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John E. Baur

Other affiliations: University of Oklahoma
Bio: John E. Baur is an academic researcher from University of Nevada, Las Vegas. The author has contributed to research in topics: Leadership studies & Organizational citizenship behavior. The author has an hindex of 10, co-authored 20 publications receiving 420 citations. Previous affiliations of John E. Baur include University of Oklahoma.

Papers
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TL;DR: The authors explored how these changes may force the need for reconsideration of five of the most frequently used leadership theories in an effort to understand important boundary conditions and how leadership research must evolve to keep pace with a changing workforce.
Abstract: Scholars and practitioners alike have recognized that younger workers, collectively known as Millennials or GenMe, are different from workers in prior generations. Employees of this generation hold different expectations regarding the centrality of work to their lives and bring different personalities and attitudes to the workforce. As the number of Millennials in the workforce grows each year, the divide between them and their older counterparts becomes more salient, posing unique challenges for organizational leaders. In this paper, we explore how these changes may force the need for reconsideration of five of the most frequently used leadership theories in an effort to understand important boundary conditions and how leadership research must evolve to keep pace with a changing workforce.

182 citations

Journal ArticleDOI
TL;DR: This paper found that agreeableness is one of the strongest personality predictors of team performance, yet it is also the weakest personality predictor of individual-level job per-person performance.
Abstract: Previous research on teams has found that agreeableness is one of the strongest personality predictors of team performance, yet one of the weakest personality predictors of individual-level job per...

70 citations

Journal ArticleDOI
TL;DR: This paper explored the interplay of the individual dimensions using content analysis of the 1960-2012 United States presidential debates and revealed the emergence of four distinctive rhetorical strategies, one of which was more strongly related to the prediction of influence success as measured by presidential election outcomes.
Abstract: Charismatic rhetoric represents an important tool for leaders to articulate their respective visions However, much of the research to date on this construct has yet to consider how the eight separate dimensions of charismatic rhetoric may be used in conjunction with one another to form distinctive profiles of charismatic leadership influence Thus, the present investigation explored the interplay of the individual dimensions using content analysis of the 1960–2012 United States presidential debates Cluster analysis revealed the emergence of four distinctive rhetorical strategies, one of which was more strongly related to the prediction of influence success as measured by presidential election outcomes Results suggest that conceptualizing charismatic rhetoric as a multidimensional profile construct represents a valuable area for subsequent research on charismatic rhetoric, and several possible directions are suggested

54 citations

Journal ArticleDOI
TL;DR: The authors provide an assessment of the state-of-the-art surrounding the coalescence of leadership and entrepreneurship research and set an agenda for the next decade of research at this intersection.
Abstract: More than a decade ago, scholars formally conceptualized the potential synergy between leadership and entrepreneurship scholarship. Our work highlights research accomplishments occurring at the interface of these two intellectual areas as well as identifying untapped possibilities for continued research. We highlight how recent efforts have witnessed a mutual exchange of ideas that present opportunities benefiting both fields. Drawing from four key domains of entrepreneurship previously proposed to mutually inform future leadership research efforts, we make suggestions for integrating entrepreneurial opportunities, the roles of individual and entrepreneurial teams, the modes of organizing entrepreneurial ventures, and differing entrepreneurial environments with key trends important to leadership research, such as servant leadership and leader-member exchange theory. Overall, our work provides an assessment of the state of the art surrounding the coalescence of leadership and entrepreneurship research and sets an agenda for the next decade of research at this intersection.

51 citations


Cited by
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Journal ArticleDOI
TL;DR: The Human Side of Enterprise as mentioned in this paper is one of the most widely used management literature and has been widely used in business schools, industrial relations schools, psychology departments, and professional development seminars for over four decades.
Abstract: \"What are your assumptions (implicit as well as explicit) about the most effective way to manage people?\" So began Douglas McGregor in this 1960 management classic. It was a seemingly simple question he asked, yet it led to a fundamental revolution in management. Today, with the rise of the global economy, the information revolution, and the growth of knowledge-driven work, McGregor's simple but provocative question continues to resonate-perhaps more powerfully than ever before. Heralded as one of the most important pieces of management literature ever written, a touchstone for scholars and a handbook for practitioners, The Human Side of Enterprise continues to receive the highest accolades nearly half a century after its initial publication. Influencing such major management gurus such as Peter Drucker and Warren Bennis, McGregor's revolutionary Theory Y-which contends that individuals are self-motivated and self-directed-and Theory X-in which employees must be commanded and controlled-has been widely taught in business schools, industrial relations schools, psychology departments, and professional development seminars for over four decades. In this special annotated edition of the worldwide management classic, Joel Cutcher-Gershenfeld, Senior Research Scientist in MIT's Sloan School of Management and Engineering Systems Division, shows us how today's leaders have successfully incorporated McGregor's methods into modern management styles and practices. The added quotes and commentary bring the content right into today's debates and business models. Now more than ever, the timeless wisdom of Douglas McGregor can light the path towards a management style that nurtures leadership capability, creates effective teams, ensures internal alignment, achieves high performance, and cultivates an authentic, value-driven workplace--lessons we all need to learn as we make our way in this brave new world of the 21st century.

3,373 citations

Posted Content
TL;DR: In this article, the authors present methods that allow researchers to test causal claims in situations where randomization is not possible or when causal interpretation could be confounded; these methods include fixed-effects panel, sample selection, instrumental variable, regression discontinuity, and difference-in-differences models.
Abstract: Social scientists often estimate models from correlational data, where the independent variable has not been exogenously manipulated; they also make implicit or explicit causal claims based on these models. When can these claims be made? We answer this question by first discussing design and estimation conditions under which model estimates can be interpreted, using the randomized experiment as the gold standard. We show how endogeneity – which includes omitted variables, omitted selection, simultaneity, common-method variance, and measurement error – renders estimates causally uninterpretable. Second, we present methods that allow researchers to test causal claims in situations where randomization is not possible or when causal interpretation could be confounded; these methods include fixed-effects panel, sample selection, instrumental variable, regression discontinuity, and difference-in-differences models. Third, we take stock of the methodological rigor with which causal claims are being made in a social sciences discipline by reviewing a representative sample of 110 articles on leadership published in the previous 10 years in top-tier journals. Our key finding is that researchers fail to address at least 66% and up to 90% of design and estimation conditions that make causal claims invalid. We conclude by offering 10 suggestions on how to improve non-experimental research.

1,537 citations

01 Apr 1975
TL;DR: The main purpose of as mentioned in this paper is to draw attention to some facts and ideas that perhaps can help to identify problems or fields for development and research within the evaluation of training, and defend the inclusion of evaluation as an Integral part of a model for planning and carrying out educational programs.
Abstract: The main purpose of this paper is to draw attention to some facts and ideas that perhaps can help to identify problems or fields for development and research within the evaluation of training. Topics for group discussion are preceded by material on some basic concepts of evaluation and educational measurement. The ratio scale, the interval scale, the ordinal scale, and the nominal scale are given as examples of kinds of scales used in educational measurement; the problem of norms is discussed; potential purposes of evaluation or educational measurement are outlined; and some characteristics of a good measuring instrument are explained. The author also defends the inclusion of evaluation as an Integral part of a model for planning and carrying out educational programs. (BW) *********************************************************************** Documents acquired by ERIC include many informal unpublished * materials not available from other sources. ERIC makes every effort * * to obtain the best copy available. Nevertheless, items of marginal * * reproducibility are often encountered and this affects the quality * of the microfiche and hardcopy reproductions ERIC makes available * * via the ERIC Document Reproduction Service (EDRS). EDRS is not * responsible for the quality of the original document. Reproductions * * supplied by EDRS are the best that can be made from the original. *********************************************************************** U S DEPARTMENT OF HEALTH, EDUCATION &WELFARE NATIONAL INSTITUTE OF EDUCATION EVALUATION OF TRAINING

880 citations

01 Jan 1999
TL;DR: This paper examined the effects of vision content, delivery and organizational performance on perceptions of leader charisma and effectiveness on 304 undergraduates who were presented videotaped speeches by a bogus CEO of a software company.
Abstract: This study examined the effects of vision content, delivery and organizational performance on perceptions of leader charisma and effectiveness. Subjects included 304 undergraduates who were presented videotaped speeches by a bogus CEO of a software company. A 2 × 2 × 2 design was employed in which message content (visionary/non-visionary), delivery (strong/weak), and organizational performance (high/low) were manipulated. A modified, 7-item version of Meindl and Ehrlich's (1988) Romance of Leadership Scale (RLS-D) served as a covariate. A MANCOVA analysis indicated significant effects of delivery, content, and organizational performance on both perceived leader charisma and effectiveness. The RLS-D was unrelated to either dependent variable as a covariate. The results suggest that strength of delivery is an especially important determinant of perceptions' of leader charisma and effectiveness. Although speech content and organizational performance cues likewise accounted for variance in these perceptions, their effects were at times offset by those of delivery.

541 citations