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Journal of Leadership & Organizational Studies
An academic journal devoted to advancing the knowledge and practice of leadership education in both business and academic settings. Examines leadership and organizational functionality in civic, grassroots, corporate, nonprofit/philanthropic, educational,
Articles from Vol. 10, No. 3, Winter
A Conversation with Mark Blazey: A Driving Force in the Quality and Performance Excellence Movement
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Mark L. Blazey Ed.D., is the president of Quantum Performance Group, Inc.--a management consulting and training organization specializing in organization assessment and high-performance systems development. Dr. Blazey has an extensive background in...
A Cross-Cultural, Multi-Dimensional, Nonlinear Examination of Managerial Skills and Effectiveness
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Prior studies in United States organizations have suggested that appropriate development of managerial skills can improve managerial effectiveness, thus saving time and other resources. Little prior cross-cultural research has been done, however, on...
Chief Executives from 1960-1989: A Trend toward Professionalization
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There has been a long-standing debate whether the field of Management is deserving of professional status, rather than simply status as an occupation. Critics claim that the absence of a required educational background and a professional organization...
Emotional Intelligence as a Moderator of the Relationship between Conscientiousness and Performance
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This study investigates whether the relationship between conscientiousness and performance is stronger for individuals who are high on emotional intelligence. The results of hierarchical moderated regression analyses supported the hypothesis by demonstrating...
Executive Behavior: An Examination of Selected Studies for Three Decades of Administrative Work across Organizational Settings, Industries, and Contexts
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This study examined administrative work in business, schools, and universities, by using tabular review to compare the findings of selected studies on patterns of behavior. Results of analysis show in spite of differences in organizations and goals,...
The Ambiguity Tolerance Interface: A Modified Social Cognitive Model for Leading under Uncertainty
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This paper proposes a modification of McCormick's (2001) self-regulatory leadership confidence model by including an intervening variable referred to as the Ambiguity Tolerance Interface (ATI). After a review of theoretical approaches relevant to developing...
The Impact of Vocational and Social Efficacy on Job Performance and Career Satisfaction
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Research is presented that examined the impact of social efficacy on the relationship between vocational efficacy beliefs and various job performance dimensions as well as career satisfaction. Results indicated respondents who held low social efficacy...
The Results of an Evaluation Scan of 55 Leadership Development Programs
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The W. K. Kellogg Foundation has had a long history of investing in leadership development programs. Recent changes in the way that the Foundation thinks about leadership have been accompanied by questions from our leadership team about how to evaluate...
Unconventional Leader Behavior, Subordinate Satisfaction, Effort and Perception of Leader Effectiveness
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In an effort to conduct an initial investigation into the concept of unconventional leader behavior and determine its utility for future research, we examined the relationship between a leader's unconventional behavior and followers' satisfaction,...
Using Role Theory to Examine Determinants of Transformational and Transactional Leader Behavior
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Managers can and do behave differently in similar organizations and within similar jobs. Role theory is proposed to be useful in understanding and determining how managers' perceptions of the organizational setting influence their leadership behaviors....
