This field study examined the effects of the leadership dimensions of "consideration" and "initiating structure" on turnover behavior. The subjects were male and female blue collar workers under the direction of female supervisors. The Supervisory Behavior Description Questionnaire measures of "consideration" and "initiating structure" were not found to be related to turnover for this group of employees. Implications for future research concerning turnover with blue collar workers is discussed.

The purpose of this paper is to explore the role of management in organizations and, specifically, look at the overlap between management and leadership with a particular focus on empowerment. With considerations of previous literature, current examples, and a case study interview, this literature seeks to solidify the importance of leadership by managers in the workplace. Furthermore, it seeks to highlight the role of empowerment, presented by the leader and experienced by followers, in creating a thriving workplace built on culture and trust. Lastly, the literature aims to better understand the motivations of the modern employee to provide potential areas of focus that can improve manager and employee relationships. This is an analysis of modern management looking at the effects of leadership, empowerment, and motivation in the workplace.

Understanding the challenges parents of children with disabilities face when seeking to balance work and family is a real concern; however, these challenges have not been well studied. Parents of children with disabilities experience excess challenges in the home domain as a result of their caregiving demands that can lead to challenges in balancing family and work. This is particularly problematic for parents raising children with autism spectrum disorder (ASD). The present study examined the relationship between inter-domain transitions and work-family conflict in order to identify personal and situational factors that were associated with reduced conflict and parenting stress in a population of parents raising children with ASD. Results of this study demonstrated the importance of individuals’ appraisal of transitions on the relationships between inter-domain transitions and work-family conflict and inter-domain transitions and parenting stress. Further, family-supportive supervisor behaviors and segmentation preferences mitigated the experiences of WFC and parenting stress for this population. The results of this study provide important implications for organizations in seeking to help parents of children with ASD more effectively balance their work and family domains.

Leadership has been a much studied area within industrial and organizational psychology. Recently, scholars have begun to focus on the negative side of leadership; however, a lack of research has limited our understanding of toxic leadership. One step forward in this domain has been the development of the toxic triangle, which posits that toxic leaders are aided by toxic followers with a toxic environment. Although the leader has been studied within this triangle, relatively little has been researched regarding the follower or the environment. Specifically, that there has been a lack of research in the organizational environment that allows the rise of toxic leaders is concerning. In this study, a toxic work environment scale was developed to help capture pieces of organizational environments that contribute to the rise of toxic leadership. A refined scale was used along with a qualitative piece. Four other scales were used to establish convergent and divergent validity. From the results of this study, although refinement is needed, support for three of the dimensions was found: favoritism, perceived threat, and overall organizational climate. Additionally, through the qualitative portion, additional themes that emerged (e.g., bullying) could be utilized in future use of measures to help assess toxic work environment features. Finally, I recommend that researchers interested in the toxic triangle endeavor to conduct studies that examine all elements simultaneously.

While inclusion has been identified as the key to unlocking the benefits of diversity in organizations, the impact of inclusive leader behaviors on employee perceptions is rarely examined. By demonstrating behaviors that supports employee voice and encourages employee participation, inclusive supervisors may impact employees’ perceptions of organizational resources. The present study examines the mediating roles of trust, justice, and leader-member exchange (LMX) on the relationship between inclusive leadership and employees’ perceptions of organizational resources (general organizational means-efficacy; GOME). A path analysis was used to examine the mediation model, which found that inclusive leadership strongly predicts GOME perceptions. Mixed support was obtained for the proposed mediation model, as informational justice, distributive justice, and interpersonal justice significantly mediated the relationship. While procedural justice and trust were not statistically significant mediators, the combined mediators almost fully mediated the relationship between inclusive leadership and GOME. The results suggest that direct supervisors play a crucial role in enhancing employee justice and trust perceptions, which in turn positively impact GOME perceptions. Implications and directions for future research are discussed.

This study was an attempt to gain insight into differing conceptions of job performance and job performance factors held by supervisors, employees in general, and of employees rated high and low on overall job performance by their supervisors. The discrepancy in the perceptions of job performance is an element in a general pattern of a well-documented discrepancy in the perception of subordinates’ wants, needs and desires by superiors. To assess employees’ perceptions about their own job performance, self-ratings were taken, along with estimate ratings of how employees thought their supervisors would rate them. A graphic rating scale was used, Format III, with seven job performance factors; Ability to work with others, Amount of work done, Quality of work done, Leadership potential, Ability to do complicated jobs, Ability to work with minimum supervision, Conscientiousness, and an eight scale, Overall Performance. Subjects were 78 female assembly workers along with their eight immediate male supervisors.

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Diversity training in workplaces is occurring across the U.S. at a growing rate. These programs attempt to make work environments more pluralistic for everyone. Conflict and feminist theory both agree that those with less power will see issues in a different way than will those with more power. This research involved a questionnaire administered to employees at a governmental agency in a small city in the Southeastern United States. Indices were used to measure attitudes toward diversity and sexual orientation. T-tests and multiple regressions were employed to determine the differences in employees' attitudes toward the two dependent variables. Results from 175 returned questionnaires showed females, nonwhites, and employees with fewer years of employment had more positive attitudes toward diversity and equality based on sexual orientation than did males, whites, and employees with a large number of years in the workforce.

Persuasion is becoming increasingly prevalent and important for executives in the business world, especially in light of the current economic situation and the shifting dynamic in organizational management. As a result, it is worth examining the scientific process behind persuasion and how applying these findings will produce more effective executive leaders. This paper will dive into the realm of persuasion in the work place by first drawing upon the history between persuasion and rhetoric, how these historical thought processes have influenced the persuasion we know and understand today, as well as examine how certain techniques can make persuasion most effective, to not only produce more influential leaders, but also passionate and motivated organizations as a whole. Specifically, it will look into how becoming a persuasive leader is like putting together a jigsaw puzzle of the four main principles of effective persuasion: establishing credibility, framing the argument, providing compelling evidence, and connecting emotionally.

This study examined two item characteristics believed to influence rater agreement: observability and difficulty. The first goal of this study was to replicate the findings of Roch, Paquin and Littlejohn (2009), which found that rater agreement was negatively related to item observability (Hypothesis 1) and rating difficulty (Hypothesis 2). The study also explored whether participants had closer item performance ratings to their overall impression when items were less observable (Hypothesis 3) and more difficult to rate (Hypothesis 4). A sample of 254 Undergraduate psychology students viewed a video of a leaderless group discussion and then filled out a rating form assessing performance of one of the individuals in the video and rating difficulty. Results were that rater agreement was positively related to observability (not supporting Hypothesis 1) and negatively related to difficulty (supporting Hypothesis 2). RDS, a distance score between participant’s overall impression and the item performance rating was computed to assess Hypotheses 3 and 4. RDS was positively related to observability (supporting Hypothesis 3) and not related to difficulty (not supporting Hypothesis 4). The positive relationship between observability and rater agreement was surprising given that it was the opposite of previous findings. Not hypothesized but of interest to the study was that observability and difficulty were not correlated. In previous studies, these variables were negatively correlated. Implications of these findings are discussed along with directions for further research.