The authentic leadership paradigm has been widely advocated as an effective leadership approach for organizations interested in promoting positive and ethical leader—member relations. Despite accumulating evidence concerning the positive follower effects of authentic leadership, research examining potential boundary conditions remains limited. The political influence theoretical perspective promises to shed new light on the effects of authentic leadership by proposing that authentic leadership may be less effective in political contexts, bounding its positive operation on followers. Specifically, we anticipate that organizational politics will erode the motivational power of authentic leaders on followers, reducing their ability to engender positive performance contributions in followers. We also predict that organizational politics will weaken the positive relationship between authentic leadership and job satisfaction by reducing the ability of employees to realize their goals at work. To explore these theoretical assertions, we incorporated a two‐study functional replication (n1 = 265; n2 = 175) to ascertain how authentic leadership and organizational politics impact follower job satisfaction, organizational citizenship behavior (OCB), and task performance. We find that organizational politics consistently weaken the positive effects of authentic leadership on follower OCB across two studies. Furthermore, in Study 2, our findings suggest that organizational politics attenuate the positive impact of authentic leadership on follower job satisfaction and task performance. We discuss theoretical and practical implications.

PurposeThe purpose of this paper is to investigate aspiring immigrant opportunity (AIO) entrepreneurs' start-up location decisions.Design/methodology/approachThe authors used conjoint analysis to explore 1,264 location decisions nested within 79 highly educated, first-generation AIO entrepreneurs.FindingsThe authors found that although government support positively influences business location decisions, network support decreases the perceived benefits of government support for AIO entrepreneurs. Furthermore, locations with high costs of doing business are unattractive to AIO entrepreneurs, but financial capital access through ethnic and nonethnic sources in these locations enhances the appeal of high-cost locations.Research limitations/implicationsThe generalizability of the findings to AIO entrepreneurs should be considered with caution. Future research should longitudinally examine immigrant opportunity entrepreneurs' location decisions and their implications for their start-up and community-level performance outcomes. The authors also encourage replication of the study.Practical implicationsThe findings of this study have implications for AIO entrepreneurs who intend to make start-up location decisions. Also, government policymakers can use the findings of this study to better attract AIO entrepreneurs to different locations.Originality/valueBy integrating ethnic enclave theory and location theory, this research contributes to theory and practice about immigrant opportunity entrepreneurs' start-up location decisions which are currently underexplored in the immigrant entrepreneurship literature.

Organizational citizenship behavior is a highly sought-after outcome. We integrate insight from the psychological ownership perspective and agency theory to examine how the juxtaposition of informal psychological mechanisms (i.e., ownership feelings toward an organization) and formal and informal governance mechanisms (i.e., employee share ownership, agency monitoring, and peer monitoring) influences employees' organizational citizenship behaviors. Our empirical results show that psychological ownership has a positive effect on organizational citizenship behavior. Contrary to the common belief that informal and formal mechanisms complement each other, we find that the positive influence of psychological ownership on organizational citizenship behavior is more pronounced when employee share ownership and agency monitoring is low compared to high. Implications for theory and future research are discussed.

In this study, we advance novel understandings of strategies that marginalized entrepreneurs use to overcome institutional bias and mobilize crucial resources. Using grounded theory, we analyzed qualitative interview data from 97 women entrepreneurs across Iran, India, and the United States to understand the source and nature of the institutional constraints they faced, the strategies they used to overcome these constraints, and the agency and legitimacy that ensued as a result. We found that marginalized entrepreneurs engaged in three focal strategies: family transmutation, ally activation, and enabler cooptation. We propose that these strategies enhance marginalized entrepreneurs' likelihood of securing needed resources, but with different consequences for their agency and legitimacy. We offer several contributions to entrepreneurial resource mobilization and institutional literatures.

Purpose Based on the social role theory, role congruity theory and gender role conflict theory, this paper aims to investigate the mediating role of “relationship conflict” in the association between traditional gender role (TGR) endorsement and objective and subjective negotiation outcomes. Design/methodology/approach Two experimental negotiation studies (n1 = 138, n2 = 128) were conducted at a US university. Findings This paper presents three original and noteworthy findings: One, in mixed-gender negotiations, as a dyad’s TGR endorsement increases, final agreements become significantly more likely to favor men than women. Two, in mixed-gender negotiations, TGR endorsement is significantly associated with a decreased ability to establish a pleasant, mutually satisfactory and successful business relationship, resulting in a possible future economic cost due to lost opportunity. Three, the heightened relationship conflict during the negotiation mediates the negative association between TGR endorsement and women’s economic outcomes. Research limitations/implications Empirical findings support social role theory, role congruity theory and gender role conflict theory. The use of a distributive negotiation case and laboratory research methodology may limit the generalizability of findings. Practical implications Findings about the detrimental effects of TGR in mixed-gender negotiations magnify the importance of becoming aware of our TGR orientations and their potential negative consequences on our long-term collaborations. Also, it is necessary to provide negotiation trainings to both genders with regard to gender-driven conflicts and offer tools to prevent or tackle such conflicts. Social implications Negotiations are among the most consequential of social interactions as their results have a substantial impact on individuals’ careers and financial outcomes. Understanding the effect of TGRs is paramount to improve female representation, participation and effectiveness in management and leadership. Mixed-gender negotiations such as collective equality bargaining, workplace social interactions, work-life balance discourse are critical to establishing gender equality and fairness in organizations and societies. Originality/value Understanding how gender influences negotiation processes and outcomes and using the findings to improve both genders’ negotiation success are crucial to establishing fairness and equity in society and business. This research attempts to close a gap in the literature by focusing on the potential function of gender role orientation in explaining gender differences in negotiation.

Research often assumes that a controlling family’s social bonds contributes to superior firm performance. However, there is little theory to address these relationships and findings are often mixed. Here, we integrate resource-based and need-to-belong theories to address these issues, introducing family business potency as a key mediating variable between family cohesion, participative strategy processes, and firm performance in 109 family firms. Altogether, our study answers ongoing theoretical calls for more need-based psychological research in family firms, introduces family business potency to the literature, and contributes to research on family firm heterogeneity. Implications for future research and practice are also discussed.

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