The aim of this study was to investigate (a) personality attributes and cognitive ability (9) as determinants of leadership emergence in teams, and (b) the impact of leadership that can emerge from the team leader (operationalized as the team member with the highest leadership score) and other team members (staff) on team performance. Autonomous work team members who had been working together for 13 weeks were studied. Participants were 480 undergraduates in 94 initially leaderless teams of 5 or 6. We found that leadership emergence was associated most strongly with g, followed by conscientiousness, extraversion, and emotional stability. Teams performed best when both the team leader and staff were high in leadership. Furthermore, an effective team leader does not ameliorate the negative affects of a staff low in leadership.Over the last 50 years, the extent to which traits explain leadership within teams has been the subject of many literature reviews. Reviews by Mann (1959) and Stogdill (1948) reported that traits do not consistently differentiate leaders from nonleaders across a variety of situations. However, more recent reviews have drawn different conclusions. A seminal review by Lord, De Vader, and Alliger (1986) supported the influence of traits on leadership. According to these researchers, early reviews made a numb& of theoretical and methodological errors, including, a reliance on a small'number of studies, drawing too many correlations from one study, and emphasizing only median correlations rather than the consistency in results across studies. In their meta-analysis, The authors thank three anonymous reviewers for their valuable comments.

Purpose The purpose of this paper is to provide insight into the emotional or affective mechanisms that underlie the relationship between employees’ perceptions of corporate social responsibility (CSR) and employee attitudes and behaviors. Drawing on affective events theory (AET), this study examines a sequential mediation model in which CSR perceptions influence positive affect (PA) at work which leads to employee engagement in the creative process that, in turn, affects employee creative behaviors. Design/methodology/approach Two-wave data were collected from a sample of employees working in the telecommunication sector in Egypt (N=208). The collected data were analyzed using structural equation modeling. Findings The study found a positive association between CSR perceptions and employee creative behaviors. The results also showed that CSR perceptions have induced PA, which, in turn, led to greater level of engagement in the creative process and eventually led employees to exhibit creative behaviors. Originality/value This is one of the first studies to use AET as a conceptual framework to explain the positive association between CSR and employee positive work outcomes (i.e. creativity). By integrating AET with CSR and employee outcomes literatures, this study contributes to the available knowledge regarding the affective or emotional mechanisms through which CSR perceptions could affect employee work behaviors.

PurposeThis paper explores this relationship between the individual values of managers and human resource (HR) decision‐making.Design/methodology/approachQuestionnaire data were collected from a total of 340 line managers from both Ireland and Canada. The questionnaire instrument comprises three components: Rokeach's instrumental and terminal values instrument; two HR related decision scenarios; and demographic and human capital data.FindingsThe results provide modest support for the proposed model that individual values affect HR decision‐making in that capability values were shown to be a significant positive predictor of the importance of health and safety, and peace values were a significant positive predictor of the importance of employment equity.Research limitations/implicationsThe findings emphasise the need to simultaneously examine both individual values and organisational factors as predictors of HR decision‐making. Future work should examine the psychometric use of value instruments.Practical implicationsThe study underlines the fact that managers need to be aware of the fact that their own values influences how they make decisions. Attention to the values concept amongst managers will improve comprehension of the decision‐making process within organizations.Originality/valueThe value of the paper lies in the fact that the effect of individual values on decision‐making has been under‐researched in the literature.

This study examines the mediating influence of academic self-efficacy on the link between perceived academic climate and academic performance among university students. The participants in the study consist of 272 undergraduate students at the University of Assiut, Assiut, Egypt. A scale to measure perceived academic climate, was developed. To ensure this scale was both reliable and valid we used Crombach's alpha test. We relied on Landry's category "self-efficacy for academic achievement" from The College Student Self-Efficacy Scale (CSSES) to assess academic self-efficacy. Participants' GPAs were used as a measure of academic performance. Descriptive statistics, (Person Product Moment Correlation, T-test as well as simple and multiple regressions) were used to analyze the data. The results demonstrated that perceived academic climate and academic self-efficacy significantly correlated with students' academic performance. The mediating effect of academic self-efficacy on the relationship between perceived academic climate and students' academic performance was also established. It is worth mentioning that academic self-efficacy mediated the relationship between perceived academic climate and academic performance in the theoretical schools sample (full mediation), male and female samples (partial mediation). In contrast, it could not mediate this relationship in the practical schools sample. On the basis of the findings, it was recommended that academic self-efficacy should be enhanced using counseling strategies.

Argues that cultural influences may not only affect a professional’s implicit concept of what constitutes effective practice, but may also affect researchers’ explicit theories. Suggests that this means that many HRD practices, processes, procedures and language are specific to cultures. Explores some of the reasons underlying the increasing importance placed on cultural issues by multinational companies, touching on a number of theoretical and epistemological debates. Draws no firm conclusions but attempts to locate various positions and boundaries on the universalism‐relativism continuum.