Michelle Hammond

Careers and talents not to be wasted

Purpose – In many cases, immigrants work in jobs that are incommensurate with their qualifications and work experience. The aim of this study is to examine the experience of this “talent waste” in Polish immigrants working in the Irish labour market.Design/methodology/approach – The study used a mixed method approach. First, 309 Polish immigrants were surveyed about their employment experiences since moving to Ireland. Second, 12 skilled Polish immigrants – those with third level qualifications – were interviewed. Interviews were semi‐structured and focused on the factors leading to their underemployment and how they responded to it psychologically.Findings – The interviews revealed that immigrants to Ireland reported fewer barriers to skilled employment than immigrants in other research. Also, most had not sought employment that would utilise their qualifications when they first moved to Ireland. A typology of four psychological responses to employment status was put forth based on immigrant sense of pro...

Mediators of transformational leadership and the work-family relationship

Purpose – The purpose of this paper is to examine the ways in which leaders influence follower’s work-life management. Specifically, the authors propose that personal (positive affect), social (managerial support for work-family balance), and job (autonomy) resources mediate the relationships between transformational leadership and work-family conflict (WFC) and enrichment. Design/methodology/approach – The sample included 411 managers in 37 hotel properties across the USA. Findings – The relationship between TL and WFC was mediated by autonomy, positive affect and managerial support for work-family balance, whereas the relationship between TL and WFE was mediated by managerial support for work-family balance and positive affect. Research limitations/implications – This study constructs a foundation for future integration of leadership and work and family literatures. It also provides preliminary support for work-family enrichment theory (Greenhaus and Powell, 2006), as well as the value of examining lead...

Age Diversity and Leadership: Enacting and Developing Leadership for All Ages

Globally, the workforce is changing. By 2050, the number of people over the age of 60 around the world is estimated to be over 21.1 per cent (United Nations 2013). These aging populations, coupled with increasing national retirement ages and decreasing retirement benefits, are creating a new challenge for organizational leaders as employees continue working well into what was once considered retirement age (The Economist 2014). Labor participation for those aged 65 and older totaled 8 per cent in developed regions and 31 per cent in developing regions; this participation in developed countries is expected to continue to grow up to 20 per cent by 2020 (United Nations 2013).

An Enrichment/Impairment Perspective on Leading in Multiple Domains: The Impact on Leader/Follower Well-Being and Stress

Abstract We propose a model of multidomain leadership and explain how it drives leader and follower well-being and stress. Multidomain leadership engagement, or the application of leader knowledge, skills, and abilities across domains, results in either an enriching or impairing experience for the leader. The result is influenced by the leader’s self-regulatory strength and self-awareness, as well as the amount of social support and domain similarity. An enriching experience leads to increased self-efficacy, self-regulatory strength, and self-awareness, which in turn leads to increased leader (and subsequently follower) well-being and reduced leader (and subsequently follower) stress. Enriching experiences also tend to drive further engagement and enriching experiences, while impairing experiences do the opposite. Implications and directions for future research are discussed.

Time to create:pathways to earlier and later creative discoveries in Nobel Prize winners

1. Introduction Sven Hemlin, Carl Martin Allwood, Ben R. Martin, and Michael D. Mumford Part 1: Theoretical Section 2. Leading Scientists and Engineers: Cognition in a Socio-Technical Context Michael D. Mumford, David Peterson, and Isaac Robledo 3. What Connects Leadership and Creativity? The Mechanisms through Which Leaders May Influence Follower and Team Creativity Leif Denti and Sven Hemlin 4. Leadership, Innovation, and Technology: The Evolution of the Creative Process Samuel T. Hunter, Nicole Ginther, and Joshua Fairchild Part 2: Empirical Section 5. Academic Leadership of High-Performing Research Groups Maaike Verbree, Inge van der Weijden, and Peter van den Besselaar 6. Generation and Life Cycle Effects on Academic Leadership Maaike Verbree, Inge van der Weijden, and Peter van den Besselaar 7. Time to Create: Pathways to Earlier and Later Creative Discoveries in Noble Prize Winners Dawn L. Eubanks, Michael E. Palanski, Juani Swart, Michelle Hammond, and Joy Oguntebi Part 3: Implications Section 8. Succession Planning for Scientific Positions: Identifying, Developing, and Retaining Leaders for Innovation Ginamarie S. Ligon, Kate T. Dembroski, Robyn C. Mapp, Gamesa Zongrone, and Bianca M. Zongrone 9. Leading Interdisciplinary Creative Teams: Challenges and Solutions Roni Reiter-Palmon, Triparna de Vreede, and Gert-Jan de Vreede 10. Leadership and Followership in Science and Technology Michael E. Gorman 11. Creative Leadership: Meaning and Value for Science, Technology, and Innovation Gerard Puccio, Marie Mance, and Jeffery Zaco-Smith 12. Conclusions Sven Hemlin, Carl Martin Allwood, Ben R. Martin, and Michael D. Mumford