Previous studies suggest that entrepreneurs play a key role in the success of their ventures. But relatively little is currently known about how they produce such effects. The present research provides data suggesting that two modes of entrepeneurs' self-regulation-locomotion and assessment-enhance a firm's success through their effects on the components of alertness. This mediational model was tested and supported with data from 120 entrepreneurs. Locomotion was positively related to the scanning and search component, while assessment was positively related to the association and evaluation components. These findings are discussed in terms of the role of founders' self-regulation in the performance of their companies.
Affective organizational commitment reflects the extent to which organizational members are loyal and willing to work toward organizational objectives (Meyer & Allen, 1997). In particular, affective organizational commitment holds very important implications at all organizational levels (e.g., turnover rates, performance, and citizenship behavior). Whereas previous research has evinced the positive influence of transformational and charismatic leadership styles on affective commitment toward the organization (Bass & Avolio, 1994), little is known with regard to the nature of this relationship. In line with the interpersonal power/interaction model, the present investigation aimed to investigate the mechanism at play between transformational leadership style and affective organizational commitment. Specifically, we hypothesized that transformational leadership style would increase affective organizational commitment through its effect on willingness to comply with soft bases of power. In two studies, we subjected the foregoing hypotheses to empirical scrutiny. In Study 1, the proposed mediation model was empirically supported with Italian employees in the public sector. Attesting to the robustness of our findings, Study 2 replicated the findings of Study 1 with Italian employees from the public and private sectors. In addition, Study 2 replicated Study 1 using a different measure of transformational leadership. Both Study 1 and Study 2 provided results consistent with our hypotheses. Specifically, the present paper reports empirical evidence that (1) the more participants report having a transformational leader, the more willing they become to comply with soft (but not harsh) power bases, (2) in turn, greater willingness to comply with soft (but not harsh) power bases increases one's affective organizational commitment. These findings provide additional support for the interpersonal power/interaction model and pave the way for new research directions.
This research investigated the relationship between regulatory mode orientations (locomotion and assessment), time management behaviours and the perceived control of time. "Locomotion" refers to the aspect of self-regulation involving the movement from state to state, whereas "assessment" is the comparative aspect of self-regulation that refers to the critical evaluation of alternative goals and the means for achieving them. The Italian versions of the Time Management Behavior Scale and the Perceived Control of Time Scale, as well as the Locomotion and Assessment Regulatory Modes Scales were administered to 339 Italian participants (249 students and 90 employees). The results supported the notion that locomotors and assessors differ in the ways they perceive the control of time. Locomotion was found to be positively related to perceived control of time. In contrast, assessment was negatively related to perceived control of time. Furthermore, the two time management dimensions of setting goals and priorities and preference for organisation were shown to mediate the relationship between locomotion and perceived control of time, whereas assessment proved to be unrelated to all time management behaviours. These findings highlight the importance of regulatory modes for human behaviour regarding time management and perceived control of time.
The good life is the result of flourishing and resilience, but also of being a morally good person. We found that moral identity was associated with engagement, meaning, the identification and acceptance of others (i.e., cooperativeness), and the sense of being part of something bigger than the self (i.e., self-transcendence).
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