This paper examines cultural and leadership variables associated with corporate social responsibility values that managers apply to their decision-making. In this longitudinal study, we analyze data from 561 firms located in 15 countries on five continents to illustrate how the cultural dimensions of institutional collectivism and power distance predict social responsibility values on the part of top management team members. CEO visionary leadership and integrity were also uniquely predictive of such values.
This study proposed that transformational leaders use various behaviors to provoke followers' organizationally beneficial behaviors (e.g., better task performance and helping behaviors) through ignition of followers' work engagement. That is, employees who inspired by transformational leadership are more likely to immerse themselves in the work, and, in turn, this is likely to result in better task performance and helping behaviors. In this study, we adopted a multitemporal and multisource research design to reduce the consideration of common method variance. Hypotheses were tested on a sample of 507 nurses working in 44 teams. The hierarchical linear regression analysis showed that, after controlling for several relevant variables (e.g., leader-member exchange [LMX], role-based self-efficacy, and transactional leadership) and several participants' demographic variables (e.g., gender, age, and education), work engagement still mediates the positive relationship among transformational leadership, job performance, and helping behavior. Strengths, limitations, practical implications, and directions for future research are discussed.
Purpose The vast majority of research on traditional leadership focuses on effective and positive leadership behavior. However, scholars have begun to pay attention to the impact of negative leadership behavior on employees and the organization. Hence, the main purpose is to examine the effects of abusive supervision. While the literature does not examine the time future orientation of the effects of abusive supervision, the purpose of this paper is to fill up this gap and examine the moderating role of future orientation. Design/methodology/approach A total of 584 valid questionnaires were collected from respondents aged between 21 and 30 years old and analyzed using the hierarchical regression and structural equation modeling method. Findings The main results show that abusive supervision positively affects counterproductive work behavior and future orientation positively moderates both the relationship between abusive supervision and originality behavior and the relationship between abusive supervision and organizational citizenship behavior (OCB). Originality/value This study demonstrates the moderating roles of future orientation in the effects of abusive supervision, and thus deepens the understanding of the moderating effect. It departs from the prior works and presents a more detailed examination examines the distinct dimensions of personality traits. It makes three main theoretical contributions. First, it introduces uncertainty management theory as a means to interpret the effects of abusive supervision. Second, it contributes to the literature on abusive supervision. Third, it does not lead to discovery as an OCB and originality, conclusions which differ from the results suggested in past literature.
We reviewed team coordination and implicit coordination theories and developed an explicit and implicit team coordination scale. After item revision of a preliminary scale had been performed by 5 experts, there were 30 items in 6 dimensions classified as explicit accountability, explicit predictability, explicit common understanding, implicit accountability, implicit predictability, and implicit common understanding. The reliability and validity of these items were determined with 323 participants, after which exploratory factor analysis resulted in 5 valid dimensions: explicit accountability, implicit accountability, explicit predictability, implicit predictability, and common understanding, comprising 26 items in the multidimensional scale. Future researchers can further explore the applicability of the scale for measuring team coordination in team management practices.
Hereditary transthyretin (ATTRv) amyloidosis is a systemic disease with amyloid deposition in the peripheral and autonomic nervous systems caused by mutation of transthyretin (TTR) gene. The mutant TTR S77Y is the second prevalent mutation in many countries. In Taiwan, A97S mutant accounts for more than 90% of cases. Although distinct clinical manifestations such as dysphagia, carpal tunnel syndrome, and sudden cardiac death occur, the underlying pathology has not been elucidated. Here, we report the first autopsy cases of ATTRv S77Y and A97S and comprehensively compare the pathology underlying the unique clinical manifestations. This study demonstrated the following: (1) distinct spatial patterns of amyloid deposits in peripheral nerves, with a tendency toward more amyloid deposition in the large peripheral nerves, particularly the median nerves, and scarcely in the sural nerves, and different amyloid distribution in different genotypes; (2) amyloid deposits in the conduction system of the heart in addition to surrounding cardiomyocytes; (3) extensive amyloid deposits in the larynx and gastrointestinal tract, contributing to the unique clinical symptom of dysphagia; and (4) characteristic TTR intracytoplasmic inclusions in the hepatocytes of A97S. The pathology of the first autopsied cases of ATTRv S77Y and A97S provides pathology and mechanisms underlying unique clinical manifestations.
Previous researchers of impression management have focused on the tactics of supervisor-targeted ingratiation, self-promotion, and exemplification, and neglected those targeting coworkers. Thus, we focused on the supplication tactics that employees use toward coworkers. Data were collected from 238 supervisor–subordinate dyads working at technology companies in Taiwan. Results showed that the higher the self-efficacy, the less likely employees were to use supplication tactics. This negative relationship was also stronger when leader–member exchange (LMX) quality was high. However, when employees used supplication tactics, high LMX did not buffer supervisors' negative assessment of their organizational citizenship behavior (OCB). Thus, employees' supplication tactics damaged supervisors' evaluation of their OCB. Theoretical and practical implications are discussed.
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