Tony L. Simons

Behavioral integrity as a critical ingredient for transformational leadership

Behavioral integrity is the perceived fit between espoused and enacted values. We propose that the maintenance of behavioral integrity is a highly problematic and consequential element of the successful management of change. Support for this view is drawn from the literatures on management fads, transformational leadership, trust and source credibility. Practical implications are developed.

The Effect of Employee Turnover on Hotel Profits: A Test Across Multiple Hotels

Abstract Employee turnover is generally recognized as a costly phenomenon, and hotel companies consequently have initiated various turnover-reduction programs. Despite many studies, however, it remains difficult to assess exactly what effect turnover has on operating profits—and thus to assess the return on investment for initiatives designed to reduce turnover. An analysis of gross operating profits and employee turnover rates at 98 full-service hotels at one hotel company yields an estimate of the actual dollar costs of employee turnover. In general, the cost of turnover increases with ADR. That is, the cost of a 1-point increase in turnover is greater for a hotel with a high ADR than for an economy-tier property. On average for this sample, the cost in GOP of a 1-point increase in turnover rose

Does the Measure of Dispersion Matter in Multilevel Research? A Comparison of the Relative Performance of Dispersion Indexes

525 with every dollar increase in ADR. Thus, for a hotel with a

Behavioral integrity for safety, priority of safety, psychological safety, and patient safety: a team-level study

125 ADR, each point increase in turnover cost another

The Eye of the Beholder: Hotel Company CEO Perceptions of Threats and Opportunities

32,750 per year in GOP. On the other hand, a hotel with an ADR of

Interviewing Job Applicants: How to Get beyond First Impressions

65 would be losing just

Error recovery performance: the impact of leader behavioral integrity and job satisfaction

1,250 for every additional point increase in turnover.

The gendered trickle-down effect: How mid-level managers’ satisfaction with senior managers’ supervision affects line employee’s turnover intentions

Within the context of climate strength, this simulation study examines the validity of various dispersion indexes for detecting meaningful relationships between variability in group member perceptions and outcome variables. We used the simulation to model both individual-and group-level phenomena, vary appropriate population characteristics, and test the proclivity of standard and average deviation, interrater agreement indexes (rwg, r*wg, awg), and coefficient of variation (both normed and unnormed) for Type I and Type II errors. The results show that the coefficient of variation was less likely to detect interaction effects although it outperformed other measures when detecting level effects. Standard deviation was shown to be inferior to other indexes when no level effect is present although it may be an effective measure of dispersion when modeling strength or interaction effects. The implications for future research, in which dispersion is a critical component of the theoretical model, are discussed.

The Negotiation Checklist: How To Win The Battle Before It Begins

This article clarifies how leader behavioral integrity for safety helps solve followers double bind between adhering to safety protocols and speaking up about mistakes against protocols. Path modeling of survey data in 54 nursing teams showed that head nurse behavioral integrity for safety positively relates to both team priority of safety and psychological safety. In turn, team priority of safety and team psychological safety were, respectively, negatively and positively related with the number of treatment errors that were reported to head nurses. We further demonstrated an interaction effect between team priority of safety and psychological safety on reported errors such that the relationship between team priority of safety and the number of errors was stronger for higher levels of team psychological safety. Finally, we showed that both team priority of safety and team psychological safety mediated the relationship between leader behavioral integrity for safety and reported treatment errors. These results suggest that although adhering to safety protocols and admitting mistakes against those protocols show opposite relations to reported treatment errors, both are important to improving patient safety and both are fostered by leaders who walk their safety talk.

Executive conflict management: keys to excellent decisions and smooth implementation.

The chief executive officers (CEOs) of 96 multisite, U.S.-based hotel owner/operator companies were interviewed and asked to describe the dominant upcoming threats and opportunities they perceived for their segment. Responses converged in describing two major threats (overbuilding and economic downturn) but were far more divergent in descriptions of opportunities. This pattern may emerge from the nature of threats and opportunities, from quirks of information dissemination and processing in the hotel industry, or from systematic biases in the perception of CEOs. Our data provide strong evidence of the impact of segment on threat and opportunity perceptions, as is appropriate to a rational model. Tests of potentially influential factors at the CEO and team levels provided no evidence of bias.