The Importance of Context in Managerial Work: The Case of Senior Hotel Managers in Greece

Qualitative research on the interplay between context and hospitality managerial work has not been previously addressed in the literature. Based on the works of Johns (2006) and Dierdorff et al. (2009), this research suggests that luxury senior hotel managers (GMs and department managers) are to a certain degree recipients of contextual/cultural influences, depending on the ownership status of the hotel. It is also argued that managerial work is shaped and exercised by a set of moderating factors, which are unique for each individual. Overall, the aim of this research is to increase the level of awareness and trigger further research in this topic area. © 2014 Copyright © Taylor & Francis Group, LLC

Us and Me: Team Identification and Individual Differentiation as Complementary Drivers of Team Members' Citizenship and Creative Behaviors

The authors investigate team identification and individual differentiation as complementary drivers of team members' citizenship and creative behavior. As hypothesized, the results of a survey among 157 middle-management team members show team identification to be positively related to citizenship behavior toward other team members, whereas individual differentiation is positively associated with creative behavior. Moreover, citizenship behavior is found to be a mediator that linked team identification to an individual's effectiveness as a team member, whereas creative behavior is the mediating link in the relationship between individual differentiation and individual effectiveness. Theoretical implications and suggestions for practitioners are discussed

Adaptive self-regulation: A process view of managerial effectiveness

This article describes a set of processes involved in attaining managerial effectiveness. These processes are components of an adaptive self-regulation framework. They involve the active management of constituencies' role expectations and performance opinions through standard-setting, discrepancy-detection, and discrepancy-reduction. These processes serve to enhance constitutents' opinions of the manager's effectiveness. Several social and contextual factors that either facilitate or inhibit managers' self-regulation efforts are identified and hypotheses to guide future empirical research are offered.Peer Reviewedhttp://deepblue.lib.umich.edu/bitstream/2027.42/31730/1/0000669.pd