Robert A. Giacalone

Bio: Robert A. Giacalone is an academic researcher from University of Denver. The author has contributed to research in topics: Business ethics & Impression management. The author has an hindex of 39, co-authored 117 publications receiving 7500 citations. Previous affiliations of Robert A. Giacalone include Temple University & University of Richmond.

Handbook of Workplace Spirituality and Organizational Performance

Abstract: Written by one of the foremost experts on the business cycle, this is a compelling and engaging explanation of how and why the economic downturn of 2007 became the Great Recession of 2008 and 2009. Author Howard Sherman explores the root causes of the cycle of boom and bust of the economy, focusing on the 2008 financial crisis and the Great Recession of 2008-2009. He makes a powerful argument that recessions and the resulting painful involuntary unemployment are inherent in capitalism itself. Sherman clearly illustrates the mechanisms of Social equity is often referred to as the 'third pillar' in public administration, after efficiency and economy. It concerns itself with the fairness of the organization, its management, and its delivery of public services. This book describes social equity in terms of its arguments and claims in political, economic, and social circumstances.

Antisocial behavior in organizations.

Abstract: The Role of Frustration in Antisocial Behavior at Work - Paul E Spector At the Breaking Point - Robert J Bies, Thomas M Tripp and Roderick M Kramer Cognitive and Social Dynamics of Revenge in Organizations Aggression in the Workplace - Joel H Neuman and Robert A Baron Lying in Organizations - Steven L Grover Theory, Research and Future Directions The STEAL Motive - Jerald Greenberg Managing the Social Determinants of Employee Theft Employee Sabotage - Robert A Giacalone, Catherine A Riordan and Paul Rosenfeld Toward a Practitioner-Scholar Understanding Whistle-Blowing as Antisocial Behavior - Marcia P Miceli and Janet P Near Litigation and Claiming in Organizations - E Allan Lind Antisocial Behavior or Quest for Justice? Organizational Culture and Employee Counterproductivity - Michael W Boye and John W Jones

A Values Framework for Measuring the Impact of Workplace Spirituality on Organizational Performance

Abstract: Growing interest in workplace spirituality has led to the development of a new paradigm in organizational science Theoretical assumptions abound as to how workplace spirituality might enhance organizational performance, most postulating a significant positive impact Here, that body of research has been reviewed and analyzed, and a resultant values framework for workplace spirituality is introduced, providing the groundwork for empirical testing A discussion of the factors and assumptions involved for future research are outlined

Impression management in the organization.

Abstract: Contents: R.A. Giacalone, P. Rosenfeld, Introduction -- Impression Management in Organizations: An Overview. Part I:Perspectives on Impression Management in Organizations. Section A:The Social Psychological Perspective. M. Snyder, J. Copeland, Self-Monitoring Processes in Organizational Settings. B.R. Schlenker, M.F. Weigol, Self-Identification and Accountability. R. Cialdini, Indirect Tactics of Image Management: Beyond Basking. R.F. Baumeister, Motives and Costs of Self-Presentation in Organizations. R.L. Higgins, C.R. Snyder, The Business of Excuses. C.A. Riordan, Images of Corporate Success. N. Bell, P. Tetlock, The Intuitive Politician and the Assignment of Blame in Organizations. R.M. Arkin, J.A. Sheppard, Self-Presentation Styles in Organizations. Section B:The Management Perspective. G.R. Ferris, G.S. Russ, P.M. Fandt, Politics in Organizations. D.J. Moberg, The Ethics of Impression Management. E.F. Stone, Self-Presentational Biases in Organizational Research. V.L. Huber, G.P. Latham, E.A. Locke, The Management of Impressions Through Goal Setting. D.A. Gioia, Self-Serving Bias as a Self-Sensemaking Strategy: Explicit Versus Tacit Impression Management. D.A. Ralston, P.M. Elsass, Ingratiation and Impression Management in the Organization. Part II:Applications of Impression Management to Organizational Settings. Section A:Selection and Organizational Entry. J.P. Wanous, Impression Management at Organizational Entry. C. Fletcher, Impression Management in the Selection Interview. S.B. Knouse, Impression Management and the Letter of Recommendation. Section B:Supervisors and Employees. P. Villanova, H.J. Bernardin, Impression Management in the Context of Performance Appraisal. R.A. Giacalone, H.G. Pollard, D.E. Brannen, The Role of Forensic Factors and Grievant Impression Management on Labor Arbitration Decisions. R.W. Eder, D.B. Fedor, Impression Management: Its Interpretative Role in the Supervisor-Employee Feedback Process. Section C:Leadership. R.C. Liden, T.R. Mitchell, Ingratiation in the Development of Leader-Member Exchanges. M.R. Leary, Self-Presentational Processes in Leadership Emergence and Effectiveness. Section D:Antinormative Behaviors. P.J. DePaulo, B.M. DePaulo, J. Tang, G.W. Swaim, Lying and Detecting Lies in Organizations. S.L. Payne, Self-Presentational Tactics and Employee Theft. Section E:New Directions. S. Ornstein, Impression Management Through Office Design. S.J. Grove, R.P. Fisk, Impression Management in Services Marketing: A Dramaturgical Perspective.

Workplace Values and Outcomes: Exploring Personal, Organizational, and Interactive Workplace Spirituality

Abstract: Spiritual values in the workplace, increasingly discussed and applied in the business ethics literature, can be viewed from an individual, organizational, or interactive perspective. The following study examined previously unexplored workplace spirituality outcomes. Using data collected from five samples consisting of full-time workers taking graduate coursework, results indicated that perceptions of organizational-level spirituality (“organizational spirituality”) appear to matter most to attitudinal and attachment-related outcomes. Specifically, organizational spirituality was found to be positively related to job involvement, organizational identification, and work rewards satisfaction, and negatively related to organizational frustration. Personal spirituality was positively related to intrinsic, extrinsic, and total work rewards satisfaction. The interaction of personal spirituality and organizational spirituality was found related to total work rewards satisfaction. Future workplace spirituality research directions are discussed.

Managing Legitimacy: Strategic and Institutional Approaches

Abstract: This article synthesizes the large but diverse literature on organizational legitimacy, highlighting similarities and disparities among the leading strategic and institutional approaches. The analysis identifies three primary forms of legitimacy: pragmatic, based on audience self-interest; moral, based on normative approval: and cognitive, based on comprehensibility and taken-for-grantedness. The article then examines strategies for gaining, maintaining, and repairing legitimacy of each type, suggesting both the promises and the pitfalls of such instrumental manipulations.

In a Different Voice. Psychological Theory and Women’s Development. Cambridge, MA (Harvard University Press) 1982.

Abstract: Introduction 1. Woman's Place in Man's Life Cycle 2. Images of Relationship 3. Concepts of Self and Morality 4. Crisis and Transition 5. Women's Rights and Women's Judgment 6. Visions of Maturity References Index of Study Participants General Index

Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective

Abstract: Research into Leader-Member Exchange (LMX) theory has been gaining momentum in recent years, with a multitude of studies investigating many aspects of LMX in organizations. Theoretical development in this area also has undergone many refinements, and the current theory is far different from the early Vertical Dyad Linkage (VDL) work. This article uses a levels perspective to trace the development of LMX through four evolutionary stages of theorizing and investigation up to the present. The article also uses a domains perspective to develop a new taxonomy of approaches to leadership, and LMX is discussed within this taxonomy as a relationship-based approach to leadership. Common questions and issues concerning LMX are addressed, and directions for future research are provided.

Rethinking individualism and collectivism: evaluation of theoretical assumptions and meta-analyses.

Abstract: Are Americans more individualistic and less collectivistic than members of other groups? The authors summarize plausible psychological implications of individualism-collectivism (IND-COL), meta-analyze cross-national and within-United States IND-COL differences, and review evidence for effects of IND-COL on self-concept, well-being, cognition, and relationality. European Americans were found to be both more individualistic-valuing personal independence more-and less collectivistic-feeling duty to in-groups less-than others. However, European Americans were not more individualistic than African Americans, or Latinos, and not less collectivistic than Japanese or Koreans. Among Asians, only Chinese showed large effects, being both less individualistic and more collectivistic. Moderate IND-COL effects were found on self-concept and relationality, and large effects were found on attribution and cognitive style.

Role congruity theory of prejudice toward female leaders.

Abstract: A role congruity theory of prejudice toward female leaders proposes that perceived incongruity between the female gender role and leadership roles leads to 2 forms of prejudice: (a) perceiving women less favorably than men as potential occupants of leadership roles and (b) evaluating behavior that fulfills the prescriptions of a leader role less favorably when it is enacted by a woman. One consequence is that attitudes are less positive toward female than male leaders and potential leaders. Other consequences are that it is more difficult for women to become leaders and to achieve success in leadership roles. Evidence from varied research paradigms substantiates that these consequences occur, especially in situations that heighten perceptions of incongruity between the female gender role and leadership roles.