Rick D. Hackett

Further assessments of Bass's (1985) conceptualization of transactional and transformational leadership.

B. M. Bass ( 1985 ) proposed that the Multifactor Leadership Questionnaire consists of 5 factors: 2 facets of transactional leadership (Contingent Reward and Management-by-Exception) and 3 facets of transformational leadership (Charismatic Leadership, Individualized Consideration, and Intellectual Stimulation). A confirmatory factor analysis involving hospital nurses revealed some support for this 5-factor representation, but a 2-factor Active-Passive model was also tenable, because the transformational components and Contingent Reward were all highly correlated. Alternatively, differential relationships to a series of outcomes, including intent to leave and J. P. Meyer and N. J. Allens (1991) facets of organizational commitment, were observed as a function of the leader behaviors involved.

The effects of self-attention and public attention on eating in restrained and unrestrained subjects.

Two experiments were conducted to assess the effects of self-attention and public attention to food intake on eating by dieters and nondieters. Female dieters ate the greatest number of candies ad lib after consuming a forced two-milk shake preload; the addition of either self-attention or implied public attention, through the manipulated availability of a waste basket for the disposing of candy wrappers, inhibited eating substantially. For nondieters, the preload itself inhibited candy consumption, which declined further only under conditions of public attention to candy intake. In a second experiment, self- and public attention again inhibited the cookie consumption of preloaded dieters, but preloaded nondieters were not influenced by the attention manipulations, eating minimally in all conditions. Nondieters who were not preloaded, however, did reduce their intake in the two attention conditions. Implications for regulatory self-control were discussed.

Trait conscientiousness, leader-member exchange, job satisfaction and organizational citizenship behaviour: A test of an integrative model

Competing theoretical models were tested, linking organizational citizenship behaviour (OCB) to trait conscientiousness, job satisfaction and leader-member-exchange (LMX) quality. Meta-analytic structural equation modelling results provide strongest support for a model wherein more conscientious employees display more OCB, which enhances LMX quality, leading to greater job satisfaction. In-turn, employees reciprocate their higher job satisfaction by demonstrating more OCB. Beyond supporting the view that OCB represents employee reciprocation for the satisfying job experiences typically stemming from higher-quality LMX, our findings help to legitimize the notion that OCB may be used, particularly by more conscientious employees, as a means of nurturing higher-quality LMX and to gain access to more satisfying job experiences.

Virtues and leadership

Purpose – The purpose of this paper is to bring definitional clarity to the term “virtue” as pertinent to the behavioural sciences literatures on leadership; to identify a short and consolidated list of cardinal virtues commonly associated with leadership effectiveness; to provide a model relating leader virtues to leader outcomes (i.e. ethics, happiness, life satisfaction, and effectiveness); and to propose a program of research.Design/methodology/approach – The authors systematically and comprehensively review Aristotelian and Confucian literatures on virtue ethics, and the literatures on seven leadership styles – i.e. moral, ethical, spiritual, servant, transformational, charismatic, and visionary leadership.Findings – Six virtues, including four considered cardinal by Aristotle (courage, temperance, justice and prudence), and two considered cardinal by Confucius (humanity, and truthfulness), were common to all seven leadership styles.Research limitations/implications – Researchers should aim to develo...

Non-association between Neo-5 personality tests and multiple mini-interview

Most medical schools attempt to select applicants on the basis of cognitive and non-cognitive skills. Typically, interpersonal skills are assessed by interview, though relatively few applicants make it to interview. Thus, an efficient paper and pencil test of non-cognitive skills is needed. One possibility is personality tests. Tests of the five factor model of personality, and in particular the factor of conscientiousness, has proven effective in predicting future job performance. Can it serve as a screen for admissions interviews? In particular, correlation with the multiple mini-interviews (MMI) is of interest since the latter is a well validated test of non-cognitive skills. A total of 152 applicants to Michael G. DeGroote School of Medicine at McMaster completed the Neo-5 personality test voluntarily in advance of their admissions interviews. Correlations were calculated between personality factors and grade point average (GPA), medical college admissions test (MCAT) and MMI. No statistically significant correlation was found between personality factors and cognitive (GPA, MCAT) measures. More surprisingly, no statistically significant correlation was found between personality factors, including conscientiousness, and the MMI. Personality testing is not a useful screening test for the MMI.

The influence of role definition and affect in LMX: A process perspective on the personality – LMX relationship

While leader–member exchange (LMX) theorists have argued that role definition and affective processes play a central role in LMX development, research has yet to examine their relative influence. Likewise, few studies have investigated how the personality of leader and follower play out in these processes. Drawing on a sample of 161 managers and their respective leaders, we develop and offer empirical support for a model in which leader and subordinate agreeableness and core self-evaluations wield their respective influence through the affective and role definition processes underlying LMX. Implications of these findings for the theory and practice of LMX are discussed.

The Effect of Perceived Smoking Status on Attractiveness

The anti-smoking campaign appears to influence attitudes toward smokers but previous research suggests the effect is restricted to nonsmokers. Psychological attractiveness findings predict that smokers would find other smokers attractive while nonsmokers would prefer nonsmokers. The present study tested smoker and nonsmoker attitudes toward smoking and nonsmoking targets. As predicted, smokers preferred smokers and nonsmokers preferred nonsmokers, although smokers in general were rated less attractive. Physical attractiveness ratings were not influenced by status.

Transformational Leadership and Organisational Citizenship Behaviour: A Moderated Mediation Model of Leader-Member-Exchange and Subordinates' Gender: GENDER AS A MODERATOR

Transformational leadership (TL) enhances follower Organizational Citizenship Behavior (OCB) as mediated by leader-member exchange (LMX). However, the strength of the positive associations among TL, LMX and OCB is subject to significant variability. Accordingly, we draw on several theories (self-identity, role congruency, self-concept, and social exchange) to propose that followers gender moderates the relationships between all three of these variables. We argue differences in societal expectations and/or underlying motivation combine to make leadership of lesser importance to OCB among females than males. Using 202 supervisor-subordinate dyads from Taiwan, a moderated mediation model of

John R. Wooden, Stephen R. Covey and Servant Leadership

INTRODUCTION Simon Jenkins shows that John Wooden’s approach to leadership, captured in his “Pyramid of Success”, aligns well with Covey’s “habits of successful people” and is otherwise exemplary of certain features of a variety of well-researched, widely accepted approaches to leadership. Such correspondence, of course, is not surprising, given the range and number of attributes and behaviors encompassed by the various leadership frameworks, many of which are associated with the effectiveness of leaders and non-leaders alike.