In this study, interviewees in the training group were instructed to use mental imagery techniques in a simulated employment interview. Results indicated that the subjects who used mental imagery had higher performance in the interview and lower perceived stress than the subjects who did not use mental imagery. Mental imagery did not have a significant effect upon perceptions of self-efficacy. Mental imagery ability had a positive effect on perceived usefulness of mental imagery while controllability and vividness did not. Subjects did indicate positive perceptions of the mental imagery intervention and a willingness to use mental imagery again in the future. The personality variable, "conscientiousness", had a significant effect in the mental imagery performance relationship.

Purpose The purpose of this paper is to contribute to the healthcare management literature and improve the understanding of the slack and performance link by examining the hospital slack and performance relationship using a sample of 148 US hospitals. Design/methodology/approach Using cluster analysis, ANCOVA and means comparisons, this study identifies different hospital slack configurations and their associated performance implications. Findings The results demonstrate that different configurations of slack resources result in different levels of hospital performance. The findings also demonstrate equifinality in this relationship suggesting that some configurations of slack can result in similar levels of performance. Practical implications The results indicate that managerial attention should be paid to not only identifying appropriate levels and types of slack for hospitals but also to appropriate ways to bundle these resources. The findings also suggest there may be multiple ways for hospitals’ administrators to effectively manage and bundle slack resources. Originality/value Organizational slack and its impact on organizational performance is an important area of research within the management literature. Unfortunately, no known studies have examined how different types of slack resources are configured or bundled together in healthcare organizations and how this impacts firm performance. This study provides a significant contribution to the literature by providing a first step in understanding the slack and performance relationship in the hospital industry.

PurposeActs of interpersonal influence are observed throughout organizations, and most typically, in direct supervisor–subordinate relationships. However, researchers have focused less on subordinates bypassing the chain of command and targeting their supervisor's supervisor with influence attempts. We conceptualize a new term, “leapfrogging,” as subordinates' attempts to influence and manage the impressions of their supervisor's supervisor. Here we focus on influencing the target's perception of likability (the focus of ingratiation) and competence (the focus of self-promotion). This study focuses on its personal and situational antecedents.Design/methodology/approachGiven the central role of social exchange and psychological processes within this phenomenon, we build on a social exchange and a social cognition approach. Using a sample of 131 university support personnel service employees, hierarchical regression is used to test the hypotheses.FindingsThe following antecedents of leapfrogging are hypothesized and tested: the subordinate personal characteristics of Machiavellianism, need for achievement, and fear of negative evaluation, and the situational/relational characteristic of leader–member exchange (LMX). Of these potential antecedents, subordinate Machiavellianism and LMX were the strongest predictors, and subordinates' need for achievement and fear of negative evaluation were moderate predictors.Practical implicationsLeapfrogging occurs when actors are frustrated with their current situation and desire change. However, influence tactics aimed at a subordinate's supervisor's supervisor may further strain a low-quality leader–subordinate relationship. As actors become increasingly dissatisfied and leave, this may result in increased organizational costs related to the loss of experienced employees and the hiring and training of new ones.Originality/valueMost upward influence research has largely ignored subordinate influence attempts that go outside of the normal chain of command and target their boss's boss. The present study addresses this gap in the literature by examining leapfrog behaviors. Although acknowledged in a limited manner as a legitimate organizational behavior, this topic has received virtually no empirical attention.

Literature on tournament mobility in internal labor markets (ILMs) is reviewed revealing a paucity of studies examining the promotion patterns of late entrants into internal promotion systems. An investigation of 502 managers in a large corporation indicated that late entry into the ILM organization was significantly and positively related to career attainment, supporting the “clean slate effect”. In addition, experience in the corporate office was positively related to managerial career attainment, while being female was negatively related to career attainment. In contrast to the tournament model theory, the number of years to reach middle management was positively related to career success. While no effect for race was found, this may be due to the relatively low representation of minorities in the firm studied. Moderating effects of late entry on gender, race or corporate experience were also not found.

This conceptual paper explores how the construct of machismo can influence gender‐based discrimination across two cultures; Mexico and the US. First, the relevant literature on machismo is reviewed and the construct clarified. Secondly, evidence is presented which indicates that masculine gender roles are not innate, but rather heavily influenced by cultural factors. Hofstede’s cultural dimensions are used to develop propositions about the effect of masculinity on gender‐based discrimination. We suggest propositions designed to explain how programs aimed at eliminating or reducing gender‐based discrimination might be impacted by high levels of cultural masculinity.