Different views of trust and relational leadership : supervisor and subordinate perspectives

Purpose – The purpose of the study is to investigate how the conditions of trust differ between supervisors and subordinates. By understanding these differences, it may be possible to improve the quality of a leader-member exchange (LMX). Design/methodology/approach – This is a quantitative study using supervisor and subordinate dyads from Portugal. Findings – Supervisors reported that receptivity, availability, and discreteness were perceived to be more important in building a quality vertical dyad linkage as represented by LMX. Subordinates reported that availability, competence, discreteness, integrity, and openness were more important for building a quality vertical dyad linkage as represented by LMX. Research limitations/implications – Status differences between supervisors and subordinates appear to influence conditions of trust. Supervisors are more concerned about conditions of trust that deal with supervisory delegation. Subordinates are more concerned about the conditions of trust based on interactional justice. Originality/value – This research implies that trust is different between supervisors and subordinates. The research is important in building supervisor and subordinate relationships as both need to act in manners that engenders trust from the other side. The difference in conditions of trust may create conflicting expectations about how to effectively build trust.info:eu-repo/semantics/publishedVersio

Reward Strategies for Franchising Organizations

Franchising   organizations   have  peculiar   characteristics   that   distinguish  them  from   other organizations. In view of this, incentive systems that are effective in some organizations may not be appropriate to franchising organizations. In this article, a model is developed for rewarding managers and executives of franchising organizations. This model is based upon the concept of the organization life cycle, and examines reward strategies from the perspective  of both the franchisor and   the franchisee

Managerial Gender Diversity and Firm Performance: An Integration of Different Theoretical Perspectives

This study examines the relationship between managerial gender diversity and firm performance. It outlines how extremely low and extremely high levels of managerial gender diversity can trigger group processes that can impede the attainment of the performance benefits associated with moderate levels of managerial gender diversity. Findings from a longitudinal panel data from financial service firms in Portugal suggest the effects of managerial gender diversity on firm performance are best captured by a nonlinear function with two breaking points. This study introduces a framework that combines different theoretical perspectives focused on tokenism, sub-group formation, divergent thinking, and other group processes linked to positive and negative gender-diversity consequences. Corresponding overall firm-performance outcomes are contingent upon the level of managerial gender diversity

Market Expectations, Job Search, and Gender Differences in Starting Pay

Search theory suggests that if a woman anticipates discriminatory treatment in the labor market, she will lower her reservation wage which would, in turn, lead to lower pay. This prediction is tested using a data set of graduating college seniors. Results show that women had lower starting-pay expectations, even for men and women with the same major, job-market information, and job-search strategies. Lower pay expectations led to lower pay outcomes for women. However, women who engaged more intensively in career planning had pay expectations and starting pay more in line with those of men.

Managerial gender diversity and firm performance : integration of different perspectives

info:eu-repo/semantics/publishedVersio

Managerial Gender Diversity and Firm Performance: An Integration of Different Theoretical Perspectives

This study examines the relationship between managerial gender diversity and firm performance. It outlines how extremely low and extremely high levels of managerial gender diversity can trigger group processes that can impede the attainment of the performance benefits associated with moderate levels of managerial gender diversity. Findings from a longitudinal panel data from financial service firms in Portugal suggest the effects of managerial gender diversity on firm performance are best captured by a nonlinear function with two breaking points. This study introduces a framework that combines different theoretical perspectives focused on tokenism, sub-group formation, divergent thinking, and other group processes linked to positive and negative gender-diversity consequences. Corresponding overall firm-performance outcomes are contingent upon the level of managerial gender diversity.This article is from Group and Organization Management, February 2016, 41(1); 5-31. Posted with permission.</p