Business Research Yearbook Global Business Perspectives

BUSINESS

RESEARCH
YEARBOOK

Global Business
Perspectives
VOLUME XVII 2010
NUMBER 2

RODNEY A. OGLESBY
H. PAUL LEBLANC, III
MARJORIE G. ADAMS
EDITORS
Publication of the International
Academy of Business Disciplines

BUSINESS RESEARCH YEARBOOK
GLOBAL BUSINESS PERSPECTIVES

VOLUME XVII 2010
Number 2

Editors
Rodney A. Oglesby
Drury University
H. Paul LeBlanc, III
University of Texas at San Antonio
Marjorie G. Adams
Morgan State University
A Publication of the
International Academy of Business Disciplines
IABD

Copyright 2010 by the
International Academy of Business Disciplines

International Graphics
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Beltsville, MD 20705
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All rights reserved
Printed in the United States of America

Co-published by arrangement with
The International Academy of Business Disciplines

ISBN
1-889754-15-3

PREFACE
This volume contains an extensive summary of many of the papers presented at the
Twenty-Second Annual Conference of the International Academy of Business Disciplines
(IABD) held in Las Vegas, Nevada, April 8 - April 10, 2010.This volume is part of the continuing effort of IABD to make available current research findings and other contributions to practitioners and academics.
The International Academy of Business Disciplines was established in 1988 as a worldwide, not-for-profit organization, to foster and promote education in all of the functional and support disciplines of business.The objectives of IABD are to stimulate learning and increase awareness of business problems and opportunities in the international marketplace and to bridge the gap between theory and practice.The IABD hopes to create an environment in which learning, teaching, research, and the practice of management, marketing and the other functional areas of business will be advanced.The main focus is on unifying and extending knowledge in these areas to ultimately create integrating theory that spans cultural

References: Bouckenooghe, D., Fontaine, J., and Vanderheyden, K. “The Prediction of Stress by Values and Value Conflict.” The Journal of Psychology, 139, (4), 2005, 369-382. Chauhan, D. “Effect of Job Involvement on Burnout.” The Indian Journal of Industrial Relations, 44,(3), 2009, 441-453. Densten, I.L. “The Relationship Between Visioning Behaviours of Leaders and Follower Burnout.” British Journal of Management, 6, 2005, 105-118. Journal of Medicine, 122, (3), 2009, 310-312. (1), 2007, 58-75. IOMA’s Human Resource Department Management Report, 2002, 6-11. Im, T. “An Exploratory Study of Time Stress and Its Causes Among Government Employees.” Public Administration Review, 69, (1), 2009, 104-115. Medicine, 50, (8), 2008, 904-915. Kwag, S.H., and Kim, M.H. “The Effects of Job Burnout on Job Performance.” ABR & TLC Conference Proceedings, 2009, 1-14. Administration,29, (1), 2006, 4-25. Nigeria.” Bangladesh e-Journal of Sociology, 4, (2), 2007, 1-8. Palm, I. “The Relation Between Leadership and Outcome Variables, Follower Personality as a Moderator.” Utrecht University, Retrieved from http://igitur-archive.library.uu.nl/studenttheses/2008-1029-201234/Palm%200031445.pdf, 2007. Singh-Kang, L., and Singh, R. “Identifying Stressors at Work: A Case of Employees in the Electronics Industry.” Decision, 31, (1), 2004, 51-72. Conflict.” International Journal of Conflict Management, 18, (1), 2007, 74-97. Leadership has been defined in many ways. According to Northouse (2004, p. 3), “leadership is the process whereby an individual influences a group of individuals to achieve a Yukl (2002) defined leadership as “the process of influencing others to understand and agree about what needs to be done and how it can be done effectively, and the process of total U.S. labor force. Yet, women comprise only 14.8% of Fortune 500 companies’ top corporate officers and 1% of Fortune 1,000 chief executive officers (Catalyst, 2007) transformational leaders than men (Bass & Riggio, 2006). leadership styles, Eagly, Johannesen-Schmidt, and van Engen (2003) conducted a meta-analysis of 45 studies of transformational, transactional, and laissez-faire leadership styles subordinates, peers, and superiors using the Multifactor Leadership Questionnaire (Avolio & Bass, 2004). (Eagly, Johannesen-Schmidt, & van Engen, 2003). In another meta- analytic study Eagly, Karau and Makhijani (1995) integrated several studies based on gender leadership effectiveness