April 16, 2014
It’s unavoidable - tax day comes each year. As a reward and to celebrate the day “after,” we are pleased to offer an interdisciplinary collection of key articles on taxes and accounting, available free to access through May 31:
April 8, 2014
Abraham Lincoln once said that if you wanted to test a man’s character, give him power. While one would hope that a person would use their power to benefit people as a whole, it can become a solely self-serving practice. But just why would a leader act selfishly? That’s the question that Melissa J. Williams researched in her article, “Serving the Self From the Seat of Power: Goals and Threats Predict Leaders’ Self-Interested Behavior” from Journal of Management.
Why do some leaders use their position to amass personal prestige and resources, and others to benefit the team, the organization, or society? This article synthesizes new, cross-disciplinary research showing that
self-serving leader behavior is predictable based on the function and nature of power—an essential component of leadership. First, because power increases goal-oriented behavior, it amplifies the tendency of self-focused goals to yield self-interested behavior. Self-focused goals may arise from a variety of sources; evidence is reviewed for the role of traits (e.g., low agreeableness), values (e.g., self-enhancement), self-construal (e.g., independence), and motivation (e.g., personalized power motivation). Second, because power is generally desirable, leaders whose power is threatened (e.g., self-doubts, positional instability) will turn their focus to maintaining that power—even at others’ expense. These ideas have important implications for research and for organizational efforts to develop leaders who will improve others’ outcomes rather than merely benefit themselves.
April 7, 2014
Last December, President Obama said in an interview with talk-show host Steve Harvey that “You can’t take yourself too seriously.” The president went on to say that while he takes his job seriously, he survives the stress of it by laughing often with his team. Author Charles C. Manz suggests in his article from Journal of Management Inquiry titled “Let’s Get Serious! … Really?” that this concept holds true for researchers as well and should be put into practice.
As academics, we do work that is both serious and significant. Yet, being too serious
can interfere with our performance and enjoyment of the knowledge creation and dissemination work we do as researchers and educators. In this essay, I call for some reflection on the value of not being too serious. I offer some stories and simple prescriptions in the spirit of pursuing career and life balance, personal effectiveness, and, just as importantly, fun as a not-too-serious academic scholar.
April 5, 2014
[We're pleased to reproduce Journal of Management Inquiry's most recent "Out of Whack" by Charles M. Vance.]
Read “Out of Whack” for free from the April issue of Journal of Management Inquiry by clicking here. Want to know about all the latest from Journal of Management Inquiry? Click here to sign up for e-alerts!