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1.
Leonard I. Ugwu Ibeawuchi K. Enwereuzor Esther U. Orji 《Review of Managerial Science》2016,10(4):629-648
Globalization and the transformation of the organizational scene are increasing the pressure and threshold for employees to constantly perform maximum output. As such, the measure of success for many organizations is determined by their productivity level. Therefore, we believe that the leadership style adopted by the leader and the level of trust subordinates have in such a leader may be salient in determining the level of in-role performance of the subordinates in question. This study therefore tries to shed light on this issue by testing the hypotheses that transformational leadership and trust in leadership would significantly predict in-role performance, and that trust in leadership would further mediate the relationship between transformational leadership and in-role performance. A sample of 170 factory workers (subordinates) and 6 supervisors participated in the study. The subordinates completed measures of transformational leadership and trust in leadership while that of in-role performance of these subordinates was based on the ratings of their immediate supervisors. The results of the Hierarchical Multiple Regression showed that only transformational leadership positively predicted in-role performance, whereas trust in leadership failed to predict or even mediate this relationship. The study discussed the implications of the findings, limitations, and suggestions for prospective research. 相似文献
2.
《The Leadership Quarterly》2023,34(4):101475
This paper replicates and extends Kuhn and Weinberger's (2005) “Leadership Skills and Wages”. The original article found that those white males who were club presidents and team captains in high school earned significantly more eleven years later. As the empirical relationship between leadership positions and subsequent earnings includes those characteristics that predate high school and those that are developed because of leadership activity participation in high school, the original study cannot differentiate between leadership skills developed earlier and those developed in high school. We employ propensity score matching on leadership exposure in high school to control for potential endogenous observable selection and provide estimates from instrumental variable regressions to assess the robustness of the original effects to other omitted causes. To investigate the generalizability of the original findings, we also extend the sample by including females and non-white males. Lastly, we investigate how an extension of the initial (11-year) time horizon to almost 50 years affects the coefficient estimates. We can corroborate the original effect that those who occupied leadership positions as captains and presidents earn more 11 years after high school and report higher income some 50 years after high school. We fail, however, to find effects for those who occupied only a role as captain or president solely. Moreover, the findings do not generalize to the samples of females and non-white males. Our findings provide important insights into later-life benefits of early leadership exposure and have implications for those designing leadership training programs and those taking on (or refraining from) leadership positions in early life. 相似文献
3.
Marlene Davies 《Journal of Management and Governance》2009,13(1-2):41-73
This research looks at the working relationship between audit committees and the internal audit function within Welsh local government. The focus is primarily on the working relationship from the perspective of the head of internal audit, also known as the Chief Audit Executive or Chief Internal Auditor [Head of internal audit will be used synonymously with that of Chief Audit Executive and Chief Internal Auditor]. Is it a marriage of convenience or a working relationship where the two can capitalise on what they both bring to the corporate governance arena? Reluctance by local government in Wales to embrace the merits of audit committees in the late 1990s means that local government is playing catch up with other public sector organisations. This in turn affects the recognition of the benefits of an effective audit committee capable of working with the internal audit function to promote sound corporate governance. Published guidelines by the UK public sector accountancy body in 2005 on the implementation of audit committees within local government made those organisations yet to establish an audit committee to rethink the situation, and were encouraged by the seemingly positive benefits of audit committees. Wales was no exception, and the 22 local authorities considered embracing the concept of audit committees. Consequently, this placed the internal audit function and head of internal audit under the spotlight in terms of the expectations of the audit committee members. Audit committees roles and responsibilities mean that they should assist councils and officers to ensure they undertake their responsibilities with probity and effectiveness, especially in respect of financial control. It is imperative that committee chairs and internal audit can function as a working team in order to be effective. Audit Committees have a role to assess the performance of the internal audit function, appoint heads of internal audit, support and promote the audit function within the organisation. It is therefore important that the heads of internal audit have confidence and respect for the audit committee and its chair in terms of the skill and knowledge it has of the audit role in relation to the financial and non-financial aspects of the organisation. Laura Spira (2003) comments on how very little research has been undertaken in relation to the audit committee activities, within the private sector, consequently very little is known about what they actually do, let alone how effective they are in undertaking their role. In a similar vein, the same is true of the public sector audit committee activities, especially when they have tended to adopt the private sector audit committee as a blue print to their own audit committee development. 相似文献
4.
《The Leadership Quarterly》2022,33(6):101574
Attractive political candidates receive more votes on Election Day compared to their less attractive competitors. One well-cited theoretical account for this attractiveness effect (White et al., 2013) holds that it reflects an adaptive psychological response to disease threats. Voters are predicted to upregulate preferences for attractiveness because it constitutes a cue to health. The global COVID-19 pandemic constitutes an ecologically relevant and realistic setting for further testing this prediction. Here, we report the results from six tests of the prediction based on two large and nationally representative surveys conducted in Denmark (n = 3297) at the outbreak of the pandemic and one year later. Utilizing experimental techniques, validated individual difference measures of perceived disease threat and geographic data on COVID-19 severity, we do not find that disease threats like the COVID-19 pandemic upregulate preferences for attractive and healthy political or non-political leaders. Instead, respondents display heightened preferences for health in socially proximate relations (i.e. colleagues). Moreover, individuals who react aversively to situations involving risks of pathogen transmission (scoring high in Germ Aversion) report higher importance of a wide range of leadership traits, rather than for health and attractiveness in particular. Results are discussed in relation to evolutionary accounts of leadership and followership. 相似文献