence. Our findings suggest that to facilitate innovative behavior amongst employees, public organizations should consider introducing training that encourages leaders to serve as entrepreneurial role models and recruit employees with high levels of PSM