Book Review: Women and Executive Office: Pathways and Performance

September 19, 2014 by

504f563ea2b0fLooking for a good read for the last weekend of summer?

Melody Rose , ed.: Women and Executive Office: Pathways and Performance. Boulder, CO: Lynne Rienner, 2012. 300 pp. $65.00, cloth.

Read the review by Hannah Riley Bowles of Harvard University, published in the OnlineFirst section of Administrative Science Quarterly:

Women and Executive Office is about women achieving high-level executive positions in U.S. government (e.g., mayor, governor, vice president, president) and to a lesser extent about the difference it makes when women hold these types of positions. Sparked by the candidacies of Hillary Clinton and Sarah ASQ_v59n3_Sept2014_cover.inddPalin in the 2008 presidential election, the contributors were drawn together by a collective sense that the field of political science was overdue for an examination of women in executive offices. They explain that the bulk of political scientific research on gender and leadership focuses on legislative offices. This is in part because data on legislatures are more readily accessible and easily analyzed than data on executive positions but also because it is a more recent phenomenon that women are running for and winning elections for executive office in substantial numbers.

In the editor’s own words, the book’s contributors “are really just beginning to define a course of study” (p. 8). The chapters provide a descriptive exploration, quantitative and qualitative, of female public executives. If there is an organizing theoretical idea, it is that public executive office is masculine stereotyped—deeply associated with a traditional white heterosexual male image of leadership and family structure. This masculine standard creates challenges for women in terms of how they self-present verbally, physically, and familially and how they communicate their political message through gendered media filters.

You can read the rest of the review from Administrative Science Quarterly by clicking here. Want to be notified of all the latest research and reviews from Administrative Science Quarterly? Click here to sign up for e-alerts!

Introducing the New Editorial Team of Group and Organization Management!

September 18, 2014 by

We’re pleased to announce that William L. Gardner of Texas Tech University has been appointed as the new Editor of Group and Organization Management. Joining the new team are Lucy Gilson, University 06GOM10_Covers.inddof Connecticut, as Senior Associate Editor; and Associate Editors Jin Nam Choi, Seoul National University; Judith Clair, Boston College; Lisa Finkelstein, Northern Illinois University; Guido Hertel, University of Münster (starts 7/2015); Travis Maynard, Colorado State University; Orlando Richard, University of Texas at Dallas; and Ethlyn Williams, Florida Atlantic University.

The Editorial Team has signed and affirmed to adhere to the Ethical Practices of Journal Editors: Voluntary Code of Conduct (http://editorethics.uncc.edu/) and are committed to the timely processing of all submission.

In honor of the new team, you can read the latest issue of Group and Organization Management for free for 30 days. The issue can be accessed by clicking here.

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Submit Your Research to World Future Review!

September 17, 2014 by

World Future Review is a refereed journal that seeks to expand communication among the researchers and practitioners now exploring trends and alternatives for society. This journal welcomes articles that: 1) assess techniques WFR_72ppiRGB_powerpointfor studying future options; 2) fairly evaluate probable, possible, and optimal outcomes of existing policies and practices in every field; and 3) facilitate the exchange of futures-relevant information among cultures. World Future Review‘s aim is to help all peoples develop sustainable lifestyles and technologies that respect the carrying capacity of Earth’s environment, while promoting new research into areas beyond today’s known limits.

World Future Review is especially seeking the following types of material:

1. Methodological and conceptual papers regarding futures study techniques;
2. Papers based on research, analysis, and modeling of presumed causes and potential developments affecting current social, economic or political conditions;
3. Papers evaluating the actual outcomes achieved by government and corporate planning efforts and/or assessing the common practices of professional futurists;
4. Papers about futures research practitioners (whether individual, corporate, or governmental) and their contributions to the art and science of futures research.
5. Scholarly reviews that compare past efforts at forecasting and/or depictions of future societies in fiction or popular media, with actual events and current trends.

For more information on submitting to World Future Review click here.

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Calling for Papers on Corporate Social Marketing!

September 16, 2014 by

home_coverDo you have research on the practice of corporate social marketing? Social Marketing Quarterly is accepting submissions on this topic for their Special Issue that will be publishing in March 2016! This issue will be guest edited by Nancy Lee, Founder and President of Social Marketing Services, Inc., and Sameer Deshpande, Associate Professor of Marketing in the Faculty of Management and member of the Center for Socially Responsible Marketing at the University of Lethbridge in Canada.

This special issue intends to better define and understand the theoretical, ethical, effectiveness, efficiency, and other practical implications of CSM. Possible case studies and research topics include, but are not limited to:

  • How do social marketing efforts undertaken by businesses differ from those undertaken by governments and nonprofits?
  • Under what market conditions and internal organizational conditions should businesses decide to undertake CSM initiatives?
  • What criteria should businesses use when selecting a CSM effort to support?
  • What ethical implications will a business and its stakeholders experience when it undertakes CSM efforts?
  • What skepticism will a business face from stakeholders (especially the target audience) when undertaking CSM efforts?

Manuscripts are due no later than June 30, 2015. For more information on this call, including how to submit, click here. Questions can be directed to Ryan Hollm, Managing Editor of Social Marketing Quarterly, at rhollm@fhi360.org.

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Does the Vocational Setting Affect the Perceived Effectiveness of Leaders?

September 15, 2014 by

[We're pleased to welcome G. Ronald Gilbert of Florida International University. Dr. Gilbert collaborated with Robert C. Myrtle and Ravipreet S. Sohi on their article "Relational Behavior of Leaders: A Comparison by Vocational Context," which was recently published in Journal of Leadership and Organizational Studies.]

In organizational behavior, no topic has been studied more than leadership and what constitutes leadership effectiveness. What makes a JLOS_72ppiRGB_powerpointleader effective in the eyes of those led? And does context matter? That is, are the same ”effective” leadership characteristics important to employees working in manufacturing, medical labs, social service, military, law enforcement, sales, hospitals, construction, waste disposal and the like? Or are the attributes of leadership effectiveness dependent on the organization’s setting?

The organizational context (setting) can be defined in many ways; i.e., geographic, size, technology, demographic, culture, industry, or the like. In this study, we identified psychological contexts of two different work settings. In manufacturing, studies have demonstrated that those who work there tend to be Realistic types per Holland’s person-vocational fit theory, while in social service settings they tend to be Social in orientation. These two types are polar opposites in the Holland hexagon. Thus, by comparing the relative effectiveness of relational leadership behaviors in both contexts, we sought to test for differences in ratings, and the relationships of the same leadership dimensions with perceived overall leader effectiveness.

Leaders who demonstrate authentic behavior have been recognized to be most effective on the job. In our study we used an empirically developed 360 degree Leadership Effectiveness Assessment that has embedded within it five dimensions of relational transparency. We went beyond the more commonly studied vertical relationship between leaders and those led to measuring the effectiveness of leaders as perceived by subordinates, peers, and top managers.

Bottom Line Results: Leaders who work in social service settings tend to be rated higher on four of five relational leadership dimensions than those who work in manufacturing. We then tested to see if scores on each of the five dimensions predicted overall leadership effectiveness in each setting. Those who lead with a calming manner and demonstrate organizational loyalty and followership are likely to predict overall leadership effectiveness in social settings more than in manufacturing. We find one size of leadership does not fit all work settings; style does make a difference. It depends on where one works and the psychological person-vocational fit of those being led.

Practical Implications: For those who use the same leadership assessments to help gauge the effectiveness of leaders across contexts, similar scores on such assessments may not indicate the leaders’ relative effectiveness.

“Relational Behavior of Leaders: A Comparison by Vocational Context” from Journal of Leadership and Organizational Studies can be read for free by clicking here. Want to know when all the latest research from Journal of Leadership and Organizational Studies becomes available? Click here to sign up for e-alerts!

gilbertG. Ronald Gilbert is a retired Associate Professor and current Lecturer in the Department of Management and International Business at Florida International University, Miami, Florida. He is a founder and Principal Consultant of GILBERTEMS LLC, a management consulting firm, Port St. Lucie, FL (www.gilbertems.com) where he is actively engaged in leadership and organizational performance analysis and development. His current research is focused on leadership and organizational performance behavior as measured by research instruments he has developed.

myrtleRobert C. Myrtle is Professor Emeritus, Sol Price School of Public Policy at the University of Southern California. His key research interests are leadership in high stress, high risk environments, strategic decision making, and organizational and management effectiveness. His current projects include leadership of public and non-profit organizations during and following major natural disasters; leadership in cross-national, cross sector contexts; leadership dynamics in high risk surgical settings; and the analysis of the effects of job change on career growth and progression.

sohiRavipreet S. Sohi is Professor of Marketing & Steinhart Foundation Distinguished Professor of Business, and Executive Director of the Center for Sales Excellence at the University of Nebraska, Lincoln, Nebraska. He is widely published in Marketing and Management journals. His specialization is in Sales and Sales Management research and education.

Introducing Human Resource Development Review’s New Editor!

September 12, 2014 by

StorbergWalkerPhotoSept2014We’re pleased to welcome the new Editor of Human Resource Development Review Julia Storberg-Walker of the George Washington University! Dr. Storberg-Walker kindly provided us with some information on her background:

Julia Storberg-Walker is Associate Professor of Human and Organizational Learning at the George Washington University’s Graduate School of Education and Human Development. After spending 13 years in various roles at Deloitte & Touche, LLP and Deloitte Consulting, she earned her PhD in Human Resource Development from the University of Minnesota in 2004. Since that time she served at North Carolina State University, first as an Assistant then an Associate Professor in NC State’s College of Education.

She’s a recognized scholar of theory building research, and has published and presented globally on theoretical and conceptual development for applied disciplines. She adopts a critical lens and incorporates a variety of qualitative research strategies to her work. She is also the recipient of multiple awards, including the Early Career Scholar Award (2011) from the Academy of Human Resource HRDR_72ppiRGB_powerpointDevelopment (AHRD), the Outstanding Extension Service Award Winner (2012) from NC State, and the Global Innovation Award for Excellence-Corporate Category (2013) from the World Institute for Action Learning (WIAL). Julia is the current Editor-in-Chief of Human Resource Development Review, and has served in a variety of academic and professional leadership positions including Senior Vice President of the Academy of Human Resource Development; Faculty Chairperson of NC State’s College of Education, Co-Host of the 2014 Advancing Theories of Women and Leadership Colloquium, and the International Leadership Association’s Women and Leadership Affinity Group’s Executive Leadership Team.

While at NC State, she brought in over $1 million dollars in funded projects as PI or Co-PI, served on a number of University committees, and consulted with a diverse array of organizations including the Office of Violence Against Women, the JFK School of Special Warfare at Fort Bragg, and North Carolina Administrative Office of the Courts. Her current research is focused on the intersection between leadership, gender, and social entrepreneurship/social change. She is particularly interested in developing new leadership theories for women, and examining the role of social entrepreneurship on political engagement, sustainability, and enhancing social and economic equality.

Human Resource Development Review is a theory journal for scholars of human resource development and related disciplines. The journal publishes articles that make theoretical contributions to theory development, foundations of Human Resource Development, theory building methods, and integrative reviews of the literature, as well as addressing philosophies of Human Resource Development, historical foundations, definitions of the field, conceptual organization of the field, and ethical foundations. The September issue of Human Resource Development Review can be read for free for the next 14 days and can be found by clicking here.

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Rosalie L. Tung on the Requisites to Developing a Global Mindset

September 11, 2014 by

[We're pleased to welcome Rosalie L. Tung, author of Journal of Leadership and Organizational Studies' Distinguished Scholar Invited Essay entitled "Requisites to and Ways of Developing a Global Mind-Set: Implications for Research on Leadership and Organizations."]

Leaders and professionals are agreed that the development of a global mindset is imperative to success in coping with the challenges and taking advantage of the opportunities associated with the growingJLOS_72ppiRGB_powerpoint interconnectedness of the world’s economies. This paper uses an evidence-based approach to identify the requisites for nurturing a global mindset and discusses the training programs that can facilitate this development.

The abstract:

To respond effectively to changes in the calculus of global competition—the rise of emerging market multinationals and the crisis of confidence in industrialized countries—leaders and organizations need to develop a global mind-set. This article identifies four requisites to the development of a global mind-set and three ways for developing this orientation. The implications for leadership and organizations are then discussed.

“Requisites to and Ways of Developing a Global Mind-Set: Implications for Research on Leadership and Organizations” can be read for free by clicking here. Click here to sign up for e-alerts and get all the latest updates from Journal of Leadership and Organizational Studies sent directly to your inbox!

tungRosalie L. Tung, the Ming & Stella Wong Professor of International Business at Simon Fraser University, is the 2014-2015 President-Elect of the Academy of International Business. Previously, she served as President of the Academy of Management (2003-2004). She is a Fellow of the Royal Society of Canada, the Academy of Management, the Academy of International Business, and the British Academy of Management. She has published many books and articles on international human resource management, international business negotiations, and comparative management. She serves on the editorial board of many academic journals.

An Interview With James G. March From Journal of Management Inquiry

September 10, 2014 by

James G. March is well-known for his work A Behavioral Theory of the Firm  which first appeared in 1963 and made him a highly respected figure in the field of management scholarship. In honor of the 50th anniversary of A Behavioral Theory of the Firm, Chengwei Liu and David Maslach conducted an interview with Dr. March that was recently published in Journal of Management Inquiry.

From the introduction:

This article honors Jim March and Richard Cyert in this accomplishment. It provides a record of an JMI_72ppiRGB_powerpointinterview we conducted with Jim regarding BTF. This interview is unique. The interview questions were crowdsourced from the community of management scholars. We seeded the initial set of questions by seeking input from Jim’s immediate circle. From these set of questions, we created a ranked set of interview questions using a crowdsourcing platform (www.allourideas.org). We sent emails to the Academy of Management email lists and invited management researchers to suggest questions they wanted to ask Jim, and also vote for the questions that they wanted to ask Jim. These interview questions were based on the voting results (1,608 votes from scholars around the world). Not surprisingly, as Jim is recognized as an expert on many topics (March & Coutu, 2006), some of the highly voted questions were not directly related to BTF. We are grateful to Jim for also addressing these questions.

Click here to read “The First 50 Years and the Next 50 Years of A Behavioral Theory of the Firm: An Interview With James G. March” by Chengwei Liu, David Maslach, Vinit Desai, and Peter Madsen from Journal of Management Inquiry. Want to know about all the latest research and news from Journal of Management Inquiry? Click here to sign up for e-alerts!

Announcing the Winner of the 2013 Best Article Award from the Journal of Applied Behavioral Science!

September 9, 2014 by

trophy-189659-mWe’re pleased to congratulate Brenda E. Ghitulescu, winner of the Journal of Applied Behavioral Science‘s 2013 Best Article Award! Dr. Ghitulescu’s award-winning paper appeared in the June 2013 issue of the Journal of Applied Behavioral Science and is entitled “Making Change Happen: The Impact of Work Context on Adaptive and Proactive Behaviors.” In honor of this award, the article is free to read for the next 30 days!

The abstract:

The success of organizational change increasingly depends on employees taking personal responsibility for change through effective adaptation to changing conditions and proactive anticipation of new challenges. In this study, we examined JABS_v50_72ppiRGB_powerpointhow work context features influence the change-oriented behaviors of adaptivity and proactivity in the workplace. We proposed several direct and moderating effects of job context variables on adaptive and proactive behaviors. We used a multilevel design and a unique data set with 621 special education teachers embedded in 157 urban public schools to test our hypotheses. Our analyses show that adaptive and proactive behaviors are distinct aspects of job performance during organizational change and that different job features have distinct direct and moderating effects on these behaviors. Our results provide insights into how leaders of change efforts can create a work context that encourages employees to actively participate in the change process.

You can click here to read “Making Change Happen: The Impact of Work Context on Adaptive and Proactive Behaviors.” Want to know about all the latest news and research from the Journal of Applied Behavioral Science? Click here to sign up for e-alerts and get notifications sent directly to your inbox!

Top Five: Advances in Developing Human Resources

September 8, 2014 by

ADHR_72ppiRGB_powerpointWant to know all about the latest research in human resource development? Take a look at the top five most read articles from Advances in Developing Human Resources! This journal explores problems and solutions in an organizational setting and discusses concepts for the future allowing scholars and practitioners to work more effectively in human resource development. These articles are free for you to read for the next 30 days.

Brad Shuck and Kevin Rose
Reframing Employee Engagement Within the Context of Meaning and Purpose: Implications for HRD
November 2013 15: 341-355

Sehoon Kim and Gary N. McLean
Global Talent Management: Necessity, Challenges, and the Roles of HRD
November 2012 14: 566-585

Sunny L. Munn
Unveiling the Work–Life System: The Influence of Work–Life Balance on Meaningful Work
November 2013 15: 401-417

Kristopher J. Thomas
Workplace Technology and the Creation of Boundaries: The Role of VHRD in a 24/7 Work Environment
August 2014 16: 281-295

Judy O’Neil and Victoria J. Marsick
Action Learning Coaching
May 2014 16: 202-221

Want to know about all the latest news and research like this from Advances in Developing Human Resources? Click here to sign up for e-alerts!

 

 


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