The Relationship of Achievement Motivation to Entrepreneurial Behavior: A Meta-Analysis

Entrepreneurship is a major factor in the national economy; thus, it is important to understand the motivational characteristics spurring people to become entrepreneurs and why some are more successful than others. In this study, we conducted a meta-analysis of the relationship between achievement motivation and variables associated with entrepreneurial behavior. We found that achievement motivation was significantly correlated with both choice of an entrepreneurial career and entrepreneurial performance. Further, we found that both projective and self-report measures of achievement motivation were valid. Finally, known group studies yielded a higher validity coefficient than did individual difference studies

Why We Follow Narcissistic Leaders

A recent study aimed to understand narcissistic leaders and who is most likely to follow them. The results revealed a few patterns. If you are someone who is always looking out for others, empathizes with others, and seeks harmony and consensus in your team (known as agreeable followers), you are more likely to be susceptible to following a narcissistic leader. If you are someone who gets anxious and worried easily or likes to get started on work projects early on to prevent anxiety as a deadline draws closer (known as neurotic followers), you probably prefer engaging with narcissistic leaders

Methodological Challenges and Solutions for Leadership Researchers,” Zeitschrift fur Personalforschung

Standard-Nutzungsbedingungen: Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden. Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen. Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte

Project GLOBE: Global Leadership and Organizational Behavior Education

Book chapter focusing on using information from Project GLOBE (global leadership and organizational behavior effectiveness) to teach leadership in a global context

Improved Forced Choice Assessment of Negative Leadership

Leadership research has historically tended to focus on the positive qualities of leaders. This perspective has changed in recent years as research has focused on more negative leadership behaviors. A variety of new constructs have now been introduced on negative leadership, however, the methods most commonly used to measure these constructs (e.g., Likert-type scales in which respondents directly rate the negative behaviors of their leader) are vulnerable to socially desirable responding and cognitive processing biases. The present research seeks to address this problem by developing an alternative and more robust means for assessing negative leadership behaviors. Specifically, we integrate Schmidt’s (2008) five-factor measure of negative leadership with recent work in forced-choice assessment methodologies and ideal-point IRT (item response theory) models. The result is a newly developed forced-choice measure of negative leadership. The construct validity of our new measure is presented in this poster. Results indicate that our measure produces more conceptually distinct dimensions of negative leadership while maintaining high convergent validity with Schmidt’s (2008) original measure.U.S. Army Research Institute for the Behavioral and Social Sciences (ARI) Cooperative Agreement Number W911NF-18-2-004

Report on the Organizational Climates of Congress

The aim of this study is to gain a better understanding of Congress by attending to how the people who serve in the institution perceive Congress’ procedures, norms and expectations for their behavior. What are the “unwritten rules” that members and staff come to understand as they experience the institution? What types of behaviors are rewarded and encouraged inside Congress? How do these shared organizational perceptions and practices, in turn, shape how members of Congress work with other members, both within and between the two major parties? We took an interdisciplinary approach to understanding the climate and culture of Congress. We conducted 60 interviews with either former Members of Congress or House staff members. We found that the reward structure inside congressional parties is oriented around relationships. Results: The Structure of Intraparty Rewards Members advance in influence via their success in cultivating the esteem of their colleagues. This entails developing a reputation for expertise and integrity. But it also means building a social network by doing favors for others, especially fundraising. Members are seen as not considerate of others or unwilling to be “team players” have difficulty rising in influence. Individual members generally advance their standing in the party by building consensus rather than winning conflicts. But coalitions of members can gain greater weight within their party by being seen as winning conflicts. The central importance of relationships in Congress is consistent with patterns prevailing in fluid organizations more generally. The Climate of Intraparty Conflict and Cooperation Nearly all respondents described themselves as feeling free to speak up when they disagreed with their party leaders, though certain norms govern and restrain such behavior. In particular, disagreements with leaders should be raised in private or in party caucus but not in public or the press, though there was also recognition that not all members adhered to this norm. Similarly, verbal disagreement with party leaders is accepted, but active resistance of the party is frowned upon and subject to sanction. Tolerance of intraparty dissent is reasonably high, but members do at times experience pressure to go along with leaders, particularly on highly salient issues central to the party’s program. The Climate of Interparty Conflict and Cooperation Our findings paint a somewhat mixed picture of the state of cooperation across the aisle in Congress, where elements of collaborative and dominating culture are evident. Our interviews also reveal that on issues that are less visible and less important to the parties, working across the aisle to achieve “win-win” outcomes is considered possible and common even in today’s Congress. Many legislators and staff members are interested in working with colleagues across the aisle and have experience doing so. Moreover, clear paths lead to interpersonal cooperation, namely serving together on a committee, personal friendships, and common district interests.1. William and Flora Hewlett Foundation 2. The Democracy Fun

Content Analysis Versus Structured Topic Modeling: Unethical Military Leadership

If you would like to hear the voice-over description of the presentation, here is the link to a YouTube video: https://youtu.be/7sYbTYlKhrQThe U.S. Military strives to reduce unethical behavior in the organization by identifying and targeting unethical leaders. This qualitative study employs content analysis and the structured topic modeling machine learning algorithm to understand unethical leadership in the Military on over 439 interviews with military personnel at six different locations. Specifically, we compared the results of both approaches to identify important aspects of unethical leadership in the Military. In general, both methods produced similar results that supported one another. Moreover, the STM method produced new insights of unethical leadership that were highly interpretable by the research team. An overview of this research project and a subset of results are presented in this poster.Research was sponsored by the U.S. Army Research Institute for the Behavioral and Social Sciences (ARI) and was accomplished under Cooperative Agreement Number W911NF-15-2-0093

Exploring the constraint profile of winter sports resort tourist segments

Many studies have confirmed the importance of market segmentation both theoretically and empirically. Surprisingly though, no study has so far addressed the issue from the perspective of leisure constraints. Since different consumers face different barriers, we look at participation in leisure activities as an outcome of the negotiation process that winter sports resort tourists go through, to balance between related motives and constraints. This empirical study reports the findings on the applicability of constraining factors in segmenting the tourists who visit winter sports resorts. Utilizing data from 1,391 tourists of winter sports resorts in Greece, five segments were formed based on their constraint, demographic and behavioral profile. Our findings indicate that such segmentation sheds light on factors that could potentially limit the full utilization of the market. To maximize utilization, we suggest customizing marketing to the profile of each distinct winter sports resort tourist segment that emerge

Why We Follow Narcissistic Leaders

A recent study aimed to understand narcissistic leaders and who is most likely to follow them. The results revealed a few patterns. If you are someone who is always looking out for others, empathizes with others, and seeks harmony and consensus in your team (known as agreeable followers), you are more likely to be susceptible to following a narcissistic leader. If you are someone who gets anxious and worried easily or likes to get started on work projects early on to prevent anxiety as a deadline draws closer (known as neurotic followers), you probably prefer engaging with narcissistic leaders

Why We Follow Narcissistic Leaders

A recent study aimed to understand narcissistic leaders and who is most likely to follow them. The results revealed a few patterns. If you are someone who is always looking out for others, empathizes with others, and seeks harmony and consensus in your team (known as agreeable followers), you are more likely to be susceptible to following a narcissistic leader. If you are someone who gets anxious and worried easily or likes to get started on work projects early on to prevent anxiety as a deadline draws closer (known as neurotic followers), you probably prefer engaging with narcissistic leaders