Implicit and Explicit Values as a Predictor of Ethical Decision-Making and Ethical Behavior

The present study uses measures of implicit and explicit values to predict moral behaviors. Implicit value measures based on a word-fragment completion tasks were developed in this study to assess implicit values. Because values and moral processes are believed to operate at both explicit and implicit levels, it was hypothesized that both implicit and explicit values would predict moral behaviors. Results from a laboratory study show that both implicit and explicit values predicted actual moral behavior, consistent with dual process theories of morality. Chronic collective identity moderated the relation of both implicit and explicit values to ethical behavior. Theoretical and practical implications for the use of both explicit and implicit value measures in research and applied settings are discussed

When Leaders Are Not Who They Appear: The Effects of Leader Disclosure of a Concealable Stigma on Follower Reactions

Two studies examined follower reactions to disclosure of concealable stigma (i.e., transgender identity) by a leader. Using 109 employed participants, Study 1 showed followers rated leaders disclosing a stigma less likable and effective. This effect was both direct and indirect through relational identification with the leader. Using 206 employed participants, Study 2 found when a leader\u27s stigma was involuntarily found out and disclosed later they received lower ratings of likability and effectiveness compared to leaders who voluntarily came out and disclosed earlier. Method (found out vs. came out) and timing of disclosure (later vs. earlier) had direct relationships with ratings of likability and effectiveness and method of disclosure had an indirect relationship with the outcomes via relational identification

Alternative approaches for studying shared and distributed leadership

Scholars hold different perspectives about leadership which are not limited to a formally appointed leader. Of the abundance of terms used to describe this phenomenon, shared and distributed are the most prevalent. These terms are often used interchangeably, resulting in confusion in the way that shared and distributed leadership is conceptualized and investigated. This paper provides a historical development of this field, challenges existing conceptions and reveals inconsistencies and contradictions that are seldom acknowledged. Four distinct approaches to the study of shared and distributed leadership are identified in the literature, each embracing different ontological views and leadership epistemologies. Individually, the four approaches offer valuable - yet partial - understanding. Comparing and contrasting the assumptions and insights from the four approaches raises fundamental issues about how we think about leadership in terms of research, practice and development

Conceptualizing leadership perceptions as attitudes:using attitude theory to further the understanding of the relation between leadership and outcomes

Leadership is one of the most examined factors in relation to understanding employee wellbeing and performance. While there are disparate approaches to studying leadership, they share a common assumption that perceptions of a leader's behavior determine reactions to the leader. The concept of leadership perception is poorly understood in most theoretical approaches. To address this, we propose that there are many benefits from examining leadership perceptions as an attitude towards the leader. In this review, we show how research examining a number of aspects of attitudes (content, structure and function) can advance understanding of leadership perceptions and how these affect work-related outcomes. Such a perspective provides a more multi-faceted understanding of leadership perceptions than previously envisaged and this can provide a more detailed understanding of how such perceptions affect outcomes. In addition, we examine some of the main theoretical and methodological implications of viewing leadership perceptions as attitudes to the wider leadership area. The cross-fertilization of research from the attitudes literature to understanding leadership perceptions provides new insights into leadership processes and potential avenues for further research. (C) 2015 Elsevier Inc. All rights reserve

Perceived managerial and leadership effectiveness in a Korean context: An indigenous qualitative study

Multinational corporations (MNCs) across the world have sent an increasing number of managers abroad to leverage unprecedented opportunities in the era of globalization. However, their failure rate has been above 33% for decades, resulting in substantial costs (Puck, Kittler, & Wright, 2008). One of the primary reasons for this failure is a lack of understanding of the national and organizational cultures within the host countries (Festing & Maletzky, 2011). For example, while a number of MNCs have entered the Korean market, several such as Yahoo, Motorola, and Walmart have failed and withdrawn due to the companies’ lack of adjustment to the Korean cultural context (Choe, 2006; Woo, 2013). In spite of the significance of culturally embedded practices, most researchers who have explored management and leadership in Asian countries, whether they were Western or indigenous researchers, have implemented studies using extant Western management and leadership theories derived within the Western cultural context (Leung, 2007; Tsui, 2006). Numerous scholars have claimed that this could be problematic because the findings of such studies may not be applicable to non-Western countries (Li, 2012; Liden & Antonakis, 2009), and may fail to provide insights and understanding of novel contexts or to reveal indigenous aspects of management and leadership (Tsui, 2007). Consequently, there have been increasing calls for indigenous management and leadership research within Asian countries (see Li et al., 2014; Lyles, 2009; Tsui, 2004; Wolfgramm, Spiller, & Voyageur, 2014). Over the past 30 years, managerial effectiveness and leadership effectiveness have been substantially neglected areas of management research (Noordegraaf & Stewart, 2000; Yukl, Gordon, & Taber, 2002). In addition, there has been little agreement on what specific behaviors distinguish effective managers from ineffective ones. Furthermore, more research is needed to examine the managerial and leadership behaviors that are critical for shaping the performance of individuals, groups and organizations (see Borman & Brush, 1993; Cammock, Nilakant & Dakin, 1995; Mumford, 2011; Noordegraaf & Stewart, 2000; Yukl et al., 2002). While most of the research related to managerial and leadership effectiveness has been conducted in the U.S., the few notable non-U.S. studies include that of Cammock et al. (1995) in New Zealand who developed a behavioral lay model of managerial effectiveness using the repertory grid technique. Another notable exception is the cumulative series of perceived managerial and leadership effectiveness studies conducted by Hamlin with various indigenous co-researchers in Western and non-Western countries (see Hamlin & Patel, 2012; Ruiz, Wang, & Hamlin, 2013) using Flanagan’s (1954) critical incident technique (CIT)

Implicit and Explicit Values as a Predictor of Ethical Decision-Making and Ethical Behavior

The present study uses measures of implicit and explicit values to predict moral behaviors. Implicit value measures based on a word-fragment completion tasks were developed in this study to assess implicit values. Because values and moral processes are believed to operate at both explicit and implicit levels, it was hypothesized that both implicit and explicit values would predict moral behaviors. Results from a laboratory study show that both implicit and explicit values predicted actual moral behavior, consistent with dual process theories of morality. Chronic collective identity moderated the relation of both implicit and explicit values to ethical behavior. Theoretical and practical implications for the use of both explicit and implicit value measures in research and applied settings are discussed

Implicit and Explicit Values as a Predictor of Ethical Decision-Making and Ethical Behavior

The present study uses measures of implicit and explicit values to predict moral behaviors. Implicit value measures based on a word-fragment completion tasks were developed in this study to assess implicit values. Because values and moral processes are believed to operate at both explicit and implicit levels, it was hypothesized that both implicit and explicit values would predict moral behaviors. Results from a laboratory study show that both implicit and explicit values predicted actual moral behavior, consistent with dual process theories of morality. Chronic collective identity moderated the relation of both implicit and explicit values to ethical behavior. Theoretical and practical implications for the use of both explicit and implicit value measures in research and applied settings are discussed