Thesis (Ph. D.)--Syracuse University, 2009 . / "Publication number: AAT 3381571."

Thesis (Ph. D.)--Syracuse University, 2009. / "Publication number: AAT 3381605."

Thesis (Ph. D.)--University of Queensland, 2002. / Includes bibliographical references.

Thesis (M.A. (Research Psychology))--University of Pretoria, 2002. / Includes bibliographical references (leave 128-133).

This dissertation contains two studies. The first study uses a resource-based view to update previous meta-analyses of leader-member exchange (LMX) (Gerstner & Day, 1997; Ilies, Nahrgang, & Morgeson, 2007) by meta-analyzing the relationships between LMX and its various antecedents and outcomes. Based on the conservation of resources (COR) theory, LMX is regarded as a valuable resource toward multiple performance outcomes. Four groups of antecedents are proposed and it is argued that these resources help to develop a high quality of LMX, which represents the “resource gain” process in COR theory. Hypotheses relating to relationships between LMX and its correlates were proposed and tested. Methodological moderators were also included. Overall, results show that LMX is significantly related to various antecedents and outcomes. Implications for theory development and directions for future research are discussed. Based on the findings and research gaps observed from the first study, the second study uses a social-exchange view to propose and test a model of supervisor monitoring influencing subordinate innovation. It introduces a new and parsimonious classification of supervisor monitoring (control monitoring and developmental monitoring) and examines the effects of these two monitoring behaviors on subordinates’ innovative behaviors (generating, spreading, and implementing new ideas). Guided by the social exchange theory, this study argues that the two types of supervisor monitoring would affect subordinates’ job attitudes (trust and distrust in supervisor), social relationship quality (leader-member exchange), and work behaviors (feedback seeking behaviors), which in turn affect their innovative behaviors. Data were collected from 388 supervisor-subordinate dyads in China. Results show support for the proposed theoretical model. Findings suggest that supervisors’ monitoring behaviors have both positive and negative effects on subordinates’ innovations, depending on the kind of monitoring behavior they display. / published_or_final_version / Business / Doctoral / Doctor of Philosophy

Members of organizations form relationships with many different people in their organization. Exchange theory provides a basis for analyzing how these organizational relationships function in two different ways. Leader-member exchange (LMX) theory describes how an employee's relationship with his/her leader influences his/her attitudes and behaviors, while coworker exchange theory (CWX) focuses on the attitudes and behaviors that result from relationships between coworkers. Few researchers have investigated how leader-member exchange theory and co-worker exchange theory work together to affect employee level attitudes and behaviors. In this dissertation, I use a social network framework to synthesize and articulate the confluence of leader-member exchange and coworker exchange theories. Based on a review of the literature on leader-member exchange and coworker exchange, I argue that these co-occurring social exchange processes combine to affect attitudes and behaviors. Using outcome measures of performance and affective commitment, I develop hypotheses testing how employees' social networks of coworkers affect these employees' behaviors and attitudes in the leader-member relationship. This study uses employees in a large USA-based retail organization. I gather data from multiple sources including the employees and their leaders. Using the computer program UCINET, I calculate social network matrix manipulations. I also use SPSS to calculate regressions to test my hypotheses. This dissertation contributes to our understanding of 1) joint effects of various social exchange relationships in the context of specific leader member relationships and 2) the different aspects of a social network framework that differentially influence organizational outcomes. / text

<p>This is a grounded theory study of how scholar-practitioners simultaneously help clients generate results and create new knowledge. Through a set of 41 interviews, it examines the roles of scholar-practitioners in organization development and medical translational research, compares the strategies and tactics they use in each field, and considers how they renew themselves professionally and personally. It shows how these professionals perform varying combinations of three roles: research, teaching and applied field work. They have developed different work habits, ways of thinking and even ways of being than their colleagues who focus on just one of those areas in either field, and have a set of personal characteristics including being agile/adaptive, collaborative, holistic, passionate and wise, which empower their use of self in helping their clients or patients. It shows how strategies and tactics are employed in the translation of theory to practice and vice versa, which had not been done previously, and develops a new Knowledge-Results Circular Flow Model to connect all the aspects of their work with their clients to generate client-determined results and new knowledge in an ongoing iterative process. Last, but not least, it shows that scholar-practitioners in these two fields are much more similar than different, and can learn from each other to strengthen both the knowledge they generate via their research, and the client/patient results that are the focus of their work. </p>

<p> Global leadership is becoming increasingly important in multinational companies as well as in non-profit and public sectors. The purpose of this study was to investigate what makes a global leader effective, by identifying key predictors of global leadership effectiveness. The predictors investigated in this study included a combined measure of overall intercultural global leadership competency and selected cognitively oriented competencies: nonjudgmentalness, inquisitiveness, tolerance of ambiguity and cosmopolitanism. The sample consisted of 171 undergraduate and graduate students from a large university. Linear and multiple regression analyses were conducted to identify the ability of the competencies to predict effectiveness. Inquisitiveness was the only cognitive competency found to successfully predict global leadership effectiveness. While no effect was found for overall intercultural global leadership competency, exploratory analyses revealed two other individual competencies as predictors: self-confidence and self-identity. The results of the study suggest that inquisitiveness is a key competency indicating cognitive flexibility that enable individuals to adapt to the situation at hand. Furthermore, self-identity and self-confidence likely enables individuals to participate and display leadership skills in novel and challenging situations.</p>

<p> Secondary employment activities for police officers may have negative outcomes both for officers and their employers. The purpose of this study was to examine the effects of secondary employment (also known as moonlighting, specials, side-jobs, off-duty employment, and multiple job holders) on operational stress, organizational stress, and burnout among police officers. The study was based on Maslow&rsquo;s hierarchy of needs and on strain theory. The sample was 199 full-time sworn law enforcement officers from seven law enforcement agencies in the north-central and southeastern United States. Participants were ages 18-65 with a rank from officer to lieutenant. They completed the Operational and Organizational Police Stress Test developed by McCreary, D., &amp; Thompson, M. (2006) and the Maslach Burnout Inventory, developed by Maslach, C., Leiter, M., &amp; Jackson, S. (1995) as well as a demographic questionnaire. Three subscales where used to examine the effect of age, gender, and years of experience on organizational and operational stress, as well as the effect of stress on burnout. Multiple linear regression analyses showed no significant relationship between operational and organizational stress and the three variables of age, gender, and experience. Data analysis did reveal a significant relationship between burnout and both organizational and operational stress. Results of this study will help police departments improve their policies and procedures governing secondary employment, thus improving officer morale and effectiveness and also public safety.</p>

<p> Through an explanatory, sequential mixed methods design with a constructivist frame, this research provides one of the first looks at full range leadership behaviors as shared among directors and explores the group dynamics at work within boards of nonprofit membership organizations. A sample of such organizations in one Midwestern state resulted in chief staff officer participation (<i> n</i> = 7) in both a custom-designed online survey and a telephone interview, and director participation (<i>n</i> = 45) in a separate online survey, consisting primarily of the questions included in the Team Multifactor Leadership Questionnaire (Avolio &amp; Bass, 1996), as well as telephone interviews with a sub-set of directors (<i>n</i> = 18). </p><p> Overall, participants reported high satisfaction with the leadership of their boards and perceptions of high board effectiveness. Directors cited transformational leadership behaviors, most predominantly idealized attributes, inspirational motivation, and idealized behaviors, as those their boards exhibit most often. </p><p> Quantitative data analyses resulted in insignificant correlations between the level of agreement among directors within each board&mdash;high in each participating organization&mdash;and both the board&rsquo;s frequency of unanimous votes and the directors&rsquo; satisfaction with the leadership of the board. Qualitative data provided a more nuanced understanding of within board agreement with directors and chief staff officers seeking to increase the amount of questioning occurring during board deliberations. </p><p> Statistically, ratings of directors&rsquo; shared leadership behaviors, satisfaction with the leadership of the board, and perceived board effectiveness did not differ between directors and chief staff officers. In the majority of participating organizations, the chief staff officer does not hold a formal position on the board, but interview data surfaced a gate-keeper role for the chief staff officer, largely determining what warrants the board&rsquo;s time and attention, and filtering the information that reaches the directors. </p><p> In building their board teams, the majority of participating organizations have competitive elections only sometimes or never, yet the majority of chief staff officers reported it is not difficult to find qualified board members. Of interview participants, both directors and chief staff officers (<i> n</i> = 25), 88% stated their boards operate well as teams. </p><p> Both directors and chief staff officers in this study acknowledged influences of group dynamics on their efforts to lead their organizations, and the challenges to developing their boards as teams resulting from infrequent in-person meetings and the perception of limited time available from directors. However, directors expressed interest in strengthening their teams by getting to know their fellow directors better. </p><p> The meanings chief staff officers and directors in this study made of their boards and their roles in them offer a view into the phenomenon of nonprofit membership organizations&rsquo; boards as teams, a largely unexplored area of nonprofit research to date.</p>