The effects of leadership change on team escalation of commitment

Although teams benefit from developing plans and processes that boost efficiency and reduce uncertainty, they may become too attached to these plans and escalate commitment when an alternative response is needed. Drawing on theories of team leadership, team processes and escalation of commitment, we propose that a change in leadership can help the team reduce commitment to outdated plans and avoid further escalation over time. Across two studies, we tested and found support for our hypotheses and provide evidence that leadership change can break the cycle of escalation by enhancing leader-driven team reflection and refocusing the team on error correction instead of additional investment. We discuss how the results of these studies extend existing theory and add to our understanding of the important role leaders play in enhancing team adaptation and preventing team escalation.     

Leader individual differences,situational parameters,and leadership outcomes: A comprehensive review and integration

In this article, we provide a wide-ranging review of recent research on leader individual differences. The review focuses specifically on the explosion of such research in the last decade. The first purpose of this review is to summarize and integrate various conceptual frameworks describing how leader attributes influence leader emergence and leader effectiveness. The second purpose is to provide a comprehensive review of empirical research on this relationship. Also, most prior reviews primarily examined leader personality traits; this review includes a broader array of leader attributes, including cognitive capacities, personality, motives and values, social skills, and knowledge and expertise. The final broad purpose of this paper is to review and integrate situational and contextual parameters into our conceptual framing of leader individual differences. Few, if any, prior reviews have systematically accounted for the critical role of such parameters in cuing, activating, or delimiting the effects of particular leader attributes. We do so in this article.     

Capturing hearts and minds: The influence of relational identification with the leader on followers' mobilization and cardiovascular reactivity

The influence of relational identification (RI) on leadership processes and the effects of social identity leadership on followers' responses to stress have received scant theoretical and research attention. The present research advances theoretical understanding by testing the assertion that high RI with the leader drives follower mobilization of effort and psychophysiological responses to stress. Two experimental scenario studies (Study 1 and Study 2) support the hypothesis that being led by an individual with whom followers perceive high RI increases follower intentional mobilization. Study 2 additionally showed that high (vs. low) RI increases follower resource appraisals and cognitive task performance. A laboratory experiment (Study 3) assessing cardiovascular (CV) reactivity showed that, compared to neutral (i.e., non-affiliated) leadership, being led by an individual with whom participants felt low RI elicited a maladaptive (i.e., threat) response to a pressurized task. In addition, relative to the low RI and neutral conditions, high RI with the leader did not engender greater challenge or threat reactivity. In conclusion, advancing social identity leadership and challenge and threat theory, findings suggest that leaders should be mindful of the deleterious effects (i.e., reduced mobilization and greater threat state) of low RI to optimize follower mobilization of effort and psychophysiological responses to stress.     

Empathic emotion and leadership performance: An empirical analysis across 38 countries

The purpose of our research is to examine the relationship between subordinate ratings of a target-leader's empathic emotion and boss ratings of performance of that target-leader. Furthermore, using hierarchical linear modeling, we assess whether the cultural background of the target-leader moderates this relationship. Our results show that leaders who are rated by their subordinates as engaging in behaviors that signal empathic emotion are perceived as better performers by their bosses. In addition, we found that the GLOBE societal culture dimension of power distance was a significant cross-level moderator of the relationship between empathic emotion and performance. Implications for leading in cross-cultural and multicultural contexts are discussed.     

Therapeutic implications of continuing bonds expressions following the death of a pet

Through the exploration of 12 continuing bonds expressions (CBE), this current study investigated the grief reaction and continuing impact of the death of a pet. Thirty-three individuals were interviewed to determine the degree of connection maintained with the deceased pet and how that affects their coping. Findings emphasize that the majority of respondents frequently maintain ongoing meaningful ties with their deceased pet through the use of CBE such as fond memories, rituals, dreams. The findings suggest that it is not the number of CBE but the degree of adaptability that is significant. The importance of recognizing the unique, total experience of those grieving the death of a pet is addressed. Implications for those working with and supporting those in grief are included. Future directions for research are described.     

Improving an upper bound on the size of k-regular induced subgraphs

This paper considers the NP-hard graph problem of determining a maximum cardinality subset of vertices inducing a k-regular subgraph. For any graph G, this maximum will be denoted by α _k (G). From a well known Motzkin-Straus result, a relationship is deduced between α _k (G) and the independence number α(G). Next, it is proved that the upper bounds υ _k (G) introduced in Cardoso et al. (J. Comb. Optim., 14, 455–463, 2007) can easily be computed from υ ₀(G), for any positive integer k. This relationship also allows one to present an alternative proof of the Hoffman bound extension introduced in the above paper. The paper continues with the introduction of a new upper bound on α _k (G) improving υ _k (G). Due to the difficulty of computing this improved bound, two methods are provided for approximating it. Finally, some computational experiments which were performed to compare all bounds studied are reported.     

The EPQ with partial backordering and phase-dependent backordering rate

In previous work we established a closed-form optimal stocking strategy for an EPQ model with partial backordering at a constant rate β. Here we extend this work to allow for the possibility that the percentage of demand backordered will increase when production starts again. We show how our previous model can be adapted to find the optimal decision variable values for this new assumption and develop the condition that the initial value of β must meet for partial backordering to be optimal.     

New perspectives on the governance of executive compensation: an examination of the role and effect of compensation consultants

We develop a multi-theoretic approach, drawing on economic, institutional, managerial power and social comparison literatures to explain the role of the external compensation consultant in the top management pay setting institutional field. Taking advantage of recent disclosure requirements in the UK, we collect data on compensation consultant use in 232 large companies. We show that consultants are a prevalent part of the CEO pay setting scene, and document evidence of all advisor use. Our econometric results show that consultant use is associated with firm size and the equity pay mix. We also show that CEO pay is positively associated with peer firms that share consultants, with higher board and consultant interlocks, and some evidence that where firms supply other business services to the firm, CEO pay is greater.     

该反思你对人员管理的认识了

要保持竞争力,企业必须在人员管理方面采取大幅变革当婴儿潮一代临近传统上的退休年龄,具有前瞻思维的企业正加大对领导力发展与继任规划的投入。他们着眼于加强人才储备:让企业的青