Chapter 1. Introduction Chapter 2. Managerial Work Chapter 3. Effective Leadership Behavior Chapter 4. Leading Change and Innovation Chapter 5. Participative Leadership and Empowerment Chapter 6. Leadership Traits and Skills Chapter 7. Contingency Theories and Adaptive Leadership Chapter 8. Power and Influence Tactics Chapter 9. Dyadic Relations and Followers Chapter 10. Leadership in Groups and Teams Chapter 11. Strategic Leadership in Organizations Chapter 12. Charismatic and Transformational Leadership Chapter 13. Ethical, Servant, Spiritual, and Authentic Leadership Chapter 14. Cross-cultural Leadership and Diversity Chapter 15. Developing Leadership Skills Chapter 16. Overview and Integration

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Leadership in Organizations

A qualitative and quantitative review of the relationship between job satisfaction and job performance is provided. The qualitative review is organized around 7 models that characterize past research on the relationship between job satisfaction and job performance. Although some models have received more support than have others, research has not provided conclusive confirmation or disconfirmation of any model, partly because of a lack of assimilation and integration in the literature. Research devoted to testing these models waned following 2 meta-analyses of the job satisfaction-job performance relationship. Because of limitations in these prior analyses and the misinterpretation of their findings, a new meta-analysis was conducted on 312 samples with a combined N of 54,417. The mean true correlation between overall job satisfaction and job performance was estimated to be .30. In light of these results and the qualitative review, an agenda for future research on the satisfaction-performance relationship is provided.

http://m.timothy-judge.com/JS-JP%20published.pdf

The job satisfaction-job performance relationship: a qualitative and quantitative review.

We develop and test a theoretical model to investigate the assimilation of enterprise systems in the post-implementation stage within organizations. Specifically, this model explains how top management mediates the impact of external institutional pressures on the degree of usage of enterprise resource planning (ERP) systems. The hypotheses were tested using survey data from companies that have already implemented ERP systems. Results from partial least squares analyses suggest that mimetic pressures positively affect top management beliefs, which then positively affects top management participation in the ERP assimilation process. In turn, top management participation is confirmed to positively affect the degree of ERP usage. Results also suggest that coercive pressures positively affect top management participation without the mediation of top management beliefs. Surprisingly, we do not find support for our hypothesis that top management participation mediates the effect of normative pressures on ERP usage, but instead we find that normative pressures directly affect ERP usage. Our findings highlight the important role of top management in mediating the effect of institutional pressures on IT assimilation. We confirm that institutional pressures, which are known to be important for IT adoption and implementation, also contribute to post-implementation assimilation when the integration processes are prolonged and outcomes are dynamic and uncertain.

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Assimilation of enterprise systems: the effect of institutional pressures and the mediating role of top management

Although interaction effects are frequently found in experimental studies, field researchers report considerable difficulty in finding theorized moderator effects. Previous discussions of this discrepancy have considered responsible factors including differences in measurement error and use of nonlinear scales. In this article we demonstrate that the differential efficiency of experimental and field tests of interactions is also attributable to the differential residual variances of such interactions once the component main effects have been partialed out. We derive an expression for this residual variance in terms of the joint distribution of the component variables and explore how properties of the distribution affect the efficiency of tests of moderator effects. We show that tests of interactions in field studies will often have less than 20% of the efficiency of optimal experimental tests, and we discuss implications for the design of field studies.

Statistical difficulties of detecting interactions and moderator effects

A meta-analysis of the transformational leadership literature using the Multifactor Leadership Questionnaire (MLQ) was conducted to (a) integrate the diverse findings, (b) compute an average effect for different leadership scales, and (c) probe for certain moderators of the leadership style-effectiveness relationship. Transformational leadership scales of the MLQ were found to be reliable and significantly predicted work unit effectiveness across the set of studies examined. Moderator variables suggested by the literature, including level of the leader (high or low), organizational setting (public or private), and operationalization of the criterion measure (subordinate perceptions or organizational measures of effectiveness), were empirically tested and found to have differential impacts on correlations between leader style and effectiveness. The operationalization of the criterion variable emerged as a powerful moderator. Unanticipated findings for type of organization and level of the leader are explored regarding the frequency of transformational leader behavior and relationships with effectiveness.

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Effectiveness correlates of transformational and transactional leadership: A meta-analytic review of the mlq literature

Objective This study examines the relationships among organizational culture, quality improvement processes and selected outcomes for a sample of up to 61 U. S. hospitals. Data sources and study setting Primary data were collected from 61 U. S. hospitals (located primarily in the midwest and the west) on measures related to continuous quality improvement/total quality management (CQI/TQM), organizational culture, implementation approaches, and degree of quality improvement implementation based on the Baldrige Award criteria. These data were combined with independently collected data on perceived impact and objective measures of clinical efficiency (i.e., charges and length of stay) for six clinical conditions. Study design The study involved cross-sectional examination of the named relationships. Data collection/extraction methods Reliable and valid scales for the organizational culture and quality improvement implementation measures were developed based on responses from over 7,000 individuals across the 61 hospitals with an overall completion rate of 72 percent. Independent data on perceived impact were collected from a national survey and independent data on clinical efficiency from a companion study of managed care. Principal findings A participative, flexible, risk-taking organizational culture was significantly related to quality improvement implementation. Quality improvement implementation, in turn, was positively associated with greater perceived patient outcomes and human resource development. Larger-size hospitals experienced lower clinical efficiency with regard to higher charges and higher length of stay, due in part to having more bureaucratic and hierarchical cultures that serve as a barrier to quality improvement implementation. Conclusions What really matters is whether or not a hospital has a culture that supports quality improvement work and an approach that encourages flexible implementation. Larger-size hospitals face more difficult challenges in this regard.

Assessing the impact of continuous quality improvement/total quality management: concept versus implementation.

We present a conceptual framework specifying the hypothesized influences of situational constraints on work outcomes and individual difference to work outcome associations. In addition to reviewing the relevant literature and discussing the implications for researchers and practitioners, we suggest a systematic program of needed research.

Situational Constraints and Work Outcomes: The Influences Of a Frequently Overlooked Construct

The literature on advanced manufacturing technologies (AMTs) shows that a wide range of outcomes have been experienced by organizations that have adopted these technologies, ranging from implementation failure to increased productivity and enhanced organizational flexibility. This article examines the roles that organization design and culture play in the varying levels of success experienced by AMT-adopting organizations. Several hypotheses are presented on the relationships among culture, structure, and implementation outcomes based on the competing values model of organizational culture.

Gaining Advanced Manufacturing Technologies' Benefits: The Roles of Organization Design and Culture

Economic and sociological theories explaining bandwagon behaviors, along with cognitive and behavioral theories of decision making, do not fully address the process whereby decision makers choose whether or not to jump on bandwagons. In this article we model the interactions between mindfulness as a decision-maker characteristic and the decision-making context, and we show the impact of those interactions on managers' ability to discriminate in the face of bandwagons. We illustrate the framework by applying it to recent integration and disintegration bandwagon behaviors in the U.S. health care market. Until recently, integration of hospitals, physician groups, medical groups, and health plans was generally perceived to be the answer to overcapacity, rising costs, and contracting challenges in U.S. health care markets. Health care leaders viewed it as a means of improving efficiency and effectiveness and of gaining market share (Weil, 2000). Such consolidation in the

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Waking Up! Mindfulness in the Face of Bandwagons

Identification is a person's sense of belonging with a social category. Identification in virtual organizational teams is thought to be especially desirable because it provides the glue that can promote group cohesion despite the relative lack of face-to-face interaction. Though research on virtual teams is exploding, it has not systematically identified the antecedents or moderators of the process by which identification develops, leaving a number of gaps and apparent contradictions. The purpose of this paper is to begin to untangle the contradictions and address some of the gaps by tracing the mechanisms and moderating processes through which identification develops in hybrid and pure virtual settings, and the ways that these processes differ from face-to-face settings.

Edward J. O'Connor

Papers

Assessing the impact of continuous quality improvement/total quality management: concept versus implementation.

Situational Constraints and Work Outcomes: The Influences Of a Frequently Overlooked Construct

Gaining Advanced Manufacturing Technologies' Benefits: The Roles of Organization Design and Culture

Waking Up! Mindfulness in the Face of Bandwagons

Identification in Face-to-Face, Hybrid, and Pure Virtual Teams: Untangling the Contradictions