...Article Reviewed : Eliane Bacha and Sandra Walker. (2012). The Relationship between Transformational Leadership and Followers’ Perceptions of Fairness, 116, 667-680. The article “The relationship between transformational leadership and follower’s perceptions of fairness” by Eliane Bacha and Sandra Walker is to study the relationship between transformational leadership and fairness on the distributive, procedural and interactional level. The research problem being addressed is whether the transformational leader impact the fairness of follower’s perception and reduce the gap among employees. It’s clearly stated in Abstract of the article that previously no study that focused on the direct relationship between transformational leadership and fairness. The researcher starts by saying Leadership research has typically not focused effectiveness paid little attention to the extent to which leader fairness affected leaders ability to mobilize and motivate followers. What can make the fairness’s perception among followers are the element of distributive, procedural and interactional of leader. Trustworthiness, ethical and integrity can be effective influence towards transformational leaders. That’s why a transformational leader who possesses values and ethical standards is perceived to be fair by his employees since he will be fair with them on the remuneration level, will allow them to participate in the decision making process, will treat all his employees...
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...J. (2002). The full range leadership theory: The way forward. In B. J. Avolio & F. J. Yammarino (Eds.), Transformational and charismatic leadership: The road ahead (pp. 3–33). Boston: JAI Elsevier Science. Aquino, K. (1995). Relationships among pay inequity, perceptions of procedural justice, and organizational citizenship. Employee Responsibilities and Rights Journal, 8, 21-33 Avolio, B. J., & Bass, B. M. (1987). Transformational leadership, charisma, and beyond. In J.G. Hunt et al. (Eds.), Emerging leadership vistas. Lexington, MA: Lexington Books. Avolio, B. J., Bass, B. M. and Jung, D. I. (1997). Replicated Confirmatory Factor Analyses of the Multifactor Leadership Questionnaire, Center f or Leadership Studies, Binghamton University, Binghamton, NY. Avolio, B. J., Zhu, W., Koh, W., & Bhatia, P. (2004). Transformational leadership and organizational commitment: Mediating role of psychological empowerment and moderating role of structural distance. Journal of Organizational Behavior, 25(8), 951–968. Retrieved February 16, 2008, from ABI/INFORM Global database. Barak, M. E. M., Nissly, J. A., & Levin, A. (2001). Antecedents to turnover and retention among child welfare, social work, and other human service employees: What can we learn from past research? A review and meta-analysis. The Social Service Review, 7(4), 625–661. Retrieved April 19, 2008, from ABI/INFORM Global database. Bass, B. M. (1998). Transformational Leadership: Industry, Military, and Educational...
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...The Case of the Transferred Employee The case study of the transferred employee is a narrative that explains a situation where someone within a healthcare organization is going against what is ethically right to avoid negative repercussions by human resources and his supervisor. This is an act that happens all the time within organizations. I believe this to be true because I have personally seen it done. I can see how the supervisor in this case study would have a very difficult time deciding on how to follow through with what he should do. It is easy to say that one would just go against their administrative leader on paper but it would be way more difficult in actuality. Especially when you know that this leader is your boss and controls your future. I will try to answer what I would do in this situation. What do you do? As explained before I could see how this would be difficult to decide what I would do with this situation. Do I do what I know is ethically right or do I please my boss who controls my job status and my future? I made a decision right away when I first came into a leader role within my healthcare organization. My decision was based off the fact that I knew I was going to have to make tough decision as a leader. Decisions that I knew would make some happy and others very upset. So I decided that no matter what I was going to make decisions off what I thought was ethically and morally right and then I was going to live with the outcomes...
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...Consensual Relationship Agreements Case Study In the article “Consensual Relationship Agreements” it is said that 72% of companies had no policy regarding workplace romance by referring to Society for Human Resource Management (SHRM) Workplace Romance Poll. In my opinion, this is an indication that CRAs are not essential instruments for arranging workplace behavior. Only a few companies implement CRAs. These companies apply for CRAs in different ways. Some companies may wish to recognize the relationship and to avoid negative consequences of it. However, some other companies concern about the maintenance of productivity and protection of the organization against any probable lawsuit. It can be considered that there is nothing to do with the ethics in applying CRAs when the companies pursue productivity and a legal self-protection. These agreements are not law and order because CRAs depend on leadership’s discretion. Making decision differs from culture to culture because of diversity and ethics. In such cases, moral intelligence plays a significant role. The leadership must observe the behavior of all the employees in regard to integrity, responsibility, compassion and forgiveness. Actually, there would not be need to implement CRAs for a successful leadership. For example, unlike the USA, in my country there are no similar examples. Instead, such problems are solved by the human resources management. In my last job, in Turkey, two of my coworkers developed a consensual relationship...
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...26/04/2015 Leadership: Understanding its Global Impact Lecture 7 1. The Integrative approach to understanding leadership: Charismatic, Transformational, Servant 2. Application of Leadership theory to case study – Kevin Rudd What to study for next TEST 2? • Lecture notes - Week 4 to Week 7 • Book Format of Test? • Multiple questions – 10 questions • Subjective question- 1 question • 40 minutes • Will start at 9.15 am / 2.15 pm 1 26/04/2015 QUIZ • How does situational leadership theory build on behavioural leadership theory? 4 Suggested answer: Example of Situational building on Behavioural is Hersey’s model Situational leadership theory builds on the behavioural theory as it introduces the idea that the most appropriate leadership style should be a combination of: • task • relations-oriented behaviour And that key factors in the work situation will determine the emphasis on task and relations behaviour in each combination We now have four possible leadership styles: (See diagram next slide) 5 Situational theory expanding on Behaviour/Style theory Leadership behaviour/style orientation Task Relations Both should be either High/Low – depending on follower maturity 6 2 26/04/2015 Example of Situational building on Behavioural is Hersey’s model Q: What is the right amount of emphasis on task & relations? Ans: It depends on the situation Q: According to Hersey...
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...www.sciedu.ca/jms Journal of Management and Strategy Vol. 1, No. 1; December 2010 Managing Justly Across Cultures: The Problem of Fairness in International Business Rolf D. Dixon (Corresponding author) Weber State University 3802 University Circle, Ogden, Utah 84408, USA Tel: +1-(801)-626-7542 E-mail: rddixon@weber.edu Cam Caldwell University of Georgia G-2 Brooks Hall, Athens, GA 30602-6256, USA Tel: +1-(318)-446-0129 E-mail: camcaldw@uga.edu Apichai Chatchutimakorn College of Business, McNeese State University Kayla Gradney College of Business, McNeese State University Kochakan Rattanametangkul McNeese State University katekochakan@yahoo.com Received: September 14, 2010 Abstract The aim of this paper is to examine the relationships between organizational justice and the factors that characterize cultural differences. This paper begins by briefly summarizing the nature of organizational justice and by identifying how justice is perceived. Hofstede’s five factors of cultural dimension model, which he developed in his seminal 1980 research on national cultures, is utilized to present characteristics of cultural differences. Ten propositions are then offered which relate to organizational justice and differences in cultural perspectives. These propositions suggest specific management approaches that organizational leaders can adopt to be more effective in dealing with employees from respective cultures. This paper concludes by identifying the importance of understanding...
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... | |Assessment 1- Report | |Case Study Not as Easy as 1, 2, 3 | | | Contents Executive Summary 3 1- Introduction 4 1.1 Background to the report 4 1.2 Scope 4 1.3 Aims 5 2- Discussion 6 2.1 Organizational Justice 6 2.2 Perception errors 7 2.3 Stress 7 2.4 Exit-Voice- loyalty-Neglect model 8 2.5 Team work 8 2.6 Motivation 9 3- Literature review 9 3.1 Organizational Justice 9 3.2 Maslow’s needs hierarchy theory 12 3.3 Expectancy theory 14 4- Solutions and suggestions 18 4.1 Organisational Justice 18 4.2 Stress 19 4.3 Improving feedback process 20 5- Conclusion 21 References 23 Executive Summary There are three purposes for this report. It attempts to indentify the problems in the case study Not as Easy as 1, 2, 3. Accordingly, it discusses about six main problems in ABC consulting firm that have negative impact on the organization effectiveness and the productivity of the objectives...
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... which of the following is the least predictive set of criteria used to eveluate employees traits if a manager uses critical incidents as a method of performance evaluation, then ____ the focus of the evaluation will center on key bahaviors. ____involves evaluations ones performance against the performace of one or more others Foreced comparison The concept of____can be applied to apprasials to increase the perception that employees are treated fairly. Due process Which of the following is true with reguard to leadership? It focuses on downward influence of followers. ____is the only tactic effective across organizational levels. Rational persuation to avoid poiticking during peroformance evaluations, and orginazation should_____ use objective criteria reactive and protective behavions to avoid action, blame, orcahge are termed____ Defensive bahaviors Mintzberg's managerial four roles entrepreneur role, disturbance handlers, esource allocators, negotiator role The ability to understand, communite with, motivate and support other people, both individually and ind groups, may be defined as____ human skills (human skills- the ability to work with, understand, and motivate other people, both individually and in groups) conceptual skills The mental ability to analyze and diagnose complex situations. According to fred luthans and his associates, managers involved in traditional management activities undertook which...
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...Introduction The telecommunications industry is ever evolving and Global Communications has failed to adapt. An industry that was characterized by local monopolies in the 1980s has seen a shift in recent years towards the global market (Cansfiled 2007). In recent years excess competition has led to a decrease in over 50% of Global Communications stock. Questionable decision making and internal communication have forced leadership to a decision of outsourcing call centers to foreign countries and a push through new products towards globalization. This paper attempts identify: The issues and opportunities that all Global Communications stakeholders face, the gap that needs to be bridged, and the end state visions the company will adopt to reinvent itself. Issue and Opportunity Identification Global Communications is faced with increased industry competition and their stock value has depreciated over 50 % during the past three years. Global faces a great deal of competition in local and international long distance services. Cable companies have stepped in and provided robust portfolio of products to consumers at the cost of market share for Global communications. The result of this increased competition and the rise in call center costs have caused management to devise an aggressive plan to address these issues. This plan calls for outsourcing of call centers to foreign countries and a move towards the global market, offering consumer and businesses, a well rounded...
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...Investigating the Impact of OJ & POS upon OCB: An Empirical Study Of LIC Employees In And Around Chandigarh. A SYNOPSIS SUBMITTED TO UNIVERSITY BUSINESS SCHOOL PANJAB UNIVERSITY CHANDIGARH ON SEPT 11, 2012 SUBMITTED TO: SUBMITTED BY: Dr. RUPINDER KAUR BIR PARMEEN MBA (HR) 3RD SEM ROLL NO: 18[pic] CONTENT 1. INTRODUCTION………………………………………………………………..2 - Organisational citizenship behaviour……………………….........................2 - Organisational justice……………………………………………………......3 - Perceived organisational support…………………………………………...5 2. REVIEW OF LITERATURE……………………………………………………6 - Literature review of OCB……………………………………………………7 • Dimensions of OCB…………………………………………………….....8 • OCB as latent construct……………………………………………….......11 - Literature review of OJ………………………………………………………12 • Organisational support theory……………………………………….......13 • Justice fosters employees OCB……………………………………….......14 • Justice builds customer satisfaction and loyalty……………………......14 • Justice builds trust and commitment…………………………………….15 ...
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...* Mini Case Study #1 A) Explain how concepts of organizational justice may be used to explain the success of the incentive programs described here. * Organizational justice draws an overall picture of what is fair in the workplace that is composed of distributive, procedural, and interactional justice (Robbins & Judge, 2013, pp. 222-223). In the case of Rogan, he was not able to provide his 107 employees with pay increases, however the cost savings incentive made up for that. In fact, the employees at Rogan got what they deserved based on the ideas they gave (or interactional justice). Likewise, Aspect Communications incentive plan is based customer service (or procedural justice) in which all 400 employees are equally rewarded when the customers are happy. At the Calvert Group, distributive justice was implemented where the bonuses are distributed to the outstanding performers as well as regular distributions of the company’s yield. As a result, employees will work harder in efforts to monetary bonuses. Indeed, the incentive plans at all three companies are based on a fair outcome and in the end will have a positive impact on the employee as well as the employee. Moreover, the employees will have a sense of satisfaction at their jobs, which increases production and quality. Effective incentives involve more than just money. Explain what these three firms are doing in recognition of this fact. While monetary incentives are great but money does not buy happiness...
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...cannot function without leaders. Leader is the most substantial element of successful organizations. Becoming outstanding leaders, leadership skill is vital in order to drive the organizations forward. Several leadership principles are extensively used these days. Burns (1978) identified two types of leadership comprise of transactional and transformational leadership. Hence, leaders should be capable to indicate which theory should be applied in accordance with organization’s culture and objectives. This essay aims to evaluate the resemblances and the differences between transactional and transformational leadership as well as the feasibility to utilize a mixture of them by giving the definitions and examples followed by the supporting researches and studies. Initially, transactional and transformational leadership are different in terms of implementation and its outcomes. However, transformational leadership was developed from transactional leadership (Downton, 1973). Bass (1985) defined transactional leadership as an exchange activity that leaders execute to motivate subordinates in order to achieve their tasks by giving out reward or punishment correspond with their performance. Additionally, active and passive management by exception are taken into account when it comes to misconception and faults. Bass (1985) stated that transformational leadership emphasizes the value of subordinates, encourages them to perform extra effort, and assures their comprehension on organization’s...
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...Organizational sustainability in the international environment: The case of 2010 Gulf of Mexico Exploring Justice, Fairness and Organizational sustainability in the international environment: The case of 2010 Gulf of Mexico Abstract This study leverages insights from the literature of organizational sustainability, stakeholder theory as well as the notion of organizational justice and fairness to help answer the question as to how companies should morally prioritize corporate social responsibility, corporate accountability and stakeholder claims. In this paper, I also utilized the concept of corporate social responsibility as well as the triple bottom line in order to form my own model of sustainability. This model is used to analyze the case of the 2010 Gulf of Mexico oil spills which was claimed as the responsibility of British Petroleum. I also addressed the strong relationship between organizational justice and organization sustainability with the conclusion that by enhancing organizational justice and fairness, organizations will be able to obtain its sustainable development in the long terms. Moreover, it is important to note that this article mostly focus on the sustainability regarding to three dimensions of economic, environmental and social, analyzing the real-world problems in order to emphasize the importance of philosophical roots of sustainability. Perhaps the result came out from this study will be seen as a thought-provoking theoretical and empirical grounds...
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...Running head: PROBLEM SOLUTION: INTERSECT INVESTMENTS Problem Solution: Intersect Investments Mary Jacobs University of Phoenix Problem Solution: Crys Tel Crys Tel has learned that resistance to change and lack of flexibility endanger the progress of an organization, limiting its powers. With this in mind the Chief Executive Officer Morgan Trevannon decided to initiate new ideas to increase the company’s financial future. A potential goal has been established to advance the telecommunication industry with this process Crys Tel is likely to face technological and administrative changes regularly. Team members have been organized to have brainstorming sessions to develop an implementation strategy that will be beneficial to shareholders, management, and employees. This implementation process will be done in stages to ensure any defects will be caught early in the project and corrected prior to finalizing the go live time. Situation Analysis Issue and Opportunity Identification Crys Tel has decided to implement a transition plan to optimize flexibility, promote innovation, and sustain change. By the end of the initiation phase of the Project Delivery Framework (PDF), teams must complete the Project Charter. The Project Charter aims to achieve two key objectives: 1. To facilitate early engagement of the known cross-impacted teams and work together to finalize the high-level scope of the project. Although this high-level scope will be elaborated...
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...Teaching and Teacher Education 27 (2011) 648e656 Contents lists available at ScienceDirect Teaching and Teacher Education journal homepage: www.elsevier.com/locate/tate Teachers’ critical incidents: Ethical dilemmas in teaching practice Orly Shapira-Lishchinsky 1 Department of Educational Administration, Leadership and Policy, School of Education, Bar-Ilan University, Ramat-Gan 52900, Israel a r t i c l e i n f o a b s t r a c t Article history: Received 21 March 2010 Received in revised form 10 November 2010 Accepted 11 November 2010 The aim of this study is to explore ethical dilemmas in critical incidents and the emerged responses that these incidents elicit. Most teachers try to suppress these incidences because of the unpleasant feelings they evoke. Fifty teachers participated in the study. A three-stage coding process derived from grounded theory was utilized. A taxonomy of critical incidents by means of the ATLAS.ti 5.0 revealed a multifaceted model of ethical dilemmas, among them clashing with rules, standards, or norms in school, as well as a multitude of derived responses. The results encourage the development of educational programmes based on teachers’ critical incidents. Ó 2010 Elsevier Ltd. All rights reserved. Keywords: Teaching Ethics Ethical knowledge Ethical dilemmas Schools 1. Introduction 2. Theoretical background Teachers deal with many ethical problems in their practice. They encounter issues such as inappropriate allocation of resources, situations...
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