Using 525 respondents from the banking and insurance sectors in Spain, supervisor ethical leadership (SEL), conceptualized to involve the practice of moral virtues, was examined for its relationship to employee job satisfaction, affective commitment, and organizational citizenship behaviour. Consistent with social exchange theory, SEL was directly and positively associated with both job satisfaction and affective commitment. The relationship between ethical leadership and employee organizational citizenship was best represented by a model where the effect was fully mediated by job satisfaction and affective commitment. Implications of these findings and suggestions for future research are discussed. Copyright © 2011 ASAC. Published by John Wiley & Sons, Ltd. JEL Classifications: M12, M14, M16Keywords: ethics, ethical leadership, moral virtues, job satisfaction, affective commitment, organizational citizenship behaviour Résumé La présente étude examine la relation entre le leadership éthique du superviseur (SEL), conceptualisé pour prendre en compte la pratique des vertus morales, et la satisfaction professionnelle, l'engagement affectif et le comportement de citoyenneté organisationnelle des employés. Elle s'appuie sur 525 répondants issus des secteurs de la banque et des assurances. Les résultats indiquent que conformément à la théorie de l'échange social, le SEL est directement et positivement relié à la fois à la satisfaction professionnelle et à l'engagement affectif. La relation entre le leadership éthique et la citoyenneté organisationnelle de l'employé est mieux représentée par un modèle dans lequel l'effet est complètement médié par la satisfaction professionnelle et l'engagement affectif. L'article s'achève par une analyse des implications des résultats et par des propositions de pistes de recherche future.

PurposeThis paper aims to study competencies between two groups of professionals: employees in innovative companies and entrepreneurs. Therefore the following questions arise: Are these two types of competences the same? Do innovative companies demand an entrepreneurial profile? Are entrepreneurs' companies spontaneously innovative?Design/methodology/approachThis paper analyses personal competences in two different groups of professionals. On one hand the authors work the common characteristics among successful entrepreneurs; on the other, they study the competences that innovative companies demand of their employees. The authors study if there is an overlap between both types of competences, considering that the areas in common may represent a training opportunity for both the entrepreneurs and organizations seeking innovation.FindingsThe authors find that innovative organizations value six characteristics in their employees, which are related to entrepreneurs' characteristics and describe individuals within the organization that are able to work in teams, are committed to their work, seek information and new opportunities, and are able to take risks in innovative ventures. However, there are characteristics that entrepreneurs have and that organizations that want to be innovative are not seeking. If employees had these characteristics, they would allow them to be persistent despite difficulties. Finally, the authors find that there is a competence that innovative organizations need but entrepreneurs may not have, which is having previous experience in the field.Originality/valueThe paper shows that the individual competencies that characterize the entrepreneur are also found in innovative organizations.

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Purpose -The purpose of this paper is to provide better understanding of women's career advancement to top management and their future aspirations to become entrepreneurs. Design/methodology/approach -The paper's approach is qualitative research hermeneutic phenomenology. Findings -Women's career experiences predisposed them to find an alternate route, entrepreneurship, despite having achieved top management.Research limitations/implications -Understanding factors that successfully contribute to the development of women entrepreneurs from a career development perspective is a critical endeavor for any type of organization. This qualitative research is limited to US for-profit organizations. Originality/value -The value of this paper is that it provides a unique way to look at the career development for women from those who reached top management and their motivations to become entrepreneurs.

According to the last report "Women FTSE 2009" developed by Cranfield School of Management and the IE Business School and sponsored by Pricewaterhouse-Coopers, Sainsbury, Enlivens, HSBC and Pearson, the number of European companies with women in positions of executive direction has been reduced from 16 to 15 and the number of women in the board meetings from 39 to 37 has fallen. Moreover, there has been a decrease in the number of total of businesses with women in their counsels, since 1 of each 4 businesses has an exclusively male counsel. The study, reveals a pessimistic panorama for women from the analysis of the number of guidelines that work in the companies that belong to FTSE 100, the British index that includes the 100 main values of the London stock market. The study also reflects a descent in the number of women that occupy key positions in the businesses of the FTSE 100. In the year 2008 there were only 5 women CEOs and 3 regional executive directors. In the 2009 only there were 4 CEOs. The purpose of this article is to see if the origin of this situation is a direct consequence of businesswomen confronting more difficulties than the businessmen upon putting in common its professional and personal life or if by contrast this corresponds to an stereotyped perception of gender inequality. With this end we Int Entrep Manag J (2011) 7:391-412 conducted a study using a sample of businesswomen and men with experience analyzing its motivations to create business, difficulties that they find, and the solutions to improve the conciliation of its professional and personal lives. The results show that there are no significant gender differences in the motivations, regardless of who the head of the family is (bearing main responsibility for the house and children). On the other hand, we show that businesswomen diverge from businessmen in the perception of motivations and challenges they have. Indeed, businessmen agree with businesswomen in the motivations and difficulties that these have, and consider that they give to them more importance than women themselves. Context and theoretical frameworkDuring the last decades, while regional development and innovation have gained relevance (Mas-Verdu et al. 2010) and SMEs have focused towards internationalisation (Meliá et al. 2010), the incorporation of women to the workplace has represented the most critical socio-demographic phenomenon of the second half of the 20th century (Kanter 1994). Various factors have had an impact on the family. First, a greater number of women have achieved advanced levels of education, with more opportunities to access executive positions. In addition, professional women have also tended to marry professional men, therefore altering the composition of families, now with two sources of income, instead of the dominant traditional family model, in which the bread winner was the father of the family. Second, the proportion of single-parent family has grown, and it is not considered an exceptional group anymore. Nevertheless, many businesses do n...