Locus of Control: Supervision and Work Satisfaction

Mitchell, Terence R.; Smyser, Charles M.; Weed, Stan E.

doi:10.5465/255692

Cited by 24 publications

(31 citation statements)

References 9 publications

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“…Importantly, numerous studies document relationships between locus of control, behavior, and performance (Anderson, Hellriegel, & Slocum, 1977;Goodstadt & Hjelle, 1973;Kinicki & Vecchio, 1994;Mitchell, Smyser, & Weed, 1975;Perlow & Latham, 1993;Storms & Spector, 1987). Despite the apparent relationship between locus of causality and locus of control, we are aware of only one study that investigates the relationship between these two variables.…”

Section: Locus Of Controlmentioning

confidence: 93%

The role, function, and contribution of attribution theory to leadership: A review

Martinko

Harvey

Douglas

2007

The Leadership Quarterly

237

230

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Section: Locus Of Controlmentioning

confidence: 93%

The role, function, and contribution of attribution theory to leadership: A review

Martinko

Harvey

Douglas

2007

The Leadership Quarterly

237

230

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“…Doubts about the cross-cultural validity of the LOC construct have not prevented its continued use an important individual personality trait in research and previous research has linked executive LOC to high levels of organizational performance (Miller and Toulouse, 1986) and innovation (Miller et al, 1982). Related research on the individual level suggests that executives with internal LOC will tend to use persuasive, not coercive approaches to leading (Mitchell et al, 1975). Internals also seek multiple information input before acting, and are better team leaders than externals (Anderson and Schneier, 1978;Finkelstein and Hambrick, 1996).…”

Section: Locus Of Control (Loc)mentioning

confidence: 95%

Exploring the Role Performance of Corporate Ethics Officers

Adobor

2006

J Bus Ethics

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Organizations continue to show renewed focus on managing their ethics programs by developing organizational infrastructures to support their ethics implementation efforts. An important part of this process has been the creation of an ethics officer position. Whether individuals appointed to the position are successful in the role or not may depend on a number of factors. This study presents a suggested framework for their effectiveness. The framework includes a focus on personal, organizational and situational factors to predict performance in the role. The study examines the complex nature of the role. These include task complexity, low task visibility, role conflict, and role ambiguity. Personal, organizational and situational factors that can serve as buffers against the complexities associated with the role are presented. The study suggests that individuals with certain competencies and orientations may be better suitable for the ethics position, and firms need to consider key organizational and situational issues critical to the performance of an ethics officer. The research and practice implications of the study are given. Copyright Springer Science+Business Media, Inc. 2006ethics officers, ethical leadership, ethical infrastructure, value-based management, technical awareness,

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“…This can, for instance, be achieved through maintaining strict cost control systems, enforcing cost reductions, and prescribing tight specifications for materials to be used in the production process. As externals are better suited to deal with relatively routine-like and clearly structured tasks (Rotter, 1966;Spector, 1982), and because they tend to conduct a leadership style that relies on coercion (Abdel-Halim, 1981;Goodstadt & Hjelle, 1973;Mitchell, Smyser, & Weed, 1975), the aptitudes of external entrepreneurs tend to align with the tasks needed to pursue a low-cost strategy Govindarajan, 1989;Rotter, 1966;Spector, 1982) -much more so than their internal counterparts (see above).…”

Section: Low-cost Strategiesmentioning

confidence: 96%