Mark T. Green

Leading Generation X: Do the Old Rules Apply?

The purpose of this study was to quantify the generational preferences for leadership behavior. The dependent variable was the preference of leadership behavior associated with generational themes. The five themes were: (a) Fulfillment, (b) Flexibility, (c) Technology, (d) Monetary Benefits, and (e) Work Environment. The independent variables were: (a) generation, (b) ethnicity, and (c) education. The quantitative data for the study was gathered through completed surveys from 805 participants. The cross-sectional design was used as the quantitative design. The MANOVA was used to contrast the dependent and independent variables. Significant differences were encountered at the p < .05 level. A difference in preference for leadership behavior was found between the baby boomers and generation X

Law and the ethics of transformational leadership

Black’s Law Dictionary defines law as a body of rules of action or conduct that govern behavior of individuals within society. A contemporary definition of ethical leadership is leadership that engages in ethical conduct that is based on right or wrong behavior towards members of society. Therefore, a common nexus between law and ethical leadership is a concern for the well‐being of members of society. The purpose of this article is to explore the relationship between law and ethical leadership. Specifically, through analysis of several legal cases, the author seeks to illustrate how applying principles of transformational leadership: idealized influence, intellectual stimulation, inspirational motivation and individualized consideration, to the ethical dilemmas faced by managers in the respective cases, would have diminished the need for involvement by the courts. Consequently, this article concludes that applying principles of transformational leadership will more likely than not lead to less litigation and better ethical outcomes than the more common transactional leadership style.

The relationship between attitudes toward diversity management in the Southwest USA and the GLOBE study cultural preferences

This study investigates the importance of diversity management as it relates to the GLOBE study cultural preferences. A survey of 225 students in undergraduate and graduate programs at a private Texas University concluded that collectivism was a strong predictor of how positively participants rated their organizations support for diversity, diversity recruitment efforts, diversity training for mentors, and employees with disabilities. The participants were nontraditional students who were also employed in a wide array of organizations. Collectivism and assertiveness were both strong predictors with regard to participants ratings of chief executive officer (CEO) support of diversity and the organizations overall diversity training. With regard to leadership dimensions, humane-oriented leadership was a positive predictor of preference for a collective culture, which predicts diversity management ratings. Team-oriented leadership also predicted ratings of diversity management. The results of the study indicate that promoting a more collectivist rather than individualistic culture is associated with the increased rating of organizational diversity practices. Furthermore, it strengthens the argument that with the increase in globalization, organizations must be prepared to re-evaluate their policies and know when to adapt to changes in organizational culture.

The Ubiquitous Role of g in Training

Publisher Summary This chapter presents the literature examining relations between general cognitive ability, g , and an early part of occupational performance, training. The chapter begins with an explication of a common problem in the examination of human characteristics—confusing constructs and methods. It also reviews theories about the configuration (structure) of ability and evidence regarding the near identity of factor structure for sex and ethnic groups. Additionally, the concepts of specific abilities, non-cognitive characteristics and knowledge, and their theoretical relations to training performance are introduced. The chapter then examines the predictive validity of g for training, the incremental validity of specific cognitive abilities, job knowledge, and personality. Moreover, the path models are reviewed that document studies examining causal relations among g , job knowledge and training performance. Findings on differential validity and predictive bias are also presented. The chapter concludes with an examination of the value of g as a predictor of organizational effectiveness.

Does sex of the leader and subordinate influence a leader’s disciplinary decisions?

This study, conducted in 2002, investigated the impact of sex on a leader’s decisions involving employee disciplinary situations. All leaders would like to believe that they make fair and impartial decisions. Some of the most difficult decisions leaders make involve people (i.e. subordinates), because careers may be at risk. This research examined the impact sex may have on decisions made by leaders in four different disciplinary scenarios, sexual harassment, drug test violation, insubordination and theft. A scenario‐based survey instrument, developed by the author, and the Bem Sex‐Role Instrument (BSRI) short‐form, were used in the data collection. It was determined from the data collected that the sex of the employee was an influence in decision making and that the sex of the leader (i.e. decision maker) was of no influence. It was further determined that the BSRI Femininity and Masculinity scores were not accurate predictors of disciplinary actions.

Authentic Leadership--Is It More than Emotional Intelligence?.

One of the newest theories to gain widespread interest is authentic leadership. Part of the rationale for developing a model and subsequent instrument to measure authentic leadership was a concern that the more popular theory, the full range model of leadership and its instrument, the Multifactor Leadership Questionnaire (MLQ) (Bass & Avolio, 1985), did not sufficiently emphasize aspects of leader emotional intelligence (EI), such as self-awareness (Avolio & Gardner, 2005). In its current configuration, the Authentic Leadership Questionnaire (ALQ) (Walumba, Avolio, Gardner, Wernsing & Peterson, 2008) measures four dimensions of leadership: relational transparency, internal moral perspective, balanced processing, and self-awareness. In a recent meta-analysis of authentic leadership, Banks, McCauley, Davis, Gardner, and Guler (2016) found that, overall, authentic leadership is highly correlated with transformational leadership (k = 23, N = 5,414, rho = .72). The Banks et al. study, however, reported no meta-analytic analyses between emotional intelligence and authentic leadership. In a meta-analysis performed in 2010 by Harms and Crede, self-ratings of emotional intelligence and transformational leadership were highly correlated (k = 47, N = 4,994, rho = .56). Given that a) EI is strongly related to transformational leadership, b) authentic leadership is very strongly related to transformational leadership, and c) part of the original rationale for creating a model and instrument to measure authentic leadership included a need to include more self-awareness in a leadership model, exploring the degree to which emotional intelligence is related to authentic leadership is important. In this study, 1,028 working adults completed the Schutte Self-Report Emotional Intelligence Test (SSEIT) (Schutte, 2009) and the Authentic Leadership Questionnaire (Walumba et al., 2008). The sample was 61% female, 30% held a college degree or higher, and the mean age was 29.6 years. An exploratory factor analysis using the principal components method with varimax rotation resulted in a 2-factor solution. While exploratory in nature, this study indicates that the components of the Authentic Leadership Questionnaire seem to be measuring something different than emotional intelligence measured by the Schutte Self-Report Emotional Intelligence Test.