Is leadership a part of me? An identity approach to understanding the motivation to lead

Drawing on identity and social comparison theories, we propose and test a model of motivation to lead based on two types of self-to-role comparisons (i.e., self-comparisons with specific leaders and with more abstract representations of the leadership role). We propose that these comparisons imply different identity verification purposes and have different consequences on the motivation of individuals. The results obtained by using structural equation models and response surface techniques among a sample of 180 executives support our predictions. We hypothesize and find that a perceived similarity with a significant leader has a positive effect on the motivation to lead and that this relationship is mediated by self-efficacy perceptions. We also find that the affective, but not the social-normative component, is higher when there is self-role congruence with respect to leadership dimensions such as power and affiliation. We discuss theoretical and practical implications for leadership and the subjective fit at work

Catalyzing Social Innovation: Leveraging Compassion and Open Strategy in Social Entrepreneurship

We implement an inductive, case study approach to explore the motivations and methods of five successful social entrepreneurs. Our findings show that founders noticed, felt, and responded to someone else’s pain, demonstrating compassion as the genesis of the business venture. Successful social innovation, however, was the result of the creation of an organization structured to include diverse stakeholder input and participation in the decision-making process. Thus, compassion motivates entrepreneurs to pursue broad gains as opposed to singular interests and enhances a willingness to incorporate others’ ideas through an open-strategy process. Our study suggests that interaction with stakeholders can impact the structure of the firm, the business model it employs, and intended and unintended business consequences

Estrategias para la mejora de la seguridad de los estudiantes de Ingeniería y Arquitectura en los laboratorios docentes mediante tecnología móvil

Objetivo general: Realizar un diagnóstico, desde la perspectiva de profesorado, personal de laboratorio y estudiantes de la rama de Ingeniería y Arquitectura, de los riesgos en un escenario formativo de “laboratorio docente” y diseñar y evaluar una estrategia de mejora de la seguridad de los estudiantes en los laboratorios docentes, mediante tecnología móvil

A Model-Driven Approach for Business Process Management

The Business Process Management is a common mechanism recommended by a high number of standards for the management of companies and organizations. In software companies this practice is every day more accepted and companies have to assume it, if they want to be competitive. However, the effective definition of these processes and mainly their maintenance and execution are not always easy tasks. This paper presents an approach based on the Model-Driven paradigm for Business Process Management in software companies. This solution offers a suitable mechanism that was implemented successfully in different companies with a tool case named NDTQ-Framework.Ministerio de Educación y Ciencia TIN2010-20057-C03-02Junta de Andalucía TIC-578

Volume 42, Number 1, March 2022 OLAC Newsletter

Digitized March 2022 issue of the OLAC Newsletter

Organizational Commitment and Labor Satisfaction. Case: A University Organization in the State of Morelos. México

This article measures two organizational factors of importance for every organization: labor satisfaction and organizational commitment. The analysis is made under the perspective of the sociology of organizations: Frederick Herzberg's theory of the two factors of motivation (hygienic and motivational) and Meyer and Allen's model of the three components of organizational commitment (1990). The methodology is empirical, descriptive and quantitative. The study was carried out with a sample of 59 employees, classified as reliable personnel of the Academic Secretary of an Institution of Higher Education (IES) in the city of Cuernavaca, Morelos. The instruments used were two questionnaires emanated from the theory itself with the purpose of knowing aspects related to the two study variables. This instrument allowed to identify the types of organizational commitment and the levels of work satisfaction and satisfaction that exist in the university organization

Volume 42, Number 2, June 2022 OLAC Newsletter

Digitized June 2022 issue of the OLAC Newsletter

Volume 42, Number 3, September 2022 OLAC Newsletter

Digitized September 2022 issue of the OLAC Newsletter

Orangutans (Pongo pygmaeus) do not Form Expectations Based on Their Partner’s Outcomes

Several primate species form expectations based on other’s outcomes. These individuals respond negatively when their outcomes differ from their partners’. The function and evolutionary pathway of this behavior are unknown, in part because all of the species which have thus far shown the response have similar life history patterns. In particular, all share traits related to a gregarious lifestyle, intelligence, and cooperativeness. The goal of the current paper was to test whether inequity is a homology among primates or a convergence based on some other characteristic by comparing one species known to show social comparisons, the chimpanzee, to another great ape which differs on several of these life history characteristics. Using a protocol identical to one used previously with chimpanzees, we tested whether orangutans, an intelligent but predominantly solitary species with few opportunities to cooperate, responded similarly. To allow for a strong comparison with chimpanzees (and other species), we used socially housed adults of both sexes, tested with members of their social group. We find that orangutans do not respond negatively to inequity, supporting previous findings and indicating that inequity responses in apes are likely a convergence based on either sociality or cooperative tendency. These results in such closely related species highlight the need for additional comparative studies to better understand the function and evolution of social behaviors

The Endowment Effect in Orangutans

The endowment effect is the tendency to, seemingly irrationally, immediately value a possessed item more than the opportunity to acquire the identical item when one does not already possess it. Although endowment effects are reported in chimpanzees (Brosnan, Jones, Lambeth, Mareno, Richardson, & Shapiro, 2007) and capuchin monkeys (Lakshminarayanan, Chen, & Santos, 2008), both species share social traits with humans that make convergence as likely an evolutionary mechanism as homology. Orangutans (Pongo spp.) provide a unique insight into the evolution of the endowment effect, along with other apparently irrational behaviors, because their less frequent social interactions and relatively more solitary social organization distinguishes them from the more gregarious apes, allowing a test of evolutionary homology. In the present study, we used pairs of both food and non-food objects, as in an earlier test on chimpanzees (Brosnan et al., 2007). We established the apes’ preferences in forced-choice tasks, then tested whether they showed an endowment effect in an exchange task, in which subjects were given one of the objects, followed by the option to exchange it for the other. Here, we report the first evidence of the endowment effect in a relatively less social primate, the orangutan. This indicates that this behavior may have evolved as a homology within the primates, rather than being due to convergent social pressures. These findings provide stronger evidence for the hypothesis that at least one bias, the endowment effect, may be common in primates and, potentially, other species