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Journal of Leadership & Organizational Studies

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Most recent articles from Journal of Leadership & Organizational Studies
Setting goals and taking ownership: understanding the implications of participatively set goals from a causal attribution perspe
The purpose of this theoretical article is to explore the psychological processes underlying employee participation in goal setting. Specifically, it presents a conceptual model that attempts . . .

Unpacking personal adaptability at work.
Adaptability is a key competency for career success. In this article, the authors examine how individual adaptability is associated with the accrual of human capital, the organization of the . . .

The interactive effects of job insecurity and organizational cynicism on work effort following a layoff.
The widespread layoffs of the past 25 years have caused unparalleled levels of distrust and frustration in organizations. Organizational cynicism, which is frequently a manifestation of . . .

Communicator style and social style: testing a theoretical interface.
The purpose of this empirical study was to examine the interface between two key models of communication style: social style and communicator style. Social style is based on a two-by-two . . .

What do leaders recall about their multisource feedback?
We examined 145 leaders' recall of their multisource feedback (MSF) 9 months after receiving the feedback. Leaders recalled more strengths than weaknesses, but these memories had only a . . .

Are we on the same page? Effects of self-awareness of empowering and transformational leadership.
This study examines the effects of leaders' self-awareness of their own leadership on followers' satisfaction, self-leadership, and leader effectiveness. A leader's self-awareness . . .

Get safety problems to the surface: using human resource practices to improve injury reporting.
This study examines the relationship that employee perceptions of rewards, training, and selection have with reported and unreported employee injuries requiring doctor's attention, first aid . . .

Differences between part-time and full-time employees in the financial services industry.
Although part-time employees account for approximately 17% of the workforce, how, or if, they differ from full-time employees is still unknown. This study addresses the question of whether . . .

An investigation of the effects of psychological contract and organization-based self-esteem on organizational commitment in a s
In this cross-sectional research design, the authors explore and offer evidence of differential obligations of permanent and contingent workers to their organization. Additionally, they . . .

Passive-aggressive behavior and leadership styles in organizations.
In this phenomenological study, 13 experts were asked about passive-aggressive (PA) behaviors in the workplace, specifically, whether leadership styles (autocratic, transactional, . . .

A bully as an archetypal destructive leader.
Leaders do not necessarily have the best interests of the organization in mind when they make decisions. Many times, leaders treat their own personal goals as more important in relation to the . . .

The effects of job insecurity on satisfaction and perceived organizational performance.
This research examines the effects of job insecurity on job satisfaction and organizational performance. Performance was measured with perceptual data. A total of 320 employees from . . .

Politics understanding and networking ability as a function of mentoring: the roles of gender and race.
Some have suggested that mentoring in organizations tends to focus on "learning the ropes," or understanding organizational politics. This process is believed to result in building . . .

Growing the employee brand at ASI: a case study.
The employee brand is the image presented to an organization's customers and other relevant stakeholders through its employees. The employee branding process is predicated on achieving and . . .

Follower propensity to commit crimes of obedience: the role of leadership beliefs.
Organizations and society are concerned about unethical behavior. One type of unethical behavior is crimes of obedience, where followers are influenced by a leader to engage in behavior they would . . .

Overqualification and selection in leadership training.
This study examines perceived overqualification in a leadership training scenario. The results show that overqualification is associated with negative attitudes but not with poor performance. . . .

Followership: the theoretical foundation of a contemporary construct.
This article presents the theoretical foundation of followership. The words follower and followership are increasingly used in discussions of leadership and organizations, and many think that the . . .

Falling over ourselves to follow the leader: conceptualizing connections between transformational leader behaviors and dysfuncti
Recently, there has been growing interest in more fully examining the situational conditions under which the positive effects of charismatic or transformational leadership are actually achieved. . . .

R&D alliances and the effect of experience on innovation: a focus on the semiconductor industry.(research and development)
Past success and failure shapes the future decisions of an organization. Recent research shows that experience with previous strategic alliances is an important determinant for new . . .

Implementing process innovations: the benefits of combining delegative-participative with consultative-advisory leadership.
Previous research leaves open which facets of leadership foster the implementation of process innovations. In this study, the authors analyze the effects of delegative-participative . . .

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