Kerri Anne Crowne

The relationships among social intelligence, emotional intelligence and cultural intelligence

This article examines three forms of intelligence: social intelligence (SI), emotional intelligence (EI) and cultural intelligence (CQ). The aim is to establish the relationship that exists between EI and CQ, and to clearly show how they is distinct, but related constructs, as well as subsets of SI. A series of models is developed to support the various propositions presented and to show the evolution of ideas which build to the final integrated model. This new model will impact future research and managerial use of these constructs, which is critical in order to advance the field. A discussion of limitations of this study and future research is also provided.

Cultural exposure, emotional intelligence, and cultural intelligence An exploratory study

This study examines the influence of cultural exposure on emotional intelligence and cultural intelligence. Because of the importance of international experience in organizations, and the ease of travel, understanding the impact of exposure to other cultures is critical. In this study, cultural exposure is examined in a variety of ways, such as a binary measure, breadth measure, and depth measure, as well as the interaction between breadth and depth. The sample included 485 participants from a large university in the northeast part of the United States. Regression analysis was conducted and findings indicated that cultural exposure in all forms had an impact on cultural intelligence, while it did not have an impact on emotional intelligence.

The impact of international experience on cultural intelligence: an application of contact theory in a structured short-term programme

The objective of this study is to examine the impact of a short-term international experience, which is designed to address the conditions outlined in Allport’s (Allport, G.W. 1954. The Nature of Prejudice. New York: Perseus Book Group) contact hypothesis, on each of the four factors which make up cultural intelligence (CQ). A sample of 135 university students was broken up into test and control groups. The results for the test group suggest that the short-term experience ranging from 7 to 12 days within a structured study abroad service programme, including modest pre-trip preparation, found a significant increase in each of the four factors of CQ. At the same time, there was no significant change in the control group. Implications for human research development research and practice as well as limitations and suggested areas for future research are discussed.

Antecedents of Cross-Cultural Adaptation Stress in Short-Term International Assignments

ABSTRACT This study examines the role of cultural intelligence, perceived language fluency, and number of previous international experiences during a short-term international community service project in a foreign country. Based on a sample of 171 undergraduate and graduate students, the findings suggest that motivational cultural intelligence significantly impacted lowering cross-cultural adaptation stress levels experiences during short-term trips, while perceived language ability significantly increased stress levels. In addition, the control variables of age and gender were also found to significantly impact stress levels. Implications for research and practice are discussed.

Leading nurses: emotional intelligence and leadership development effectiveness

Purpose The purpose of this paper is to examine the effectiveness of an emotional intelligence (EI) and leadership development education program involving 20 nurse leaders at nursing homes. Also, it investigates the relationship between EI and transformational leadership. Design/methodology/approach Three research questions are posed. Correlation analysis and t-tests were conducted to answer the questions posed. Findings The findings of this paper indicate that the EI educational development was effective, while the personal leadership development was not. The data also showed a positive significant relationship between EI and transformational leadership. Research limitations/implications This paper is limited by the small sample size; thus, a causal relationship between EI and leadership could not be investigated. Additionally, the sample was not randomly selected because of the commitment needed from the participants. Furthermore, the paper was focused on nurse leaders in nursing homes, so it may not be generalizable to other populations. Practical implications With the increasing need for nursing home facilities and the limited training generally provided to nurses who move into managerial roles in these facilities, it is critical for organizations to understand the effectiveness of educational programs that exist. Moreover, the findings of this paper may provide information that would be useful to others who wish to develop EI and/or leadership education for nurses. Originality/value While much research exists on EI and transformational leadership, little of this research focuses on nurses in nursing home facilities. Thus, this paper fills a gap in the literature.

Enhancing international assignees’ performance with online social networks

Purpose - – Adjustment to the new locale is one of the primary factors that influence performance on an international assignment. The purpose of this paper is to propose a model that depicts how online social networks may contribute to international assignees’ adjustment via their influence on well-being and knowledge transfer. Design/methodology/approach - – The present research uses network theory and readily available technology to develop a model of how online supportive social networks and informational social networks may increase the international assignee’s well-being and knowledge transfer (with prior/next assignees and with the organization). These increases will subsequently have a positive impact on the assignee’s adjustment and ultimately his/her job performance. Findings - – Since this paper is conceptual rather than empirical, there are no findings; however, it is argued that online social networks may have a positive impact on an expatriate’s well-being, knowledge transfer, adjustment, and job performance. Research limitations/implications - – This paper is a conceptual piece, so data will need to be collected to test the model developed here. Furthermore, other factors may influence international assignee adjustment, such as spouse and/or family adjustment. Practical implications - – Suggestions are provided regarding how organizations can utilize in-house or external online social networks to assist international assignees. Originality/value - – Despite the ubiquity of online social networks, there is a paucity of research examining the potential impact of online social networks on international assignees.

Older-Worker-Friendly Policies and Affective Organizational Commitment

In the United States the Baby Boomer generation is advancing toward retirement age and many are choosing to stay in the workforce. This study develops and analyzes a model of the impact of older-worker-friendly (OWF) policies in organizations on job satisfaction, strain-based work/family conflict, and affective organizational commitment in older workers. The data included 368 full-time employed persons age 50 years or older who participated in a telephone survey. Linear regression was used to analyze the hypothesized relationships. Results indicated that the model was supported. Older workers who were employed at organizations with more older-worker-friendly policies had higher levels of job satisfaction and lower levels of strain-based work/family conflict, which led to higher levels of affective organizational commitment.

You’re Hired! Applying the Human Resource Selection Process to Team Formation

This article explains an activity that can be conducted to form teams in university business classes. It allows students to actively participate in the team selection process and learn valuable human resource management skills. Students are placed in the role of hiring managers. They have to identify the skills and characteristics needed to complete a project and then review and evaluate résumés to select appropriate team members. The exercise provides students with practical experience in a key managerial function, as well as insight into how they are presenting their own skills and accomplishments on their résumés. While this activity has been primarily conducted in an undergraduate project management course where the team project is a substantial part of the student’s grade, the exercise is also applicable in other business courses.

You and Your Supervisor: Why Is the Relationship Important?

In this issue of OMJ, the two articles in the Current Empirical Research section highlight the supervisor– employee relationship on important organizational outcomes but from two different perspectives. In “Are You Actually Helping or Just Looking Out for Yourself?: Examining the Individual and Interactive Effects of Relationship Quality and Political Skill on Supervisor Motive Attributions,” Rebecca L. Badawy, Brooke A. Shaughnessy, Robyn L. Brouer, and Stephanie R. Seitz examine motive attributions from supervisor to subordinate and how subordinate political skill and leader-member exchange impact performance ratings, while in “Linking Abusive Supervision to Employee Engagement and Exhaustion,” Melinda L. Scheuer, James P. Burton, Larissa K. Barber, Lisa M. Finkelstein, and Christopher P. Parker look at abusive supervision in relation to engagement and exhaustion. Both of these studies have important implications for researchers and practitioners, as they examine previously underinvestigated relationships that are important for managers to understand. In the first article, Badawy and colleagues conduct two experiments in a study to examine the motive attributions of supervisors on employee organizational citizenship behaviors. Utilizing leader–member exchange (LMX) theory, the authors look at political skill to develop a clearer understanding of attributions of employees’ organizational citizenship behaviors (OCB). Specifically, are employees being selfserving or others-serving in their actions? Then they look at how these attributions influence supervisory perceptions of their performance. They test four hypotheses and find support or partial support for the hypotheses posed. Findings indicate that political skill and LMX have an impact on how supervisors attribute OCB motives of their subordinates, with political skill being the stronger of the two. In the second article, “Linking Abusive Supervision to Employee Engagement and Exhaustion,” Melinda L. Scheuer, James P. Burton, Larissa K. Barber, Lisa M. Finkelstein, and Christopher P. Parker examine employee engagement versus employee exhaustion based on whether an abusive supervisor provides “challenge demand” appraisals or “hindrance demand” appraisals. They develop the abusive supervision demand appraisal measure (ABSDAM) to assess the relationships they posit and conduct two studies to test those relationships. The first study develops and validates the measure, while the second tests their two hypotheses. The 22-item ABSDAM scale shows two distinct constructs (challenge and hindrance demands) that were useful in measuring abusive supervision. Using this new measure, the authors found support for the two hypotheses proposed. More specifically, the authors found that challenge demands fully mediate the relationship between abusive supervision and engagement, while hindrance demands fully mediate the relationship between abusive supervision and exhaustion. In sum, both of these articles expand their respective literatures by finding support for relationships that were previously not examined. Additionally, future scholars can look to these articles to better understand the relationship between supervisors and managers. For organizations, these two studies provide some guidance for how the relationship between supervisors and managers may influence how employee performance ratings are conducted, as well as whether an employee experiences exhaustion or engagement form work.

Understanding Responses to Ethical Leadership

In this issue of OMJ, the Current Empirical Research section presents the article “Ethical Leadership: Not Everyone Responds Equally.” Authors W. Randy Evans, Richard S. Allen, and Russell W. Clayton extend the ethical leadership literature by examining ideological resources, such as valueoriented principles, to examine the relationship between leaders and subordinates. As they state, this is important because ethical leadership is in part ideological. They develop and test hypotheses related to the relationship between ethical leadership and followers’ organizational commitment, job satisfaction, and organizational identification. Furthermore, they look at themoderating impact of equity sensitivity on follower’s organizational commitment, job satisfaction, and organizational identification with those who have a benevolent orientation versus an entitled orientation. The authors conducted two studies to test their hypotheses. Study 1 used a cross-sectional e-mail survey on 223 working adult graduate students. Hierarchical regression was utilized to analyze these data. The authors found a positive relationship between ethical leadership and organizational commitment, job satisfaction, andorganizational identification. Furthermore, they found support for the interaction effect of ethical leadership and equity sensitivity on organizational commitment and organizational identification. Additionally, they further analyzed the data through a slope analysis, which showed that the highest level of organizational commitment was from individuals with a higher level of benevolence who perceived their managers as exhibiting high levels of ethical leadership. The same effect was true of degrees of organizational identification. In Study 2 an experimental design was employed to test the relationships hypothesized. In the second study, 244 working adults were recruited by students to participate and were provided a link in an e-mail invitation. These participants were randomly assigned an ethical scenario to review and the other variables in the study were measured with the instruments used in the first study. In this study, the researchers again found support for a positive relationship between ethical leadership andorganizational commitment, job satisfaction, and organizational identification. Moreover, the findings also supported the interactive effect of ethical leadership and equity sensitivity onorganizational commitment and job satisfaction, but not on organizational identification. In this study they also conducted slope analysis. They found that the highest level of organizational commitment and job satisfaction occurred when high ethical leadership and high levels of equity sensitivity were present. This article presents an interesting and detailed analysis of the relationship of ethical leadership on followers, which is an underexamined area in the literature.With the use of a two-study approach, Evans, Allen, and Clayton provide a significant contribution to the ethical leadership literature. The results of the two studies indicate that not everyone responds to ethical leadership in the same way, and these results have implications for work attitudes. This is an important finding for researchers and practitioners to understand. For researchers, this expands the nomological network of ethical leadership. Moreover, this article has implications for human resource research in such areas as hiring and training, and on organizational behavior research in areas such as organizational citizenship behaviors andmotivation. All of these areas could be avenues of future research. For practitioners, the authors note that organizational commitment, job satisfaction, and organizational identification are associated with higher levels of job performance. Thus, managers may want to consider the impact of ethical leadership and an employee’s equity sensitivity when examining or trying to improve employee performance. Thus, the authors provide a very impactful contribution to the management field, a contribution that will likely be built on by other scholars.