Jon P. Howell

Does Cultural Socialization Predict Multiple Bases and Foci of Commitment

Some organizational commitment theorists have proposed that culture is an important antecedent to organizational commitment (Meyer & Allen, 1991; Wiener, 1982). This study tests whether individualized measures of power distance, collectivism, uncertainty avoidance, and masculinity are related to an employee’s level of commitment. A nine-factor model of commitment is postulated with three bases (affective, continuance, and normative commitment) and three foci (organization, supervisor, and workgroup) of commitment. Confirmatory factor analysis provides support for the commitment model embodying all bases and foci of commitment. Hierarchical regression analysis results also suggest that cultural dimensions are significant predictors of multiple bases and foci of commitment. Specific significant results include: (1) Power distance is related to normative commitment across all foci; (2) Uncertainty avoidance is related to continuance commitment across all foci; and (3) Collectivism is related to workgroup commitment across all bases of commitment.

Leadership in Western and Asian countries: Commonalities and differences in effective leadership processes across cultures

Abstract While the phenomenon of leadership is widely considered to be universal across cultures, the way in which it is operationalized is usually viewed as culturally specific. Conflicting viewpoints exist in the leadership literature concerning the transferability of specific leader behaviors and processes across cultures. This study explored these conflicting views for managers and professional workers by empirically testing specific hypotheses which addressed the generalizability of leadership behaviors and processes across five nations in North America and Asia. Confirmatory factor analyses provided evidence for conceptual and measurement equivalence for all six leader behaviors employed in the study. The findings showed cultural universality for three leader behaviors (supportive, contingent reward, and charismatic), and cultural specificity for the remaining three leader behaviors (directive, participative, and contingent punishment).

Problems with detecting moderators in leadership research using moderated multiple regression

Abstract A number of recent leadership studies have questioned whether situational variables are important moderators of leadership effectiveness. Pessimistic conclusions from these studies regarding situational modifiers challenge the foundations of path–goal and substitutes for leadership theories. However, analysis of this research reveals questionable methodological practices that cast doubt on the validity of these conclusions. This article discusses two methodological issues, elucidates specific flaws in methods used in recent leadership studies, and makes recommendations for the use of moderated multiple regression (MMR) in leadership studies. We argue that low power to detect moderators and inappropriate use of regression methods can account for the lack of confirmatory findings regarding moderators. Comparative analysis using a previously published data set provides strong support for major arguments presented in this article. We conclude that situational variables are important moderators of leadership effectiveness and are detectable using appropriate procedures.

Leadership for strategic change

Organizations in need of strategic turnaround often seek charismatic leaders to lead change efforts. With the growing popularity of democratizing workplaces, team‐based approaches to strategic change are emerging. The literature on each of these change approaches is reviewed. Several research propositions are offered which suggest that strategic teams can be a better choice than charismatic leaders for turning around an organization. The authors also note the need for future research to compare the effectiveness of charismatic leaders with the effectiveness of strategic teams in planning and initiating strategic change.

The mutability of charisma in leadership research

This article reveals the mutability of charisma by tracing changes in the conceptualization of charisma throughout the history of leadership research. Religious, societal, and organizational phases in the conceptualization of charisma are identified. The mutability of charisma has extended charismatic leadership theory from the domain of theology to multiple facets of the organizational sciences. Shifting conceptualizations of charisma that emphasize different elements have facilitated the study of leader traits, leader behaviors, situational contingencies, leader and organizational communications, and organizational cultures. These pluralistic conceptualizations of leadership and charisma have broadened our understanding of charismatic leadership. Yet, we must acknowledge that the breadth of knowledge we have gained has been at the expense of a more profound understanding of any one particular conceptualization of charisma.

Dispositional Influences on Pay Preferences

This study tested whether individual measures of intrinsic and extrinsic motivation and positive and negative affect predict a job seekers attraction to organizations offering merit pay, skill-based pay, or broad banding. Intrinsic motivation was found to predict a decision for merit pay while extrinsic motivation did not. Hierarchical regression analysis results suggested that job seekers who were intrinsically motivated or experienced positive affect were attracted to pay plans that offer high levels of personal involvement. Individuals who were extrinsically motivated or experienced negative affect were attracted to pay plans that offer higher than average starting salaries.

Organizational Citizenship Behavior: The Role of Value/Identity-Based Motivation

This study is one of the very limited empirical research efforts on the value/identity-based motivation (VIM) theory proposed by Shamir. In this research, the authors tested the relationships between VIM and the five dimensions of organizational citizenship behavior (OCB) as well as the moderating effects of individualistic/collectivistic orientation on the relationships between VIM and OCB dimensions. Data were collected from employees and their immediate supervisors in organizations located in the Midwestern and Southwestern United States. The results supported the hypothesized relationships between VIM and sportsmanship, civic virtue, courtesy, and altruism but failed to support the expected relationship between VIM and conscientiousness and the moderating effects. The findings of this study provide evidence for the validity of VIM as a theory of motivation for organizational behaviors, particularly in “weak situations,” and contribute to the body of knowledge regarding the antecedents of OCB.

Beyond the unidimensional collective leadership model

Purpose – A theoretical analysis evidences the existence of multiple patterns of collective leadership and serves as foundation for the proposal of a two-dimensional model of collective leadership, which evaluates leadership sharedness (the extent to which leadership roles are shared by group members), and leadership distribution (the extent to which different leadership roles are permanently assigned to group members). The relationship between these dimensions and committee effectiveness is further tested. Design/methodology/approach – A social networks methodology is used with a sample of 28 committees. Two complementary network properties (centralization and density) are used to operationalize leadership sharedness and a new measure is developed to operationalize leadership distribution. Stepwise regressions test the relation between collective leadership dimensions and performance. Findings – The model proposed advances the understanding of collective leadership’s internal dynamics and facilitates emp...