2001
DOI: 10.1002/job.116
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Abstract: SummaryMultilevel marketing organizations (MLMs) are a rapidly growing organizational type enlisting nearly 10 million members and producing over 20 billion dollars in sales annually. Despite their remarkable recent growth, few studies have examined these unusual organizations, and none of these have addressed issues of transformational leadership. In MLMs, the key leadership relationships are those between individual member distributors and the members who recruited them into the organization (i.e., their`spo… Show more

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Cited by 203 publications
(195 citation statements)
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References 43 publications
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“…Transformational, charismatic, and visionary leaders may achieve success by activating their followers' sense of self at the collective level through articulation of a compelling moral mission (Shamir, House, & Arthur, 1993). Shamir, Zakay, Breinin, andPopper (1998), Paul, Costley, Howell, Dorfman, andTrafimow (2001), and Sparks and Schenk (2001) provide additional support for this view. Models of cooperation also feature a prominent distinction between self-oriented and other-regarding behavior.…”
Section: Convergent Elements In Ethical Theorymentioning
confidence: 99%
“…Transformational, charismatic, and visionary leaders may achieve success by activating their followers' sense of self at the collective level through articulation of a compelling moral mission (Shamir, House, & Arthur, 1993). Shamir, Zakay, Breinin, andPopper (1998), Paul, Costley, Howell, Dorfman, andTrafimow (2001), and Sparks and Schenk (2001) provide additional support for this view. Models of cooperation also feature a prominent distinction between self-oriented and other-regarding behavior.…”
Section: Convergent Elements In Ethical Theorymentioning
confidence: 99%
“…There are three main areas of research into job satisfaction: first, job satisfaction is regarded as an antecedent of organizational outcomes such as performance (see meta-analyses by Iffaldano, & Muchinski, 1985, and by Six, & Eckes, 1991), turnover (e.g., Griffeth, Hom, & Gaertner, 2000;Mobley, 1977;Williams, & Hazer, 1986), and organizational citizenship behavior (e.g., Organ, & Ryan, 1995). Second, job satisfaction is regarded as an outcome of organizational conditions such as, for example, leadership (e.g., Podsakoff, MacKenzie, & Bommer, 1996;Schriesheim, Neider, Scandura, & Tepper, 1992;Sparks, & Schenk, 2001), sex of leader (e.g., Trempe, Rigny, & Jacoun, 1985), social support (Frone, 2000;Liden, Wayne, & Sparrowe, 2000;Sargent, & Terry, 2000;Schirmer, & Lopez, 2001;Stepina, Perrewe, Hassell, Harris, & Mayfield, 1991), and task characteristics (Dodd, & Ganster, 1996;Seers, & Graen, 1984;Stepina et al, 1991). Third, job satisfaction is regarded as a disposition influenced by personality traits (e.g., Dormann, & Zapf, 2001;Judge, & Bono, 2001;Judge, Bono, & Locke, 2000;Judge, Locke, Durham, & Kluger, 1998).…”
Section: Introductionmentioning
confidence: 99%
“…Higher productivity, lower turnover rates, and higher job satisfaction and motivation are due to leadership styles (Medley and Larochelle, 1995;Masi and Cooke, 2000;Sparks and Schenk, 2001). Muller and Turner (2007) examined leadership from a competency perspective and found a positive correlation between leadership competency and the performance of organizations.…”
Section: Pinto Et Al's Modelmentioning
confidence: 99%