Joana S. Story

Global Mindset: A Construct Clarification and Framework

Global mindset has been proposed to be the only unique characteristic of effective global leadership. This article proposes a framework of global mindset that combines cultural intelligence and global business orientation. In addition, relationships are proposed between global mindset and individual outcomes such as trust, leader—member exchange relationship quality, and organizational commitment. Variables such as complexity of global role and leader distance are also proposed to moderate the relationship between a global leader’s global mindset and outcome variables. The authors also discuss the impact of the proposed relationships and discuss directions for future research.

When Corporate Social Responsibility (CSR) Increases Performance: Exploring the Role of Intrinsic and Extrinsic CSR Attribution

This study investigates whether employees attribute different motives to their organizations corporate social responsibility (CSR) efforts and if these motives influence employee performance. Specifically, we investigate whether employees could distinguish between intrinsic and extrinsic CSR motives by surveying 229 employee–supervisor dyads from various industries (companies that have reputable CSR programs in Portugal), and the impact of these perceptions on in‐role and extra‐role performance of subordinates. We found that employee task performance increases when employees attribute both intrinsic and extrinsic motives for CSR. Moreover, when employees perceive that their organization invests in a CSR practice that is both intrinsic and extrinsic, they also tend to exert extra effort in their work. Theoretical and practical implications are also discussed alongside future research directions.

Powers of Romance The Liminal Challenges of Managing Organizational Intimacy

Problematic organizational relationships have recently been at the core of highly visible media coverage. Most analyses of sexual relations in organizations have been, however, simplistic and unidimensional, and have placed insufficient systematic emphasis on the role of governmentality in the social construction of organizational romance. In this article, we proceed in two theoretical steps. First, we elaborate a typology of organizational romance that covers different manifestations of this nuanced process. We think of these as organizational strategies of governmentality. Second, we elaborate and identify liminal cases that fall into the interstices of the four predominant ways of managing sexual relationships in organizations. We think of these as vases of liquid love and life that evade the border controls of regulation by governmentality. Finally, we relate these issues to debates about the nature of the civilizational process and suggest hypotheses for future research.

Corporate social responsibility and organizational attractiveness:implications for talent management

Purpose - Talent management is a 21st century concern. Attracting talented individuals to organizations is an important source for firm competitive advantage. Building on signaling theory we propose that corporate social responsibility can be an important tool for talent recruitment. Design/methodology/approach - Across two studies we find support for this hypothesized relationship. In Study 1 we manipulated a job advertisement to include information about CSR and tested it in two groups of 120 Masters students who would be in the job market within the year. We found that CSR was an important factor that increased organizational attractiveness. In Study 2 with 532 external talented stakeholders of 16 organizations we replicated and advanced our findings by testing whether perceptions of corporate social responsibility practices (internal and external) influenced perceptions of organizational attractiveness and if this relationship was mediated by organizational reputation. Findings - We found that perceptions of internal CSR practices were directly related to both organizational attractiveness and firm reputation. However, perceptions of external CSR practices were related only to organizational attractiveness through organizational reputation. Research limitations/implications - One of the articles main limitations have to do with generalibility of our results and potential common method variance bias. Practical implications - Our findings demonstrate that CSR can play an effective role in attracting potential employees, through enhancement of organizational reputation and organizational attractiveness. If organizations are willing to implement practices that protect and develop their employees, along with practices that improve the quality of the natural environment and the well being of the society, they can become an employer-of-choice. Originality/value - Our studies expand on the previous studies by including an experimental design, including two types of CSR practices and a mediating variable in our field study.

Antecedents of Emotional Intelligence: An Empirical Study

This study examined the relationships between emotional intelligence, locus of control, and mental boundaries. Three hundred and eighty-two county employees were sampled using a cross-sectional survey design. The results indicated internal locus of control and thin mental boundaries are positively related to emotional intelligence. A hierarchical regression revealed that internal locus of control and thin mental boundaries together explained 18% of the variance in emotional intelligence for this population. Implications and future research directions are discussed.

From the physics of change to Realpolitik: Improvisational relations of power and resistance

Abstract Change and resistance to change constitute a long-lasting couple in the organizational literature. We problematize the mechanistic action-reaction types of analyses, uncover some fragilities in the current debates, and offer minimal structures and the improvisations they favour as possibilities for reconsidering the roles attached to the participants in change processes beyond the established separation between agents and recipients. Improvisation is a space where the established orders of organizing are challenged and alternative orders are allowed to flourish. We suggest that structural interventions, such as minimizing structure, shifting roles and combining paradoxical requirements, help to diffuse resistance to change and to recreate the nature of change in organizations.

Reconceptualizing Academic Advising Using The Full Range Leadership Model

Developmental and prescriptive advising styles have been the focus of the academic advising literature for the past 35 years. Academic advising scholars have called for a new paradigm in the field. Drawing from leadership theory, a new model for academic advising is proposed. Full range advising encompasses laissez-faire, management-by-exception, contingent rewards, and transformational behaviors. The long-term impact of transformational advising is one that will likely take years to fully realize, however measures of transformational leadership are both reliable and valid. These measures can be used to determine whether

Perceived organizational culture and engagement: the mediating role of authenticity

Purpose – The idea of being authentic at work is gaining traction in both academia and organizations. The purpose of this paper is to test whether four types of perceived organizational culture (hierarchical, clan, market, and adhocracy) influence employees’ authenticity and whether behaving more authentically at work influences the extent to which employees are engaged with their jobs. Design/methodology/approach – The sample includes 208 professionals working in a variety of industries in Brazil. Hypotheses are tested using structural equation modeling. Findings – Results indicate that environments that are perceived to be more inclusive and participative, and that incentivize autonomy (i.e. clan and adhocracy cultures) neither nurture nor inhibit authenticity. On the other hand, cultures perceived to emphasize stability, order, and control (i.e. hierarchy and market cultures) are negatively related to authenticity. In addition, employees who behave more authentically at work are more engaged with their...

Conveyed Leader PsyCap Predicting Leader Effectiveness Through Positive Energizing

Whereas past research on psychological capital (PsyCap) has tended to focus on how one’s self-attributed PsyCap affects one’s work behaviors, we extend this literature by examining the concept of conveyed PsyCap and its downstream consequences, above and beyond the influence of self-attributed PsyCap. Drawing from the emotions-as-social-information model, we tested a model of conveyed leader PsyCap predicting leader effectiveness through team positive energizing. A laboratory experiment and a multisource study provided support for our hypotheses. We furthermore found that a leader’s within-team consistency in conveyed PsyCap moderates these effects, such that leaders who are more consistent in conveyed PsyCap are rated by followers as better leaders, via the mediating effect of team positive energizing. A post hoc analysis further suggests that conveyed PsyCap is more consistent when conveyed PsyCap is congruent with self-attributed PsyCap. Our work contributes to a better understanding of the underlying mechanisms that make leaders with greater conveyed PsyCap more effective and advances the conceptualization and measurement of PsyCap.