James R. Meindl

The romance of leadership as a follower-centric theory: A social constructionist approach

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Testing the Effects of Vertical and Horizontal Collectivism A Study of Reward Allocation Preferences in China

Based on a review of the individualism-collectivism literature, a vertical dimension of collectivism is distinguished from a horizontal dimension. The vertical dimension concerns the relationship between the individual and the collective, and often includes subordination of the individuals goals to those of the collective. The horizontal dimension concerns the relationship of the individual to other individuals, and often includes conceptions of equality. A study of attitudes toward reforms to the egalitarian reward system in Chinese business enterprises found that vertical collectivists were supportive of the reform whereas horizontal collectivists were resistant to it. The study provides preliminary evidence for the validity and the usefulness of distinguishing individualism-collectivism on the vertical and the horizontal dimensions.

Charting the Language of Leadership: A Methodological Investigation of President Bush and the Crisis of 9/11

In many ways, leadership is a phenomenon that is ideally suited for new and inventive research methods. For researchers who seek to reliably study and systematically compare linguistically based elements of the leadership relationship, computerized content analysis has the potential to supplement, extend, and qualify existing leadership theory and practice. Through an examination of President Bushs rhetoric and the media coverage before and after the crisis of 9/11. the authors explore how elements of the Presidents speeches changed in response to the post-crisis environment. Using this example, the authors illustrate the process of computerized content analysis and many of its strengths and limitations, with the hope of facilitating future leadership research that uses this approach to explore important contextual and symbolic elements of the leadership relationship.

Managing to be fair: An exploration of values, motives, and leadership.

? 1989 by Cornell University. 0001 -8392/89/3402-02 52/

Deciding on equity or parity: a test of situational, cultural, and individual factors

1 .00. This paper explores several issues of distributive justice as they are represented in the thinking practices of managers. The particular focus is on the contrast between equityand parity-based distribution logics, how these are likely to be affected by different value contexts and by personal philosophies of managing, and how justice-related concerns fit into the way managers are likely to approach allocation problems. Empirical data gathered from a sample of practicing managers concerning their preferences and reactions to standardized allocation problems indicated that managers are flexible in their use of equityand parity-based logics and that their concerns about fairness are closely connected to other value considerations. The implications for a more expansive view of justice in the workplace are discussed.

The charismatic appeal of a transformational leader: An empirical case study of a small, high-technology contractor.

Previous cross-cultural research in distributive justice has neglected the situational and individual determinants of allocation preferences. This study incorporated the cultural value of Individualism–Collectivism (I–C), situational demands of task interdependence and system goals, and individual achievement motivation to examine their effects on the allocation decisions made by U.S. Americans and Hong Kong Chinese. It was found that the Americans and the Chinese in the study responded to situational demands in a similar fashion, i.e. equity was preferred under circumstances of low interdependence and the productivity goal whereas parity was preferred under circumstances of high interdependence and the solidarity goal. It was also found that in the U.S., I–C had no significant relation with the allocation differential (between the bonus amounts for the highest and the lowest performer), and the achievement motivation interacts with levels of interdependence and with goal priorities; in Hong Kong, both I–C and the achievement motivation related negatively to the allocation differential. Research and managerial implications for international management were discussed.

The heroic motive: Some experimental demonstrations

Abstract The association among transformational and transactional leadership behaviors, generalized beliefs about leadership, and self-reports of extra effort were examined in a corporation that experienced a turnaround in financial performance under a new general manager. Generalized beliefs about leadership and charisma were each significantly related to many transactional behaviors measured in the Leader Behavior Description Questionnaire—Form XII. Nevertheless, charisma was significantly related to self-reports of extra effort, after controlling for its association to these other transactional measures of leadership. These results imply that transactional behaviors may contribute to the emergence of charisma in smaller organizations where employees have more direct interactions with their top manager. Moreover, our evidence further reinforces that an attribution of charisma, as opposed to transactional behaviors, may be needed to sustain expenditures of extra effort.

The Quality Virus: Inter-Organizational Contagion in the Adoption of Total Quality Management

Abstract The appearance of heroic motives in interpersonal relations is examined. Three experiments were conducted to test the general hypothesis that witnessing the victimization of a partner would impel young men to incur costs in order to confront the transgressor. In each experiment, either the individual, his partner, or an anonymous other was insulted. Experiments 1 and 2 revealed that individuals were most willing to confront the insulter when their female partners (Experiment 1) or their male teammates (Experiment 2) were victimized. That pattern occurred despite evidence indicating that the most negative affective reactions were experienced by individuals who had been directly insulted. Experiment 3 revealed that individuals were also more willing to perform a subsequent altruistic act in response to the victimization of their partners than when they or an anonymous other person had been victimized. Taken together, the results indicated that heroic motivations in response to the victimization of a partner were distinguishable from other more negatively oriented processes that were aroused in response to self-victimization by the insulter.

Justice on the Road to Change in the People's Republic of China

Total Quality Management (TQM) has become a major phenomenon in today’s business environment. Quality is often referred to as the key strategy for improving performance (Buzell and Gale, 1987; Garvin, 1988b; Wruck and Jensen, 1994), and still others call it the ‘Third Industrial Revolution’ (Deming, 1986). In a survey of the Fortune 1000 companies, Lawler, Morham and Ledford (1992) found that 77 per cent of the companies had an average of 41 per cent of their employees covered by total quality programmes. If we think of quality as a virus, the spread of quality programmes during the last decade has reached epidemic proportions. The virus was engineered in the USA in the 1930s and 1950s (Shewhart, 1931; Deming, 1951; Juran, 1951), and found the perfect host environment in the post-Second World War Japanese business climate, where highly fluent organizational networks spread it very quickly. During the 1980s, weakened by a widespread economic crisis, American manufacturers who visited Japan rapidly became infected and reintroduced the virus into the American business environment. Since then, the quality virus has spread like many other epidemics. It started slowly, affecting predominantly manufacturing companies. Then it moved into the high technology sector, and from there it reached the service industries, and finally it spread into the general business and non-business populations.

The Nature and Dynamics of Technological Changes in an Automobile Tire Company — A Case Study

Dengist reform programs, including mandated changes in the operation of Chinese industrial enterprises, depart radially from previous Maoist practices and ideologies. With these changes, issues of distributive justice have become extremely salient in China. We explore shifting norms regarding distributive justice in China, with a focus on the conceptions of, and implications for, practicing managers. After first reviewing the pertinent literature, we present some original data gathered from Chinese managers in 1986 and in 1989, comparing them to data gathered from managers in the United States.