A comparative study of three leadership approaches in India

We examined the validity of three leadership approaches in an organization in India. We used a multi-theory and multi-method design to competitively test transformational leadership theory, the nurturant–task leadership model, and a local organization-specific leadership model. Transformation leadership theory is one of the most widely studied and accepted theories in Western countries and is viewed as a universalistic leadership approach. The nurturant–task leadership model was developed in India and viewed as a culture-specific leadership approach. We also developed a local leadership model, called RDO, a pseudonym for the organization, and viewed it as an organization-specific leadership approach, using a qualitative analysis of interview data. The overall results of our qualitative–quantitative work provide strong support for the RDO leadership model, some support for a nurturant–task leadership model, and minimal support for transformational leadership theory. These results suggest that research designs that include a multi-theory, multi-methods approach in a single culture have the potential to increase our understanding of leadership processes.     

Simple inference in multinomial and ordered logit

This paper provides some simple methods of interpreting the coefficients in multinomial logit and ordered logit models. These methods are summarized in Propositions concerning the magnitudes, signs, and patterns of partial derivatives of the outcome probabilities with respect to the exogenousvariables. The paper also provides an empirical example illustrating the use of these Propositions.     

Workforce Issues in Residential Care Facilities in Rural China

This study examined contemporary frontline workforce issues related to residential care for elders in rural China. Residential facilities in rural China are in transition from exclusively providing shelter to childless elders to providing long-term care for frail elders. These facilities are also under pressure to improve the quality of services that they provide. The study is based on in-depth interviews with administrators and field observations of facilities. The study focused on the following issues related to the workforce: recruitment and retention, training, work environment, workforce organization, regulations, compensation, and career ladders. The implications of resident characteristics for demands on the work force were examined. The study found that lack of skilled personnel is one of the major reasons that the overwhelming majority of facilities deny admission to frail and demented elders. Improving workers’ skill is critical if these facilities are to meet the increasing demand for institutional long-term care needs.     

Developmental Career Counseling with Teenage Parents

Although teenage parenthood is recognized by many counselors as a developmental identity crisis, it rarely has been viewed as a developmental career crisis. This article suggests developmental career assessment and counseling procedures for use with teenage parents.     

Leader behaviors and career derailment potential: A multi-analytic method examination of rating source and self–other agreement

Based on extensive research that views leadership as a multi-faceted phenomenon, we examined how the relationships between task-oriented and relationship-oriented leader behaviors and career derailment potential vary by observer perspective. We present findings using three different analytical techniques: random coefficient modeling (RCM), relative weight analysis (RWA), and polynomial regression (PR). RCM findings suggest that self-, direct report, peer, and supervisor ratings of leader behaviors differ and are associated with career derailment potential. RWA results indicate that self-ratings matter the least, whereas peer ratings of leader behaviors typically matter the most in predicting career derailment potential. PR analyses indicate that career derailment potential is lowest when self-ratings are lower than other ratings of leader behaviors and/or when self–other ratings converge on higher, rather than lower, ratings of leader behaviors. Implications for leadership and self–other agreement research and professional practice are discussed.