Journal of Values-Based Leadership最新文献

{"title":"Book Review: Future Shock 2.0","authors":"Elizabeth F. R. Gingerich","doi":"10.22543/0733.132.1335","DOIUrl":"https://doi.org/10.22543/0733.132.1335","url":null,"abstract":"","PeriodicalId":356546,"journal":{"name":"Journal of Values-Based Leadership","volume":"35 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-07-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130681791","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Coronavirus Pandemic Supports the Case for Benevolent Authoritarian Leadership","authors":"M. Manolopoulos","doi":"10.22543/0733.132.1324","DOIUrl":"https://doi.org/10.22543/0733.132.1324","url":null,"abstract":"","PeriodicalId":356546,"journal":{"name":"Journal of Values-Based Leadership","volume":"127 3 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-07-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126275460","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Reflections on Humanity’s Moral Consciousness: Uncovering the Foundation of Values-based Leadership","authors":"Joseph P. Hester","doi":"10.22543/0733.132.1330","DOIUrl":"https://doi.org/10.22543/0733.132.1330","url":null,"abstract":"","PeriodicalId":356546,"journal":{"name":"Journal of Values-Based Leadership","volume":"24 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-07-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134146820","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Organizational Intentions Versus Leadership Impact: The Flexible Work Experience","authors":"Susan R. Vroman","doi":"10.22543/0733.132.1313","DOIUrl":"https://doi.org/10.22543/0733.132.1313","url":null,"abstract":"Understanding that there will arrive a time when workers return to their respective places of employment, it is imperative to be ready to review and if necessary, restructure and implement certain work policies that detract from social equities. For instance, flexible work arrangements (FWA) might be one way to improve the work environment, especially as they have increased in popularity in the past two decades. While FWA may represent a means to enable workers to manage their work and life commitments, it is important to note that they may also complicate prioritization of the organizational value proposition. Further, having an FWA program and effectively supporting it are not synonymous – and this bears impact on employees. This research highlights opportunities and implications for FWA management based on findings from a recent New England healthcare organization case study which illustrates how working mothers experience enacted flexible work arrangement policies. This article identifies methods for organizations and managers to improve the experience of workers who wish to or need to use FWA.","PeriodicalId":356546,"journal":{"name":"Journal of Values-Based Leadership","volume":"20 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-07-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132491957","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Transformational Leadership, Information T ansformational Leadership, Information Technology echnology, Knowledge nowledge Management, Firm P Management, Firm Performance: How Ar formance: How Are They Linked?","authors":"Mostafa Sayyadi Ghasabeh","doi":"10.22543/0733.132.1317","DOIUrl":"https://doi.org/10.22543/0733.132.1317","url":null,"abstract":"","PeriodicalId":356546,"journal":{"name":"Journal of Values-Based Leadership","volume":"175 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-07-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131002257","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Leadership in times of crisis: Who is working on a dream?","authors":"Tom Karp","doi":"10.22543/0733.132.1323","DOIUrl":"https://doi.org/10.22543/0733.132.1323","url":null,"abstract":"","PeriodicalId":356546,"journal":{"name":"Journal of Values-Based Leadership","volume":"3 2 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-07-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122252405","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Question of Leadership","authors":"Joseph P. Hester","doi":"10.22543/0733.131.1304","DOIUrl":"https://doi.org/10.22543/0733.131.1304","url":null,"abstract":"","PeriodicalId":356546,"journal":{"name":"Journal of Values-Based Leadership","volume":"264 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116040259","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Impact of #MeToo: A Review of Leaders with Supervisor Power on Employee Motivation","authors":"Mary Kovach","doi":"10.22543/0733.131.1295","DOIUrl":"https://doi.org/10.22543/0733.131.1295","url":null,"abstract":"This manuscript intends to advance existing research, specifically, in gender dissimilar supervisor-employee workplace dyads by integrating #MeToo with our existing knowledge concerning supervisor power and employee motivation. With the #MeToo movement re-energized in 2017, power in leadership positions was redefined. As a result, power held by a supervisor is likely to influence outcomes based on gender and the employees’ source of motivation. Supervisors who believed they were successful through influence were more likely to exhibit power to achieve success. However, employees’ source of the motivation was identified as a moderating factor in those outcomes. Therefore, outcomes were dependent on the type of power the supervisor was using, as well as the source of the motivation that the employee held. Thus, presumptions could be made that those exhibiting influence in the #MeToo movement maintained an intrinsic motivation, believing they could control the outcomes of these situations. Compelling Phenomenon & Origination In late 2017, the #MeToo social media campaign empowered women to come forward against prior sexual assault/harassment/inappropriate behavior they experienced, often in business settings. It began in 2006 with Tarana Burke; then, actress Alyssa Milano is credited as revitalizing it October 15, 2017 (Pflum, 2018). Within 24 hours, the “me too” phrase was used by nearly 5 million people in 12 million posts and tweeted more than 200,000 times (500,000 more times the following 24 hours) (France, 2018; Sini 2017). The #MeToo campaign highlighted situations when men in positions of power took advantage of their rank. In turn, this placed women in compromising circumstances including in the hiring and/or promotion process, among others. Prior to the #MeToo movement, victims of sexual harassment or other unwelcomed (often sexual) encounters did not feel as though they had much of a voice. They did not feel as though they could stand up for themselves after falling victim to these situations and kept silent, not reporting the instance(s) to the proper authorities. Because of the #MeToo movement, these women collectively stood together to create a voice. They were not afraid to make accusations and hold accountable those who abused their power. This movement influenced the 2018 Golden Globe Awards, as well as the 2018 State of the Union, where attendees wore black to show support and solidarity for these victimized women and other women who had not yet come forward. The survivors of the #MeToo campaign were victims of a negative power influence, often from those in leadership roles, which affected their motivation – how they approached various situations, with whom they communicated, how they interacted with others – achieving outcomes to go all in as they normally would have or just enough to satisfy requirements. These women may or may not have been hired or promoted because of their #MeToo experience, but in each situation, the power e","PeriodicalId":356546,"journal":{"name":"Journal of Values-Based Leadership","volume":"5 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126110929","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Development of a Broader Conceptualization and Measurement Scale of Ethical Leadership","authors":"F. Shakeel, P. Kruyen, S. Thiel","doi":"10.22543/0733.131.1299","DOIUrl":"https://doi.org/10.22543/0733.131.1299","url":null,"abstract":"This study presents a broader construct of ethical leadership as an alternative to existing understanding of the term. The study divides the existing literature into classical and contemporary thoughts. The study brings forth limitations of the existing classical conceptualization based on several shortcomings. Synthesis and development of existing studies lead to a broader narrative that essentially addresses the limitations posed in this study. This broader viewpoint is based on the categorization of ethical theories by Van Wart (2014). A new definition of ethical leadership is presented and a survey scale of ethical leadership based on this conceptualization is developed. This study calls for empirical studies to test the new scale and use it to re-validate existing studies.","PeriodicalId":356546,"journal":{"name":"Journal of Values-Based Leadership","volume":"44 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128686026","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Ethical Leadership and Prohibitive Voice – the Role of Leadership and Organisational Identification","authors":"Mari Svendsen, I. Seljeseth, Kjell Ernes","doi":"10.22543/0733.131.1289","DOIUrl":"https://doi.org/10.22543/0733.131.1289","url":null,"abstract":"This article extends previous research on ethical leadership and voice behavior, by investigating the relationship between ethical leadership and prohibitive voice. Prohibitive voice is defined as speaking up with concerns or worries regarding factors that may harm organisational functioning. The article reports on a cross-sectional study of Norwegian employees, investigating the relationship between ethical leadership, leadership identification, organisational identification and prohibitive voice. In the article leadership identification is understood as a process where the employee incorporates the leader’s values and goals into his or her selfconcept. Organisational identification on the other hand is when the employee starts seeing the organisational values, norms and goals as his or her own. Testing our results in a dual-process model, we find that ethical leadership is positively and significantly related to prohibitive voice. Moreover, we find that this effect is mediated by organizational identification. We find no significant mediation effect of leadership identification. Implication for theory and research are discussed.","PeriodicalId":356546,"journal":{"name":"Journal of Values-Based Leadership","volume":"11 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134052262","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}