PurposeTo provide an inventory of leader behaviours likely to enhance employees' innovative behaviour, including idea generation and application behaviour.Design/methodology/approachBased on a combination of literature research and in‐depth interviews, the paper explores leadership behaviours that stimulate employees' idea generation and application behaviour. The study was carried out in knowledge‐intensive service firms (e.g. consultants, researchers, engineers).FindingsIt was found that there were 13 relevant leadership behaviours. Although innovative behaviour is crucial in such firms, it has received very little attention from researchers. Leaders influence employees' innovative behaviour both through their deliberate actions aiming to stimulate idea generation and application as well as by their more general, daily behaviour.Research limitations/implicationsFuture quantitative research could condense our overview of leader practices, explore which practices are most relevant to employees' idea generation and/or application behaviour, which contingency factors influence the leadership‐innovative behaviour connection and provide information as to whether different practices are relevant in other types of firms.Originality/valueNeither the innovation nor the leadership field provides a detailed overview of specific behaviours that leaders might use to stimulate innovation by individual employees. This paper fills that void.

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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.

A questionnaire used often to measure transformational, transactional and laissez‐faire leadership is the Multifactor Leadership Questionnaire developed by Bass (Bass & Avolio, 1989). This study aims to test the factor structure of the MLQ as developed by Bass & Avolio. The MLQ‐8Y was analysed using data collected in Dutch organizations. Seven hundred employees from eight organizations rated their leader's behaviour with the MLQ. First, an indication of the internal consistency of the scales developed by Bass is reported. The results of subsequent factor analyses show that the three types of leadership can be found in the data; however, the scales found here are slightly different from Bass' scales. Especially, the transactional and laissez‐faire scales have been altered on theoretical and empirical grounds. The adapted version of the MLQ covers the domain with fewer items.

SummaryIn the current study, we draw on the original job characteristics model (JCM) and on an elaborated model of work design to examine relationships between ethical leadership, task significance, job autonomy, effort, and job performance. We suggest that leaders with strong ethical commitments who regularly demonstrate ethically normative behavior can have an impact on the JCM elements of task significance and autonomy, thereby affecting an employee's motivation (willingness to exert effort), which in turn will be evidenced by indications of enhanced task performance and organizational citizenship behavior. We conducted a field study by surveying pairs of co-workers in a diverse set of organizations. Results provide support for a fully mediated model whereby task significance and effort fully mediate relationships between ethical leadership and subordinates' job performance. Implications for future research on job design are discussed.

The full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-prot purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. PurposeThe purpose of this paper is to examine the extent to which measures and operationalisations of intraorganisational trust reflect the essential elements of the existing conceptualisation of trust inside the workplace. Design/ methodology/ approachThe paper provides an overview of the essential points from the rich variety of competing conceptualisations and definitions in the management and organisational literatures. It draws on this overview to present a framework of issues for researchers to consider when designing research based on trust. This framework is then used to analyse the content of fourteen recently published empirical measures of intra-organisational trust. We note for each measure the form that trust takes, the content, the sources of evidence and the identity of the recipient, as well as matters related to the wording of items. FindingsThe paper highlights where existing measures match the theory, but also shows a number of 'blind-spots' or contradictions, particularly over the content of the trust belief, the selection of possible sources of evidence for trust, and inconsistencies in the identity of the referent. Research implicationsIt offers researchers some recommendations for future research designed to capture trust among different parties in organisations, and contains an Appendix with fourteen measures for intra-organisational trust. ValueWe consider the value of the paper to be twofold: it provides an overview of the conceptualisation literature, and a detailed content-analysis of several different measures for trust. This should prove useful in helping researchers refine their research designs in the future. KeywordsTrust, intra-organisational, measurement, content validity, review 2 "MEASURING TRUST INSIDE ORGANISATIONS". IntroductionThe organisational and management literature on trust is now extensive, and includes several key articles (e.g. Mayer, Davis and Schoorman, 1995;Robinson, 1996;Whitener, 1997;Kramer, 1999), four significant compendiums of papers (Gambetta, 1988;Kramer and Tyler, 1996; Lane and Bachmann, 1998; Nooteboom and Six, 2003), and several dedicated journal editions (including Academy of Management Review, 1998, 23:3; Organization Studies, 2001, 22:2; Organization Science, 2003, 14:1; International Journal of Human Resource Management, 2003, 14:1, and Personnel Review, 2003, 32:5).Despite this resurgence of interest the treatment of trust remains extremely "fragmented" (McEvily et al., 2003: 91). Firstly, there are three broad st...

Employee perceptions of HR practices are often assumed to play an important mediating role in the relationship between HR systems and HR outcomes. In a multisource, multilevel study of 2,063 employees and 449 managers in 119 branches of a single large firm, the authors tested how managers' perceptions of the HR practices implemented in the unit relate to employee perceptions of these HR practices. The authors' main aim is to explore managers' communication quality as a moderator of the relationship between manager-rated and employee-rated HR practices. They also tested whether perceived human resource management (HRM) perceptions in turn relate to perceived unit performance and satisfaction. Multilevel structural equation modeling analyses showed that HRM perceptions mediated the relationship between implemented HRM and both satisfaction and unit performance and that communication moderated the relationship between manager-rated and employee-rated HRM. These findings contribute to scholars' understanding of how HRM affects employee-related outcomes.