The influence of business travel on the family: Moderating effects of family characteristics and perception of business travel

Master'sMASTER OF SCIENCE (MANAGEMENT

Measuring the Efficacy of Leaders to Assess Information and Make Decisions in a Crisis: The C-LEAD Scale

Based on literature and expert interviews, we developed the Crisis Leader Efficacy in Assessing and Deciding scale (C-LEAD) to capture the efficacy of leaders to assess information and make decisions in a public health and safety crisis. In Studies 1 and 2, we find that C-LEAD predicts decision-making difficulty and confidence in a crisis better than a measure of general leadership efficacy. In Study 3, C-LEAD predicts greater motivation to lead in a crisis, more crisis leader role-taking, and more accurate performance while in a crisis leader role. These findings support the scale's construct validity and broaden our theoretical understanding of the nature of crisis leader efficacy.

The impact of efficacy on work attitudes across cultures

To answer the call for more cross-cultural research, this study analyzed the efficacy and work attitudes of employee samples from the U.S. and Southeast Asia (Indonesia, Malaysia, and Thailand). The results showed that across these two samples, general efficacy had a significant positive relationship with organizational commitment and a significant negative relationship with intention to turnover. Further analysis also indicated that job satisfaction mediated the relationship between general efficacy and organizational commitment and intention to quit in the U.S. sample. The relationship between general efficacy and organizational commitment was stronger in the U.S. than in the three combined countries sampled in Southeast Asia. Over the years, considerable research, summarized in meta-analytic reviews, have clearly demonstrated that a significant relationship exists between various psychological capacities, such as Big Five personality traits (Barrick & Mount, 1991), self-evaluation traits (Judge & Bono, 2001), specific self-efficacy (Stajkovic & Luthans, 1998a), and desirable employee work attitudes and performance. But for a few exceptions (e.g., Born & Iwawaki, 1997; Markus & Kitayama, 1991), this relationship has not been tested to see if it generalizes across cultures. In addition, neither the complexity nor theoretical richness of the relationship has been tested for possible mediators. Thus, the two-fold purpose of this study was to begin to fill these gaps by first examining whether U.S. and Southeast Asian employees’ job satisfaction mediated the relationship between general self-efficacy and work attitudes (organizational commitment and turnover intention). Secondly, we examined whether the relationship between general self-efficacy and employee attitudes/outcomes, in terms of organizational commitment and turnover intentions, differs between U.S. and Southeast Asian samples

Moral identity centrality and cause-related marketing : the moderating effects of brand social responsibility image and emotional brand attachment

Cause-related marketing (CRM) is a popular hybrid marketing tool that incorporates charitable initiatives and sales promotion. CRM has strength in simultaneously encouraging consumer purchases and doing something good for the society. Drawing on the moral identity-based motivation model, this research examines how consumer MI influences consumer behavioural response to CRM. Two field experiments were conducted to test a series of hypotheses relating to the conditional effect of MI on behavioural response to CRM. Brand social responsibility image and emotional brand attachment positively moderated the relationship between consumer moral identity centrality and intention to purchase CRM sponsor brand. The findings contribute to the literature on CRM, moral identity-based motivation of consumer behaviour, and emotional brand attachment

Service workers’ job performance: The roles of personality traits, organizational identification, and customer orientation

Organizational identification refers to employees’ perceived oneness and belongingness to their work organization, and has been argued to be associated with higher employee performance. This research aims to advance the literature by testing the boundary of this relationship with reference to a key construct in employee performance in the service domain: employee customer orientation. We collected data based on a sample of call center service workers. Employees rated their organizational identification, customer orientation, and personality traits. Supervisors independently rated their subordinates’ performance. Variables statistic tools were employed to analyse the data and test a series of hypotheses. We found that customer orientation strengthens the relationship between organizational identification and service workers’ job performance, and enhances the mediating effect of organizational identification on the relationship between service workers’ personality trait (i.e., agreeableness) and their performance. This research advances an argument that employee customer orientation moderates the relationship between employee organizational identification and employee job performance in the call center service provision domain. In addition, this is a pioneering study examining the roles of personality traits on employee organizational identification

Measuring the Efficacy of Leaders to Assess Information and Make Decisions in a Crisis: The C-LEAD Scale.

Based on literature and expert interviews, we developed the Crisis Leader Efficacy in Assessing and Deciding scale (C-LEAD) to capture the efficacy of leaders to assess information and make decisions in a public health and safety crisis. In Studies 1 and 2, we find that C-LEAD predicts decision-making difficulty and confidence in a crisis better than a measure of general leadership efficacy. In Study 3, C-LEAD predicts greater motivation to lead in a crisis, more crisis leader role-taking, and more accurate performance while in a crisis leader role. These findings support the scale’s construct validity and broaden our theoretical understanding of the nature of crisis leader efficacy

Ethical leadership and follower voice and performance: the role of follower identifications and entity morality beliefs

Previous studies have investigated a number of psychological mechanisms that mediate the relationships between ethical leaderships and follower outcomes. Follower organizational identification has been found to mediate the relationship between ethical leadership and follower job performance. In this research, we incorporate a second distinct and theoretically important type of social identification process, relational identification with the leader, and examine their mediating effects on follower performance and voice outcomes. Further, we bring the implicit theory of morality to the behavioral ethics literature and examine follower morality beliefs as a moderator. Using a Romanian sample, we found that ethical leadership has an indirect effect on follower job performance and voice (through the mediating mechanisms of both organizational and relational identifications) and that these relationships are stronger for followers who held the implicit theory that a person’s moral character is fixed. Theoretical and practical implications are discussed

National Leadership Index 2006: A National Study of Confidence in Leadership

The National Leadership (NSCL) is a social science research program examining the attitudes of the American public toward the nation’s leadership. The study includes the National Leadership Index 2006 (NLI), a multidimensional measure of the public’s confidence in the leadership of different sectors of society.US News & World Report, Center for Public Leadershi