Three aspects of the self(private, public, collective) with different probabilities in different kinds of social environments were sampled. Three dimensions of cultural variation (individualism--collectivism, tightness-looseness, cultural complexity) are discussed in relation to the sampling of these three aspects of the self. The more complex the culture, the more frequent the sampling of the public and private self and the less frequent the sampling of the collective self. The more individualistic the culture, the more frequent the sampling of the private self and the less frequent the sampling of the collective self. Collectivism, external threat, competition with outgroups, and common fate increase the sampling of the collective self. Cultural homogeneity results in tightness and in the sampling of the collective self. The article outlines theoretical links among aspects of the environment, childrearing patterns, and cultural patterns, which are linked to differential sampling of aspects of the self. Such sampling has implications for social behavior. Empirical investigations of some of these links are reviewed.

The Self and Social Behavior in Differing Cultural Contexts

The Social Psychology of Organizations.

Ethical leadership: A social learning perspective for construct development and testing

\"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.

The Human Side of Enterprise.

Sustainable Development Goals

Appraising: Determining if People Are Doing the Right Things

Introduction: New advances in global leadership

Cognitive-behavioral theories offer a long-standing theoretical approach in clinical psychology that has wide-ranging implications for management education. We designed a cognitive-behavioral–based...

Facilitating Transfer of Learning in Professional Development Programs: A Cognitive-Behavioral Tool:

Global leadership, with its beginnings in the late 1980s, is a relatively new area of research in the 
broader eld of international business and international management. Its emergence coincided 
with, and indeed arose from, the rapid acceleration of the globalization of business in the late 
twentieth century (Evans, Pucik, & Barsoux, 2002; Hedlund, 1986). This rapid transformation of the global business world-from being country-to-country in nature to a milieu where 
“for commercial and practical purposes, nations do not exist and the relevant business arena 
[is] something like a big unied home market”—left companies scrambling to nd executives 
and managers who possessed the skills to operate in this new global world (Black, Morrison, & 
Gregersen, 1999; Mendenhall, 2001).

Global Leadership in Perspective

The conflict resolution and collective decision-making models of Mary Parker Follett and Joseph Smith are reviewed, with a primary focus on the foundational principle inherent in both models: integ...

Mark E. Mendenhall

Papers

Appraising: Determining if People Are Doing the Right Things

Introduction: New advances in global leadership

Facilitating Transfer of Learning in Professional Development Programs: A Cognitive-Behavioral Tool:

Global Leadership in Perspective

On integration: the resurgence of mary p. follett and the uncelebrated contribution of joseph smith