The purpose of the current study was to expand on previous research on motivation to lead (MTL) by testing a situational model of MTL that included two contextual variables (i.e., goal and process clarity and perceived organizational support [POS]). Although researchers have acknowledged individual differences and situational factors may affect MTL, studies on how aspects of the work context impact an individual's MTL are limited. Thus, the current study empirically examined the effects of situational variables while controlling for individual differences previously found as predictors of an individual's MTL. The hypotheses were tested with hierarchical multiple regression applied to cross‐sectional data collected from a sample of retail employees (N = 170) at stores on the east coast of the United States. The hypotheses were partially supported. Contextual variables did account for significant additional variance in noncalculative MTL after controlling for individual differences. However, POS and goal and process clarity did not account for significant additional variance in affective‐identity MTL and social‐normative MTL. Past leadership experience and personality were the only significant predictors of affective‐identity MTL, and values and personality were the only significant predictors of social‐normative MTL. Theoretical and practical implications are presented and suggestions for future research are discussed.

PurposeThe paper aims to clarify the multivariate effects of follower communication apprehension (CA) and demographic dissimilarity on follower perceptions of the leader–follower relationship quality (i.e. measured by leader–member exchange (LMX) theory). This study examined the possible mediating effects of follower CA on the relationship between demographic dissimilarity and LMX.Design/methodology/approachResearch was collected from self-report ratings of one member of the dyad; several proactive techniques were utilized to reduce common method variance in the development and administration of the survey instrument. In total, 260 (N = 260) full-time hospitality industry employees participated in the study.FindingsThe results of this study indicate demographic dissimilarity has minimal effect on LMX and CA. However, the results indicated that follower CA was negatively related to follower perceptions of LMX quality. In addition, the results indicated that tenure working with the supervisor was negatively related to follower CA and positively related to follower perceptions of LMX quality.Research limitations/implicationsResearch results may lack generalizability, and causality cannot be confirmed. Future studies utilizing longitudinal designs and/or data collected from each member of the dyad may provide support for current findings.Practical implicationsThis paper includes implications for understanding how situational characteristics influence follower CA and perceptions of LMX to encourage supervisors to increase communication with new subordinates, especially during the organizational acculturation process, thus reducing turnover. Furthermore, the significant relationship between age dissimilarity and CA offers practical implications for managing and celebrating generational differences in the workplace and bridging the gap between generations by maximizing communication between supervisors and subordinates. Communication is an essential consideration in the hospitality industry linked to creativity, relationship building and enhanced service experiences. Ultimately, this paper provides guidance for leaders to build sustainable, positive relationships with subordinates through more effective communication and build more inclusive service-based organizations.Originality/valueThis paper contributes to communication and leadership management practices by addressing four major problems: (1) limited research on situational characteristics that inhibit LMX quality, (2) limited research on communication variables as antecedents to LMX, (3) minimal research on the relationship between CA and LMX and (4) non-existent research on CA as a mediating variable in the relationship between demographic dissimilarity and LMX.

This study expanded on current theoretical understanding of motivation to lead by testing a model that includes communication apprehension as a key predictor of motivation to lead. The hypotheses were tested with hierarchical multiple regression applied to cross-sectional data collected from 170 retail employees at stores on the east coast of the United States. The results revealed a strong, negative relationship between communication apprehension and affective-identity, social-normative, and noncalculative motivation to lead. Communication apprehension was a stronger predictor of motivation to lead than other individual difference variables. The results also revealed that although communication apprehension is significantly negatively related to all dimensions of motivation to lead, it accounts for more variance in the affective-identity dimension than the social-normative and noncalculative dimensions. Theoretical and practical implications for communication and leadership development are presented and suggestions for future research are discussed.

Theoretical basis Several theories emerge in a reading of this case; however, the primary or overarching focus of the case is the role of communication and how ineffective or non-existent communication during training, coordination and follow-up of a critical incident can impact officers, departments and communities. Furthermore, this case provides valuable insights for civilian businesses on the importance of formal and informal communication. Research methodology The case was based upon extensive interviews with a police officer involved in a shooting. In addition to extensive semi-structured interviews, research for the case also included review of psychological evaluations of the officer involved, journalism pieces and blogs written about the shooting under study, and reports from the Attorney General’s investigation of this shooting. Case overview/synopsis Detective Keith Casey, an undercover Narcotics Officer for 12 years, had trained and served as a member and point person for the Emergency Response Team (i.e. Special Weapons and Tactics (SWAT) team) for seven years. On April 25, 2010, Casey was working on an electronic surveillance (i.e. a wiretap) out of the FBI office when he received the call about a barricaded suspect in Hammonton, New Jersey. The barricaded suspect had pulled a gun on an EMT in Deptford New Jersey and threatened to kill himself and others. At approximately, 4:10 a.m. because he was perceived to be a danger to himself and others, the SWAT team was sent into the home where the suspect was barricaded. After ignoring repeated commands to drop his weapon, the barricaded suspect was struck down by cases moments after the SWAT team entered the home. Preparation and training on intervention and team management has become increasingly more important for police departments around the world. In recent years, a great deal of attention has been placed on officer bias; however, little attention has been placed on officers who pull the trigger and the events that follow. This case offers a first-hand account of how communication, between all players, before, during and after an officer involved shooting impacts all phases of the critical incident. Complexity academic level This case is targeted to undergraduate and graduate students in organizational communication, but may include public relations, introduction to management, strategic management and organizational behavior, especially if the course includes a discussion of communication and crisis management.

Utilizing social rhetorical criticism and social cultural texture, this exegetical analysis of John 4 examines the transformational interaction of Jesus and a Samaritan woman. Previous research focuses on the woman’s demographic profile without fully investigating the significance of relational demography in the context of first century Mediterranean culture. This analysis of the social cultural texture of John 4 presents a model for Christian leadership that crosses gender, race, and geographic barriers and capitalizes on the benefits of relational demography for organizational success.