Work/Family Policies,The Changing Role of Fathers and The Presumption of Shared Responsibility for Parenting

Recent approaches to work/family policies which emphasise options for women have the potential to reinforce gender divisions of labour and to increase conflicts between paid work and family. It is argued here that more account needs to be taken of the interaction between male and female commitments to work and family, and of the possible increased involvement by men in family life. The movement away from the traditional role as the autocratic head of the household towards a more nurturant and available father role, while still small, appears to be gathering momentum. This is reflected in recent research findings, in newspaper articles and other media reports, and in proposals for changes in employment policies (e.g., the ACTU “family leave” test case). While research and everyday accounts provide some hope for future changes in gender divisions of labour, more caution needs to be taken in interpreting research findings and in making statements about the extent to which change has already occurred. A radical new direction in approaches to policy development is needed if the existing status quo of father as the major breadwinner and more distant family member, and mother as the housewife, nurturer and supplementary income earner, is to be altered. Suggestions are made for the development of policies that would both respond to the needs of fathers who are primary caregivers, and help promote a greater sharing of parenting responsibilities by fathers. The basis of these proposals is an argument for the adoption of a presumption of shared parenting to parallel the current presumption of gender equality in the paid workforce.     

Transformational Leadership Education and Agency Perspectives in Business School Pedagogy: A Marriage of Inconvenience?

We critique transformational leadership education in university business schools based on a literature review, a study of the websites of 21 leading business schools, and an analysis of two presentations to business school students at Massachusetts Institute of Technology and Stanford University by the former CEO of General Electric, Jack Welch. Our critique draws attention to the unresolved tension between two motivating ideas that underpin much teaching in business schools: collective interest ideas that permeate transformational leadership education; and self-interest ideas derived from agency theory. Transformational leadership tends to be depicted as a process by which leaders exert a 'top-down' influence over the activities of others, while simultaneously asserting that their organizations have a common purpose and pursue a collective interest. We highlight the risk that business schools are producing graduates who will attempt to appeal to common needs (guided by precepts of transformational leadership) but who will simultaneously enact contradictory performance management systems (guided by agency theory). We encourage business school educators in leadership to adopt approaches which are more critical, relational and reflexive. We suggest some general directions for an alternative leadership prospectus, based on followership, the promotion of critical upward communication within organizations, and the recognition of leadership as a contested, discursive and co-constructed phenomenon.     

‘First,get to know them’: a relational view of organizational socialization

An important episode in workplace learning is the socialization of newly hired people into the organization. Typically, the literature conceptualizes the socialization of new employees as a learning process whereby the newcomer is responsible for learning to fit into the organization. This perspective seems to underestimate the social influences of co-workers and managers. Research and theorizing on social exchange and interpersonal relationships identify the quality of relationships between members of a group as a fundamental factor moderating the quality and outcomes of other interactions related to learning and work. This paper presents the findings of a recent study of organizational socialization experienced by new engineers recently hired into a large, global manufacturing company based in the US. Results of this qualitative case study explore and explain the socialization process from a relational perspective providing compelling evidence that relationship building is a primary driver of the socialization process in organizations.     

ON CONSUMER- VERSUS FIRM-LEVEL ANALYSIS OF ADVERTISING EFFECTIVENESS: IMPLICATIONS FOR MODEL BUILDING*

Issues relating to the construction of marketing models are discussed. These include determining the level of aggregation of model construction, specifying the structure of the model, and the aggregation level of data to be employed in estimating model parameters. These issues are addressed through specifying and estimating both consumer-level and firm-level models and comparing the results. An important conclusion is that inferences about consumer behavior should not be drawn from firm-level models since aggregation bias may exist.