Transformational leadership theory was examined in 89 schools in Singapore using a split sample technique (N = 846 teachers). The study sought to examine the influence of transformational leader behavior by school principals as it related to organizational commitment, organizational citizenship behavior, teacher satisfaction with leader, and student academic performance. Attitudinal and behavioral data were collected from both teachers and principals; student academic performance was collected from school records. School level analyses showed that transformational leadership had significant add‐on effects to transactional leadership in the prediction of organizational commitment, organizational citizenship behavior, and teacher satisfaction. Moreover, transformational leadership was found to have indirect effects on student academic achievement. Finally, it was found that transactional leadership had little add‐on effect on transformational leadership in predicting outcomes. Implications and directions for future research are discussed.

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A number of phenomena of interest to management and organizational scholars have been investigated within the context of sport (e.g., compensation-performance relationships, escalating commitment, executive succession, sustainable competitive advantage). The authors are unaware, however, of any systematic effort to address the rationale, benefits, and potential of conducting organizational research within sport. The purpose of this 182 ♦ ♦ ♦ Downloaded from article is to investigate how studying within the context of sport can contribute to an understanding of management and of organizations with a focus on how such contribution can be achieved with creative and innovative research approaches. The authors present a general overview of the rationale for studying organizational phenomena within sport and provide a concise review of such research. With this as background, the authors discuss a number of organizational phenomena that they have studied within the domain of sport. The article suggests how organizational research might benefit by using sport as a context in ways not yet evident in the literature.This study was a direct test of the pay distributionperformance relationship in a field setting where individual and organizational performance were observable and could be reliably measured over an extended period of time.Bloom (1999, p. 25) This paper presents one of the first quantitative field studies in the escalation literature . . . designed . . . to know whether the amount one initially spends on a course of action can affect subsequent commitment. Staw and Hoang (1995, p. 475) The purpose of this study was to examine the effect of successors' abilities on the results of succession. Pfeffer and Davis-Blake (1986, p. 73)The purpose of this study was to examine the extent to which the congruence between an organization's strategy and its human resources affects performance. Wright, Smart, and McMahan (1995, p. 1053) In this study, we investigate a central tenet of the resource-based view of the firm-that tacit knowledge often lies at the core of sustainable competitive advantage. Berman, Down, and Hill (2002, p. 13) E ach of the articles referenced above addresses a different phenomenon of interest to organizational scholars; that is, the pay distribution-performance relationship; escalating commitment; effects of executive succession; congruence among strategy, human resources, and performance; and the influence of tacit knowledge on sustainable competitive advantage. What each article has in common is that the phenomenon of interest was studied within the context of sport. Sport, thus, has proved to be an effective setting within which to conduct organizational research. We are unaware, however, of any concerted, systematic effort to address the rationale, benefits, and potential of such research.The purpose of this article is to investigate how research within sport can contribute to our understanding of management and of organizations with a focus on how such a contribution can be achieved ...

The present study uses both objective and survey data to examine relations among retail sales training, organizational support, and store performance and to examine whether training interacts with organizational support to predict store performance. The study is unique in that it presents an example of the analysis of the relationship between organizational level measures of training and performance, as opposed to more traditional individual level measures. Archival data in a correlational design were analyzed for 62 stores belonging to the same international merchandising firm. Two measures of training and two measures of support were used to predict two measures of store performance. Results indicated that training and organizational support were significantly correlated with both measures of store performance, although the relationship between training and organizational performance was stronger. In contrast to predictions, there were no significant interactions between the training and support variables.

Job attitudes were examined as a function of employee full-time and part-time job status, sex, and tenure using multivariate analysis of variance and discriminant function analysis. Measures of satisfaction with work, pay, benefits, supervision, advancement, and the job in general were collected from 399 full-time and 665 part-time clerical level employees in SS stores of a midwestern retail sales organization. Significant results were found for job status, sex, and tenure. There were no interactions. Part-time employees were less satisfied with work, benefits, and the job in general. These results were obtained after controlling for differences due to employee sex and tenure, and they were consistent with knowledge of objective organizational conditions. Directions for research are suggested using the concepts of frame of reference, social comparison, and partial inclusion.

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Some experimenters often test predictions from theories of motivation using performance outcomes as dependent variables. We argue that observable behaviors that are likely to be affected by motivation manipulations should be used in combination with performance outcomes. Such procedures would be sensitive to differential effects of manipulations on various behaviors and would allow for investigation of relationships among behaviors and performance outcomes. For this experiment, 60 males were hired to work individually on a 2-hour construction task. Subjects were assigned to one of two pay conditions (piece-rate vs. hourly) and one of three goal-setting conditions (no goal, quantity, or quality) resulting in a 2 X 3 crossed analysis of variance design. Dependent variables included three measures of effort, three measures of direction of behavior, and both quantity and quality performance. Method of payment affected quantity performance and effort. Goal setting affected quantity and quality performance and direction of behavior. Implications for designing and testing work motivation systems are discussed.