Uday Tate

Leadership in Western and Asian countries: Commonalities and differences in effective leadership processes across cultures

Abstract While the phenomenon of leadership is widely considered to be universal across cultures, the way in which it is operationalized is usually viewed as culturally specific. Conflicting viewpoints exist in the leadership literature concerning the transferability of specific leader behaviors and processes across cultures. This study explored these conflicting views for managers and professional workers by empirically testing specific hypotheses which addressed the generalizability of leadership behaviors and processes across five nations in North America and Asia. Confirmatory factor analyses provided evidence for conceptual and measurement equivalence for all six leader behaviors employed in the study. The findings showed cultural universality for three leader behaviors (supportive, contingent reward, and charismatic), and cultural specificity for the remaining three leader behaviors (directive, participative, and contingent punishment).

Student Attitudes Regarding Gender Bias in Performance Evaluations of Salespeople

This study examined how students believe salesperson gender impacts evaluations of salesperson performance. Students reviewed job performance information about either male or female salespeople. The information had purportedly been prepared by the salespersons supervisor and indicated the level of performance as high or low. Students were asked how they thought the salespersons supervisor might respond to the performance in terms of rewards (promotion, pay increases) for high performers and corrective measures (termination, counseling) for low performers. The results indicated that students believe that supervisors would more readily reward high performing males than females with identical performances. In contrast, students believed that supervisors would react more punitively toward low performing males than females with identical performances.

Selection of Commercial Bank CEOs in the Deregulated Environment: Influencing Factors

Deregulation is having a major impact on all aspects of firm behavior in the banking industry. Bankers now find themselves in a more competitive environment which may require different operating rules for firm growth and profitability. To understand the types of adjustments that are taking place in this market, a national survey of 410 commercial bank chief executive officers (CEOs) was conducted and results analyzed. The primary objective of this analysis was to estimate the impact that deregulation has had on the CEO selection criteria within the banking industry. Bank CEOs were divided into groups based on tenure in office to measure the influence of deregulation on the selection process. A key result of this analysis suggests that the most recently selected CEOs view the ability to manage and motivate, and communication skills as relatively more important in their selection in comparison to the most tenured bankers. While change has occurred in the selection criteria,experience in the loan officer position is still considered a major asset for anyone seeking to become a bank CEO.

An Exploratory Analysis of Job-Related Stress: Implications for Real Estate Sales Management

This study used a mail survey of real estate sales agents to test several hypotheses related to sources and outcomes of job tension, A path analytical model was used to test hypo-theses. Appropriate conclusions were drawn and directions for future research were highlighted.