Sarah Proctor-Thomson

Perceived Integrity of Transformational Leaders in Organisational Settings

The ethical nature of transformational leadership has been hotly debated. This debate is demonstrated in the range of descriptors that have been used to label transformational leaders including narcissistic, manipulative, and self-centred, but also ethical, just and effective. Therefore, the purpose of the present research was to address this issue directly by assessing the statistical relationship between perceived leader integrity and transformational leadership using the Perceived Leader Integrity Scale (PLIS) and the Multi-Factor Leadership Questionnaire (MLQ). In a national sample of 1354 managers a moderate to strong positive relationship was found between perceived integrity and the demonstration of transformational leadership behaviours. A similar relationship was found between perceived integrity and developmental exchange leadership. A systematic leniency bias was identified when respondents rated subordinates vis-à-vis peer ratings. In support of previous findings, perceived integrity was also found to correlate positively with leader and organisational effectiveness measures.

The Role of 'Voice' in Matters of 'Choice': Flexible Work Outcomes for Women in the New Zealand Public Services

Flexible work arrangements have traditionally been framed in terms of individual choice, where workers are regarded as having the ability to reconcile the demands of family life with those of work. In response to calls for greater workplace flexibility and worker choice, the New Zealand government has recently introduced ‘right to request’ legislation. This research reports on a large-scale survey of women public service workers’ experiences of flexible work arrangements in this legislative context. Against a backdrop of rising workloads and time pressures, it finds that while there is considerable choice in how women do their tasks and take their breaks, there is little voice in the organization and pace of that work. In this context, the burden of implementing flexible work arrangements and managing competing workloads is borne by the individual. This article argues that absent from, but pivotal to, the framing and discourse of workplace flexibility is the role of voice. Implications of this research include a broadening of the legislative framework that supports flexibility outcomes and the inclusion of more varied voice mechanisms into the implementation and management of workplace flexibility.

Leader Career Development: Who Should Take Responsibility?

In a world of flexible, changing organisational trends the requirement for good managerial leadership has never been greater. This research tests the beliefs of managers across New Zealand about the leadership capabilities of other subordinate managers who are potential future senior managers. It then considers the perceptions of senior managers about responsibility for the career development of these subordinate managers. Barely one-half of subordinate managers are thought to have the capability of moving up to senior management positions and of being a more effective leader. Less than one-half of respondent managers believe that the career development of these leaders of the future is the responsibility of the individual nd of the organisation. The remainder believe it to be the responsibility of either the individual or the organisation. The subordinate managers with the greatest leadership potential already display high levels of leadership. This paper discusses the implications of the dominant ‘new c...

The mistreatment of public service workers: identifying key risk and protective factors

This paper investigates the dynamics of worker mistreatment in a new public management (NPM) environment. It explores the combination of organizational and individual risk and protective factors. It reveals that the cumulative effects of organizational and individual factors radically increase the likelihood of mistreatment. Implications of these findings are outlined.

Book review: David Hesmondhalgh and Sarah Baker

The book provides a multidimensional analysis of Walmartization in China. Four conclusions are drawn. Walmart’s Chinese expansion has encountered workers’ collective resistance, half-heartedly supported by Chinese official unions and government authorities. Walmart’s low pricing policy is accompanied by reluctance to fully implement its corporate social responsibility. Walmart’s low wage strategy, coupled with tight control, has influenced employees’ morale and career prospects. Last, the Walmartization of labour relations in the USA has not been replicated, because unionization in its Chinese stores is at least symbolically meaningful against Walmart’s anti-unionism. Union branches are weak but still developing, with limited ability for effective mobilization. The essays show some optimism for the future of Walmart’s labour movement, with critical suggestions provided for key parties. Chinese unions are advised to keep developing grassroots branches with bottom-up tactics. Labour activists need to pay more attention to core issues such as hourly wages, to help monitor Walmart’s corporate social responsibilities. Unionists and academics are advised to improve cross-national collaboration, because their joint action may help Chinese workers’ resistance in Walmart. With these insights, the book helps readers to appreciate Walmart’s changing employment relations in China. We should monitor the labour movement in Walmart China and how far Walmartization will go in future. Of course, the Chinese Government authorities’ attitudes are also a key issue.