their perceptions of organizational politics using the scale developed by Kacmar and Ferris. In addition‚ supervisors provided objective evaluations of the levels of their employees’ in-role performance and OCB. The intra-structure of the leadership variable was examined by exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) with structural equation modeling. Two alternative models were examined: first‚ a model of mediation and second‚ a direct model with no mediation. Findings – The
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Torian Cherry 1 of XX Burke‚ R. J.‚ & Wilcox‚ D. S.(Sep.‚ 1969). Effects of Different Patterns and Degrees of Openness in Superior-Subordinate Communication on Subordinate Job Satisfaction*. The Academy of Management Journal‚ 12‚ 319-326. -From the Academy of Management Journal the relationship of subordinate and superior are closely examined as it relates to organizational communication effectiveness. In this article authors Burke and Wilcox examine how the openness of superior and subordinate
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off. To address this question and drawing on experience for the Spanish context‚ we test one of the few efforts to model how the strategic management of CSR may contribute to improving firm profitability (Burke and Logsdon‚ 1996). To do this‚ we examine the impact of three strategic CSR variables -.visibility‚ appropriability‚ and voluntarism - on value creation among large Spanish corporations. The conclusions from these findings suggest that managers need to understand how CSR is similar to and
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organizational behavior literatures have shown that leadership styles and employee commitment are of major factors to the organizational success or failure. The purpose of this study was to investigate the relationship between leadership styles (transactional‚ transformational‚ and laissez-faire) and employee commitments (affective‚ continuance‚ and normative commitment) in PHEIs at AAC. Total participants in the research were 115‚ included 95 academic staff and 20
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The Impact of an Ethics Program on Employees’ Perceptions and Behaviors in a Regional Council” by Itai Beeri‚ Rachel Dayan‚ Eran Vigoda-Gadot‚ and Simcha Werner‚ and finally‚ “ An Empirical Study of Leader Ethical Values‚ Transformational and Transactional Leadership‚ and Follower Attitudes Toward Corporate Social Responsibility” by Kevin Groves and Michael LaRocca comparisons will be made on the relevance and need for research purposes. In comparison‚ the authors of each study utilize ethical behaviors
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References: Barbuto‚ J. E. (2005). Motivation and Transactional‚ Charismatic‚ and Transformational Leadership: A Test of Antecedents. Retrieved March 2nd‚ 2013‚ from http://digitalcommons.unl.edu/cgi/viewcontent.cgi?article=1038&context=aglecfacpub&seiredir=1&referer=http%3A%2F%2Fwww.google.com
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relationship with their clients. This study will try to improve such customer relationship management (CRM) models by taking the salesperson effect into account. Traditional CRM models are typically based on variables related to the individual such as socio-demographics‚ lifestyle variables and the individual past purchasing behavior of the customer. This study suggests that the purchasing behavior of a particular customer can also depend on social surroundings that have an influence during the purchase
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Business Research Methods “Role of Spirituality in job satisfaction and organizational commitment among faculty of institutes of higher learning in Pakistan” Submitted to: Ms. Saira Raza Submitted by: Sana Mumtaz 090902 BBA 7C September 21‚ 2012 Air University Islamabad Table of contents Chapter 1: Introduction…………………………………………….4 Chapter 2: Theoretical foundation of study………………………..5 Chapter3: Methodology
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bank employees‚ most of them females between 20 and 39 years old‚ are neither satisfied nor dissatisfied. They are ambivalent. Transformational leadership style was seen to have a positive effect on various facets of employee job satisfaction. Transactional leadership also turned out to be perceived as having a positive effect on different facets of employee job satisfaction. So did laissez-faire leadership. Employee job satisfaction was seen to have a positive effect on the various aspects of employee
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their consequences Meese‚ E. III (1999). The leadership of Ronald Reagan. On Principle Shamir‚ B R. Mark Bell (2013)‚ Charismatic Leadership: Emerging Leadership Journeys. Regent University Hoerr‚ J.‚ & and Collingwood‚ H Bass‚ B. M. (1990). From transactional to transformational leadership: Learning to share the vision
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