Standard-Nutzungsbedingungen:Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden.Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen.Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. Terms of use: Documents in EconStor may be saved and copied for your personal and scholarly purposes.You are not to copy documents for public or commercial purposes, to exhibit the documents publicly, to make them publicly available on the internet, or to distribute or otherwise use the documents in public. licence. www.econstor.eu The Institute for the Study of Labor (IZA) in Bonn is a local and virtual international research center and a place of communication between science, politics and business. IZA is an independent nonprofit organization supported by Deutsche Post Foundation. The center is associated with the University of Bonn and offers a stimulating research environment through its international network, workshops and conferences, data service, project support, research visits and doctoral program. IZA engages in (i) original and internationally competitive research in all fields of labor economics, (ii) development of policy concepts, and (iii) dissemination of research results and concepts to the interested public. If the documents have been made available under an Open Content Licence (especially Creative Commons Licences), you may exercise further usage rights as specified in the indicated D I S C U S S I O N P A P E R S E R I E SIZA Discussion Papers often represent preliminary work and are circulated to encourage discussion. Citation of such a paper should account for its provisional character. A revised version may be available directly from the author. Although it has long been conjectured that having physicians in leadership positions is valuable for hospital performance, there is no published empirical work on the hypothesis. This cross-sectional study reports the first evidence. Data are collected on the top-100 U.S. hospitals in 2009, as identified by a widely-used media-generated ranking of quality, in three specialties: Cancer, Digestive Disorders, and Heart and Heart Surgery. The personal histories of the 300 chief executive officers of these hospitals are then traced by hand. The CEOs are classified into physicians and non-physician managers. The paper finds a strong positive association between the ranked quality of a hospital and whether the CEO is a physician (p<0.001). This kind of cross-sectional evidence does not establish that physicianleaders outperform professional managers, but it is consistent with such claims and suggests that this area is now an important one for systematic future research. 2 IntroductionIn the ...

Females typically earn less than males. The reasons are not fully understood. This paper re‐examines the idea that women “don't ask,” which potentially assigns part of the responsibility for the gender pay gap onto female behavior. Such an account cannot readily be tested with standard datasets. This paper is the first to be able to use matched employer–employee data in which workers are questioned about their asking behavior. It concludes that males and females ask equally often for promotions and raises. The paper's empirical results suggest, however, that while women do now ask they “don't get.”

There is a large literature on the productivity of universities. Little is known, however, about how different types of leader affect a university s later performance. By constructing a new longitudinal data set, I provide evidence that the research quality of a university improves after it appoints a president (vice chancellor) who is an accomplished scholar. The findings have policy implications for governments, universities, and a range of research and knowledge-intensive organizations. AbstractThere is a large literature on the productivity of universities. Little is known, however, about how different types of leader affect a university s later performance. By constructing a new longitudinal data set, I provide evidence that the research quality of a university improves after it appoints a president (vice chancellor) who is an accomplished scholar. The findings have policy implications for governments, universities, and a range of research and knowledge-intensive organizations.

This is the accepted version of the paper.This version of the publication may differ from the final published version. Permanent repository link AbstractThis paper provides evidence of the importance of what might be termed "expert leaders". Although it is widely assumed that leaders affect the performance of their organizations, the complexity of this social-science research area has meant that comparatively little empirical progress has been made. We deliberately choose a narrow focus. We examine a high-skill setting in which there are accurate data on performance. We argue that an influential role is played by a leader"s expert knowledge. A strong predictor of a leader"s success in year T is that person"s level of technical attainment, in the underlying activity, in approximately year T-20. Our data are on U.S. professional basketball. The paper documents a correlation between brilliance as a player and the (much later) winning percentage and playoff success of that person as a team coach. The results reveal that leaders" effects on performance are substantial and are visible in the data within the first 12 months of a coach being hired.

Purpose -This paper seeks to address the question: should the world's top universities be led by top researchers, and are they? Design/methodology/approach -The lifetime citations are counted by hand of the leaders of the world's top 100 universities identified in a global university ranking. These numbers are then normalised by adjusting for the different citation conventions across academic disciplines. Two statistical measures are used -Pearson's correlation coefficient and Spearman's r.Findings -This study documents a positive correlation between the lifetime citations of a university's president and the position of that university in the global ranking. Better universities are run by better researchers. The results are not driven by outliers. That the top universities in the world -who have the widest choice of candidates -systematically appoint top researchers as their vice chancellors and presidents seems important to understand. This paper also shows that the pattern of presidents' life-time citations follows a version of Lotka's power law. Originality/value -There are two main areas of contribution. First, this paper attempts to use bibliometric data to address a performance-related question of a type not seen before (to the author's knowledge). Second, despite the importance of research to research universities -as described in many mission-statements -no studies currently exist that ask whether it matters if the head of a research university is himself or herself a committed researcher. Given the importance of universities in the world, and the difficulty that many have in appointing leaders, this question seems pertinent.

Citation: Goodall, A. H. (2008). Why have the leading journals in management (and other social sciences) failed to respond to climate change?. Journal of Management Inquiry, 17(4), pp. 408-420. doi: 10.1177/1056492607311930 This is the accepted version of the paper.This version of the publication may differ from the final published version. Permanent Journal of Management Inquiry Citations of Excellence winner: 2008. AbstractThe effect of climate change on business is likely to be substantial. It might be expected, therefore, that the scholarly field of business and management would be centrally engaged with the challenges that global warming will bring. Yet in this paper I show that the most-cited management journals have barely published an article on the topic.Similarly low numbers of papers appear in the prestigious journals in economics, sociology, and political science. Why have the top journals failed to respond? I propose five possible explanations. Among these five, I emphasize the existence of an undesirable delay between ideas appearing first in peripheral publications and then in the elite journals.

Interest in leadership development in healthcare is substantial. Yet it remains unclear which interventions are most reliably associated with positive outcomes. We focus on the important area of physician leadership development in a systematic literature review of the latest research from 2007 -2016. The paper applies a validated instrument used for medical education, MERSQI, to the included studies. Ours is the first review in this research area to create a tiered rating system to assess the best available evidence. We concentrate on findings from papers in the highly-rated categories. First, our review concludes that improvements in individual-level outcomes can be achieved (e.g. knowledge, motivation, skills, and behavior change). Second, development programs can substantially improve organizational and clinical outcomes. Third, some of the most effective interventions include: workshops, videotaped simulations, multisource feedback (MSF), coaching, action learning, and mentoring. Fourth, the evidence suggests that objective outcome data should be collected at baseline, end of program, and retrospectively. An outcomes-based approach appears to be the most effective design of programs. We also make recommendations for future research and practice.

Nearly all workers have a supervisor or 'boss'. Yet little is known about how bosses influence the quality of employees' lives. This study is a cautious attempt to provide new formal evidence. First, it is shown that a boss's technical competence is the single strongest predictor of a worker's job satisfaction. Second, it is demonstrated in longitudinal data --after controlling for fixed effects --that even if a worker stays in the same job and workplace a rise in the competence of a supervisor is associated with an improvement in the worker's well-being. Third, a variety of robustness checks, including tentative instrumental-variable results, are reported. These findings, which draw on US and British data, contribute to an emerging literature on the role of expert leaders in organizations. Finally, the paper discusses potential weaknesses of existing evidence and necessary future research.