Leader Cultural Intelligence in Context: Testing the Moderating Effects of Team Cultural Diversity on Leader and Team Performance

Size: px
Start display at page:

Download "Leader Cultural Intelligence in Context: Testing the Moderating Effects of Team Cultural Diversity on Leader and Team Performance"

Transcription

1 415664GOM / Grov es and FeyerhermGroup & Organization Management The Author(s) 2011 Leader Cultural Intelligence in Context: Testing the Moderating Effects of Team Cultural Diversity on Leader and Team Performance Group & Organization Management 36(5) The Author(s) 2011 Reprints and permission: sagepub.com/journalspermissions.nav DOI: / Kevin S. Groves 1 and Ann E. Feyerherm 1 Abstract Despite clear calls from industry to better understand cross-cultural leadership competencies, academic research on leader cultural intelligence (CQ) is remarkably sparse. To date, very few empirical studies have examined the unique contribution of leader CQ to leadership performance outcomes beyond the effects of competing leadership competencies. Data from 99 culturally diverse organizational leaders and 321 of their followers demonstrated that leader CQ predicted follower perceptions of leader performance and team performance in contexts where work teams were characterized by significant ethnic and nationality diversity. Furthermore, leader CQ predicted follower perceptions of leader performance and team performance on culturally diverse work teams beyond the effects of leader emotional intelligence and other leadership competencies. Implications for cultural intelligence theory, future research directions, and management practice are discussed. Keywords Cultural intelligence, cultural diversity, leadership effectiveness, team performance 1 Pepperdine University, Los Angeles, CA, USA Corresponding Author: Kevin S. Groves, Graziadio School of Business and Management, Pepperdine University, 6100 Center Drive, Los Angeles, CA 90045, USA kevin.groves@pepperdine.edu

2 536 Group & Organization Management 36(5) Leaders in today s increasingly global organizations face the challenging reality that the cultural composition of work teams, and the values of individual team members have dramatically shifted and are projected to continue doing so. According to recent research on workforce demographics (Dychtwald, Erickson, & Morison, 2006) and the latest U.S. Census Bureau (2010) and U.S. Department of Labor s Bureau of Labor Statistics (BLS) projections, ethnic minorities and immigrants will account for most of the projected net increase in the U.S. workforce, with growth rates for Asian Americans (44%), Hispanics/ Latin-Americans (36%), and African Americans (21%) far surpassing Whites (9%). Examining the U.S. population overall, the projection for 2050 will bring today s White majority to just half of the U.S. population while the Hispanic/Latino population will grow to more than 24% and the overall Asian American population will double from 4% to 8%. In concert with these oftencited U.S. workforce realities, global competitive pressures and growth opportunities abroad have created strong demand for managers who are capable of leading work units characterized by significant cultural diversity with respect to team member ethnicity and nationality. The net effect of these trends and challenges is that today s organizations demand global leaders with the requisite leadership competencies, namely cross-cultural skills or leader cultural intelligence (CQ; Ang et al., 2007), that influence performance outcomes in culturally diverse business environments (Roberson & Park, 2007). Overall, these findings and demographic trends strongly suggest that crosscultural competence is a critical leadership competency in today s organizations. Despite these trends and clear calls from industry to better understand cross-cultural leadership competencies, academic research on leader crosscultural skills or leader CQ (Ang et al., 2007) is remarkably scarce. Although the conceptualization and measurement of CQ has been developed through significant theoretical and empirical research (e.g., Moon, 2010; Ng, Van Dyne, & Ang, 2009; Ang & Van Dyne, 2008; Earley & Ang, 2003), as recently showcased in Group & Organization Management s special issue on cultural intelligence (Konrad, 2006), the study of CQ as a leadership competency is in the nascent stages. Furthermore, very few empirical studies have examined the unique contribution of leader CQ to perceptual or objective performance outcomes beyond other contemporary leadership competencies, such as emotional intelligence (EQ; Chun, Litzky, Sosik, Bechtold, & Godshalk, 2010; Ward, Fischer, Lam, & Hall, 2009). Although CQ has been examined as a key predictor of international assignment effectiveness (Kim, Kirkman, & Chen, 2008), integration in multinational teams (Flaherty, 2008), and expatriate adjustment and performance (Shaffer & Miller, 2008), the CQ nomological network is largely devoid of empirical leadership studies.

3 Groves and Feyerherm 537 To address these important gaps in the field s understanding of leader CQ, the present study will examine CQ as a leadership competency for managers charged with leading culturally diverse work teams. Specifically, this study will test the relationship between leader CQ and follower perceptions of both leader and team performance on work teams characterized by significant cultural diversity. To address an important gap in the ongoing validation of Ang et al. s (2007) measure of CQ, we will offer empirical evidence for the measure s predictive validity of leadership performance in diverse work contexts. Furthermore, this study will examine the incremental validity of leader CQ in its prediction of follower perceptions of performance outcomes beyond the effects of leader EQ and other leadership competencies, such as mentoring directing, innovating, and monitoring followers. First, a review of the relevant leadership and CQ literatures is provided to develop testable hypotheses that will extend the field s understanding of CQ in a leadership context. Second, we describe the methodology of our empirical study of 99 work teams composed of a total of 420 participants. Next, we detail our data analysis strategy and hypothesis testing results. Finally, we discuss the key findings and both the theoretical and practical contributions of this study to the CQ and leadership fields. Cultural Intelligence and Leadership Performance CQ Research Gaps Scholarly interest in cultural intelligence has grown since the seminal work of Earley and Ang (2003), who defined cultural intelligence (CQ) as the capability to function in culturally diverse settings. They put forth a convincing argument that relatively general capabilities such as cognitive intelligence, emotional intelligence, and social intelligence, which assumes familiarity with cultural context that guides one s cognition and social behaviors, do not apply when individuals are engaged with others from different cultural backgrounds. Building on this influential framework, Ang and colleagues (Ang et al., 2007; Ang & Van Dyne, 2008; Van Dyne, Ang, & Koh, 2008) developed and validated a four-dimensional CQ model consisting of meta-cognitive, cognitive, motivational, and behavioral components. Meta-cognitive CQ is an individual s cultural consciousness and awareness during interactions with those from different cultural backgrounds (Van Dyne, Ang, & Koh, 2008, p. 17), which essentially reflects the ability to actively think about key assumptions and culturally bound thinking as one is engaged in cross-cultural

4 538 Group & Organization Management 36(5) contexts, and revise such cultural knowledge accordingly. Cognitive CQ is an individual s cultural knowledge of norms, practices, and conventions in different cultural settings (p. 17), which reflects fundamental knowledge of cultural universals and knowledge of cultural similarities and differences in specific contexts. Motivational CQ, which is defined as an individual s capability to direct energy and attention toward cultural differences (p. 17), reflects one s self-efficacy and intrinsic motivation in cross-cultural situations. Finally, behavioral CQ, defined as an individual s capability to exhibit appropriate verbal and nonverbal actions when interacting with people from different cultural backgrounds (p. 17), indicates one s ability to use a broad range of behaviors appropriate for varied cultural contexts. The ongoing empirical validation of the Ang et al. (2007) CQ model and measure was appreciably advanced by a special issue of Group & Organization Management (Konrad, 2006) in which scholars extended CQ s nomological network, including studies linking CQ to the Big Five personality dimensions (Ang, Van Dyne, & Koh, 2006), global team collaboration and decision making (Janssens & Brett, 2006), and cross-cultural adjustment (Templer, Tay, & Chandrasekar, 2006). Although evidence for the predictive validity of CQ in organizational settings has steadily grown since this seminal special issue, there is virtually no empirical evidence of CQ predicting leadership outcomes. The vast majority of leader CQ publications are conceptual papers (e.g., Alon & Higgins, 2005; Mannor, 2007) or practitioner-oriented books (Livermore, 2010) that exclude presentation of rigorous empirical evidence. While leadership performance has been largely absent from the empirical literature, Ang et al. (2007) found that meta-cognitive CQ and behavioral CQ predicted task performance in culturally diverse settings. Similarly, Oolders, Chernyshenko, and Stark (2008) discovered that CQ mediated the relationship between openness to experience and adaptive job performance, while all dimensions of CQ demonstrated a positive and significant direct effect on adaptive performance. Overall, the CQ literature includes a growing number of empirical studies that examine task performance in culturally diverse settings but very limited theoretical papers and virtually no empirical studies investigating CQ and leadership performance. Hypotheses Development The theoretical links between leader CQ and leadership performance outcomes set forth in previous studies (Alon & Higgins, 2005; Livermore, 2010; Mannor, 2008) collectively contend that CQ affords leaders with superior capabilities for assessing culturally diverse work settings and adapting their

5 Groves and Feyerherm 539 leadership style accordingly. Leaders with advanced CQ are better equipped to understand the dynamics of culturally diverse settings, such as the ability to overcome the miscommunication and misunderstandings among partners, suppliers, and/or customers that often characterize failed international joint ventures (Mannor, 2008). Alon and Higgins (2005) argue that CQ facilitates leaders ability to switch national contexts, learn new patterns of social interactions, and devise appropriate behavioral responses to the dynamics of culturally diverse contexts. Most recently, Livermore (2010) asserts that a leader s advanced CQ capabilities contribute to leadership effectiveness and performance outcomes on culturally diverse teams vis-à-vis the versatile adaptation of leadership style to cultural values and preferences of followers. Overall, despite the growing scholarly attention devoted to CQ in the academic and practitioner literatures, the abovementioned conceptual relationships between leader CQ and leadership performance outcomes have not been tested by empirical research to date. The limited empirical research on the CQ leadership performance relationship includes studies by Crowne (2009), Lugo (2008), and Rockstuhl, Seiler, Ang, Van Dyne, and Annen (2011). In addition to examining the predictive validity of leader CQ in cross-cultural contexts, these studies simultaneously assessed the relationship of leader EQ to perceptual leadership performance outcomes. Postulating that EQ would predict general leadership effectiveness while CQ would predict cross-border leadership effectiveness, Rockstuhl et al. s (2011) study of Swiss military army cadet officers argued that... past research has consistently found that CQ predicts outcomes in culturally different settings but not in culturally homogeneous contexts where no cultural boundaries need to be bridged (p. 7). Consistent with these expectations, Rockstuhl et al. (2011) found that EQ predicted only general leadership effectiveness, whereas CQ predicted only cross-border leadership effectiveness. In an empirical study of CQ and EQ in the development of global leadership, Lugo (2008) found that the four CQ subscales were strongly associated with the various dimensions of transformational leadership, a leadership style with robust direct effects on leadership effectiveness, team performance, and follower attitudes (Judge & Piccolo, 2004; Lowe, Kroeck, & Sivasubramaniam, 1996). Crowne s (2009) empirical study of a large sample of diverse business students found that EQ and CQ were strongly associated with one another, although the latter predicted transformational leadership. Student CQ explained unique variance in transformational leadership beyond student EQ and other predictor variables examined in the study. Most recently, Elenkov and Manev s (2009) study of senior expatriate managers and their direct reports from companies across 27 countries found that manager CQ

6 540 Group & Organization Management 36(5) moderated the relationship between visionary-transformational leadership and the rate of organizational innovation. Overall, the theoretical and empirical studies reviewed above provide strong support for the contextual relativity of leader CQ. In short, leader CQ should only be associated with leadership performance in culturally diverse teams and organizations. Elenkov and Manev (2009) assert that leader CQ should be associated with leader performance outcomes in contexts characterized by cultural heterogeneity because... it is concerned with broader and more complex cognitive, motivational, and behavioral frames that the social structures typical of generally homogeneous groups (p. 360). This boundary condition argument suggests that empirical studies should test more complex models that move beyond the direct effects of leader CQ on leadership outcomes. In line with the contextual nature of leader CQ and its indirect effects on leadership performance, the research reviewed above also indicates that CQ should explain unique variance in performance outcomes compared with other leadership competencies. When comparing the predictive validity of leader CQ and leader EQ in diverse contexts, leader CQ should explain unique variance in leader performance outcomes, such as follower ratings of leadership effectiveness and work unit performance metrics (Crowne, 2009; Lugo, 2008; Rockstuhl et al., 2011). In their seminal work on CQ, Earley and Ang (2003) argued that EQ competencies do not transfer across nationalities because the symbolism and ability to respond to the affective states of work colleagues carry divergent meanings across cultures. In a new cultural setting, familiar cues are largely or entirely absent (or present but misguided), so a common attributional and perceptual frame cannot be relied upon. In this case, a person must develop a common frame of understanding from available information, even though he or she may not have an adequate understanding of local practices and norms. (p. 61) However, Ward et al. s (2009) recent empirical study concluded that CQ failed to demonstrate incremental validity in the prediction of psychological, sociocultural, and academic adaptation in two samples of international students. Cultural intelligence did not explain additional variance in adaptive performance outcomes beyond that explained by personality dimensions and EQ. Given these limited and inconsistent empirical findings concerning the incremental validity of leader CQ beyond the effects of leader EQ, as well as the prevalence of student samples in many of the aforementioned studies, the

7 Groves and Feyerherm 541 present investigation seeks to test the incremental predictive validity of leader CQ beyond the effects of leader EQ in culturally diverse work teams. Based on the research and boundary condition arguments reviewed above, we present the following hypotheses: Hypothesis 1a: Team cultural diversity will moderate the relationship between leader cultural intelligence and follower ratings of leader performance. The leader cultural intelligence leader performance relationship will be stronger in teams with greater cultural diversity. Hypothesis 1b: For culturally diverse teams, leader cultural intelligence will account for unique effects on follower ratings of leader performance beyond the effects of leader emotional intelligence. In addition to predicting leader performance in culturally diverse contexts, the existing theoretical and empirical research indicates that leader CQ will be associated with follower perceptions of team performance. Strong empirical research suggests that successful leadership behaviors likely differ within various national cultures (House, Hanges, Javidan, Dorfman, & Gupta, 2004) and, as such, team leaders in the global business environment must possess the skills to understand the nationality and ethnic cultural diversity of their work environments and individual work team members. As argued by Alon and Higgins (2005), leadership behaviors must be adapted to the cultural variety embedded in the global context (p. 506). Along a similar vein, Elenkov and Manev (2009) assert that leaders influence team-level outcomes, such as rate of innovation adoption, through influence tactics concerned with influencing the work that teams perform. In short, culturally intelligent leaders shape the team work context to facilitate team performance by adjusting job characteristics, establishing a team climate of trust and openness to divergent perspectives, and creating a team structure that encourages the sharing of knowledge and ideas (Mumford, Scott, Gaddis, & Strange, 2002; Stewart & Johnson, 2009; Yukl, 2006). Specific to the leadership process and the manner in which leaders influence their work team members, high CQ leaders should be better equipped to develop a deeper understanding of their teammates disparate cultural backgrounds. Strong CQ capabilities allow leaders to develop a more accurate understanding of the needs and perspectives of their work teams and ultimately establish stronger relationships with culturally diverse team members. Furthermore, leaders with higher CQ are likely much more sensitive to the verbal and nonverbal cues of their work team members, while also maintaining a better awareness of their own assumptions in decoding these cues. Such

8 542 Group & Organization Management 36(5) sensitivity and receptivity to their work team s needs allows high CQ leaders to minimize the intrateam conflict and ultimate failures that often characterize highly diverse, cross-national work teams and international joint ventures (Hambrick, Li, Xin, & Tsui, 2001; Kim, Kirkman, & Chen, 2008; Pothukuchi, Damanpour, Choi, Chen, & Park, 2002). As high CQ leaders are also more knowledgeable of the cultural differences across their team members verbal and nonverbal behaviors, as well as the leadership expectations of their team members, they are more likely to develop collective team goals and team work processes that elicit strong team member support. Accordingly, lack of intrateam conflict and strong commitment to team goals that are consistent with team members cultural values allow high CQ leaders to establish highperformance team norms and strong perceptions of team performance outcomes. Consistent with these research findings and the boundary condition arguments presented earlier, leader CQ should explain unique variance in follower ratings of team performance for culturally diverse work teams beyond the effects of leader EQ. Therefore, we present the following hypotheses: Hypothesis 2a: Team cultural diversity will moderate the relationship between leader cultural intelligence and follower ratings of team performance. The leader cultural intelligence team-performance relationship will be stronger in teams with greater cultural diversity. Hypothesis 2b: For culturally diverse teams, leader cultural intelligence will account for unique effects on follower ratings of team performance beyond the effects of leader emotional intelligence. Method Sample A total of 420 respondents, including both work unit leaders ( leaders hereafter; n = 99) and their direct reports ( followers hereafter; n = 321) from 99 organizations participated in this study. The leaders and their respective teammates represented significantly diverse samples with respect to ethnicity and nationality. The reported ethnic background of the leaders was as follows: 42% Hispanic/Latin American (n = 42), 27% Asian American (n = 27), 17% Multiethnic (n = 17), 7% White (n = 7), and 6% African American (n = 6). The nationality of the leaders was as follows: 44% United States (n = 44), 17% China (n = 17), 14% Mexico (n = 14), 6% Philippines (n = 6), 5% El Salvador (n = 5), 3% Saudi Arabia (n = 3), 3% Vietnam (n = 3), 3% Armenia

9 Groves and Feyerherm 543 (n = 3), and 10% other nationalities (n = 10). Fifty-five percent (n = 55) of the leaders were female, and the mean age was 32.3 years (SD = 3.83). The reported ethnic background of the followers was as follows: 37% Hispanic/Latin American (n = 120), 28% Asian American (n = 90), 18% White (n = 59), 12% Multiethnic (n = 40), and 4% African American (n = 12). The nationality of the followers was as follows: 37% United States (n = 120), 14% China (n = 46), 17% Mexico (n = 54), 7% Philippines (n = 22), 6% El Salvador (n = 19), 4% Germany (n = 14), 3% United Kingdom (n = 11), 3% Armenia (n = 11), and 7% other nationalities (n = 24). Fifty-four percent (n = 172) of the followers were female, and the mean age was 31.6 years (SD = 6.89). The leaders reported their position title as department supervisors or frontline managers (n = 41, 41%), project team leaders (n = 39, 39%), regional or district managers (n = 12, 12%), and executive-level managers (n = 7, 7%). The mean leader tenure at current position was 3.47 (SD = 1.71). The leaders had a mean of 3.24 direct reports (SD = 1.18), and a range of two to five direct reports. The mean size of the work units, including both leader and followers, was 4.24 (SD = 1.18). Overall, the followers had worked with their respective team leaders for a mean of 3.05 years (SD = 2.00). The primary industries from which the leaders and their followers were drawn included the following: financial services (n = 16, 16.2%), aerospace (n = 13, 13.1%), health care (n = 13, 13.1%), hospitality (n = 12, 12.1%), and government services (n = 11, 11.1%). Procedure The participants were recruited from the part-time MBA program at a mediumsized public university in Southwestern United States. The leaders in this study consisted of fully employed MBA students enrolled in three sections of a managerial skills course taught by the first author over the course of two consecutive academic quarters. The three sections consisted of 40, 38, and 43 fully employed students (121 overall), respectively. The learning objectives of the course centered on the assessment and development of a series of management skills, including performance feedback, conflict mediation, and negotiation. The students were asked to participate in a multisource assessment exercise that would (a) elicit confidential feedback on their management style and (b) require participation from their direct reports. No part of the course addressed cultural intelligence, leading diverse teams, or other topical areas germane to the present study s variables of interest. As such, the study s results concerning cultural intelligence were not influenced by social desirability bias that may have been evoked from participants having completed a

10 544 Group & Organization Management 36(5) cross-cultural management course. As part of their coursework, students were asked to complete an online survey ( leader survey hereafter) that measured cultural intelligence and a series of demographic and work background questions. The leaders were asked to describe the nature of their position (e.g., supervisor/frontline manager, project team leader, regional/district manager, executive-level manager, etc.) in terms of the number of direct reports, the nature of their working relationship with direct reports (e.g., project-based tasks, functional department, regional management staff, etc.), and the length of time for which they have served in the position. The overall sample of 121 leaders was screened according to the following criteria: (a) a leadership position that includes a minimum of two direct reports, (b) leader-follower working relationships that require leader coordination of tasks among direct reports, and (c) tenure in the current leadership position for at least 1 year. Given prior research explicating the critical role of task interdependence when assessing team outcomes in culturally diverse contexts (Harrison & Humphrey, 2010; Kankanhalli, Tan, & Wei, 2007; Somech, Desivilya, & Lidogoster, 2009), the nature and intensity of task interdependence among team members was a particularly important screening criterion given our focus on team cultural diversity and team-performance outcomes. Of the 121 fully employed students across the three courses who were asked to participate, 99 met these criteria. As such, students who reported position titles as individual contributors in their respective organizations, leadership positions (e.g., managerial titles) that did not include direct reports, leadership positions that included direct reports who worked exclusively on disparate projects or tasks, and/or leaders with less than 1 year of tenure in their current role were excluded from hypothesis testing. As an administered survey that was part of the students coursework, as opposed to a truly voluntary survey for which a response rate is reported (Baruch & Holtom, 2008), we report that 81.2% of the leaders completed the self-report leader survey. The leaders submitted the names and addresses of their direct reports via to the first author. The direct reports of the 99 team leaders were asked to complete a separate online survey ( coworker survey hereafter) that measured follower perceptions of leader performance, team performance, leadership competencies, and a series of demographic and work background questions. The first author contacted each of the leader s direct reports directly via a confidential that included a link to the coworker survey. On the basis of comparing the total number of direct reports who were asked to participate versus those who completed the coworker survey, 72% of the leaders direct reports elected to participate in the study.

11 Groves and Feyerherm 545 Measures Cultural intelligence. Cultural intelligence was measured by Ang et al. s (2007) 20-item self-report scale composed of the following subscales: Meta-Cognitive ( Checks the accuracy of his/her cultural knowledge as he or she interacts with people from different cultures ; four items; α =.88), Cognitive ( Knows the rules for expressing non-verbal behaviors in other cultures ; six items; α =.92), Motivational ( Enjoys interacting with people from different cultures ; five items; α =.85), and Behavioral ( Changes his or her nonverbal behavior when a cross-cultural situation requires it ; five items; α =.86). Respondents completed the scales according to a 7-point scale (1 = strongly disagree; 7 = strongly agree). Overall, the CQ scale demonstrated strong internal reliability (α =.90). The means of the four subscales were calculated and then averaged to produce an overall leader CQ mean. Emotional intelligence. Emotional intelligence was measured by Wong and Law s (2002) 16-item, self-report measure based on the Mayer and Salovey (1997) model of emotional intelligence. The measure includes the following four-item subscales: Self-Emotion Appraisal ( I have a good understanding of my own emotions ; α =.88), Others Emotion Appraisal ( I am sensitive to the feelings and emotions of others ; α =.84), Use of Emotion ( I am a self-motivated person ; α =.90), and Regulation of Emotion ( I have good control of my own emotions ; α =.91). Respondents completed the scales according to a 7-point scale (1 = strongly disagree; 7 = strongly agree). Overall, the Emotional Intelligence Scale demonstrated strong internal reliability (α =.92). The means of the four subscales were calculated and then averaged to produce an overall leader EQ mean. Performance measures. The two perceptual performance measures included follower ratings of the leader s performance and team performance. Leader performance was measured by Turnley, Bolino, Lester, and Bloodgood s (2003) In-Role Job Performance Scale. The Leader Performance Scale, adapted for the present study s objectives, consisted of six items, including My team leader conscientiously meets the formal performance requirements of his or her job and My team leader conscientiously performs tasks that are expected of him or her. Respondents completed the scale according to a 5-point scale (1 = strongly disagree; 5 = strongly agree). The Cronbach s alpha for this scale was.82. Team performance was measured by a threeitem scale developed by Heilman, Block, and Lucas (1992). The items from this scale include Our work unit is very competent, Our work unit gets the work done very effectively, and Our work unit has performed the job well.

12 546 Group & Organization Management 36(5) Respondents completed the scale according to a 5-point scale (1 = strongly disagree; 5 = strongly agree). The Cronbach s alpha for this scale was.91. Team diversity. Team diversity was assessed with a composite measure of team heterogeneity developed by Gibson and Vermeulen (2003). The measure assesses the overall degree of overlap between team members across demographic variables that directly influence cultural diversity. The team diversity measure is based on Blau s (1977) definition of heterogeneity, which centers on the degree of dispersion of a population or group in terms of nominal demographic attributes such as gender, race, ethnicity, and nationality. Blau argues that for any nominal parameter, such as team member ethnicity,... the larger the number of groups and the more even distributed the population is divided among them, the greater is heterogeneity (p. 9). The heterogeneity definition of team diversity is consistent with the diversity as variety form of team diversity, one of three primary types of within-unit diversity identified in Harrison and Klein s (2007) review of supporting theory and research. The diversity as variety approach implies that the demographic attributes being studied are the primary criteria for social divisions and that each attribute contributes to team heterogeneity equally. Overall, research via relational demography studies (e.g., Tsui, Egan, & O Reilly, 1992; Tsui & O Reilly, 1989; Wagner, Pfeffer, & O Reilly, 1984) and review articles (Harrison & Klein, 2007; Klein & Harrison, 2007; Lau & Murnighan, 1998) as well as cross-cultural research (Elron, 1997; Mortensen & Hinds, 2001; Thomas, 1999) provides strong support for the variety approach to team diversity. To construct a composite measure of team diversity for the present study s goals, we calculated the overlap for each pair of team members (inclusive of the leader and each direct report) for two demographic attributes: ethnicity and nationality. Consistent with the diversity as variety framework as determined by the variety of relevant nominal characteristics of team members, prior research supports both ethnicity and nationality as important drivers of the cultural diversity of work teams (e.g., O Reilly, Caldwell, & Barnett, 1989; Riordan & Shore, 1997; Tsui, Egan, & O Reilly, 1992; Tsui & O Reilly, 1989). By examining both ethnicity and nationality, we follow Lau and Murnighan s (1998) recommendation to enhance research that addresses within-unit diversity by simultaneously investigating multiple demographic characteristics. As there was no reason to suspect that one attribute would have a greater influence on team diversity than the other, ethnicity and nationality were assigned equal weights in all calculations. The degree of overlap between team members was calculated as simply zero or one; zero for pairs that do not share the demographic attribute and one for pairs that do share the attribute. For example, if a pair on a given team consisted of two people of Chinese

13 Groves and Feyerherm 547 nationality, the overlap for nationality was calculated as one. If a pair on a given team consisted of a Chinese national and an American national, the overlap for nationality was calculated as zero. This calculation was repeated for all pairs among each team for both ethnic background and nationality. The two scores on these attributes were summed for each pair of members, representing the total overlap per pair. Total team homogeneity was calculated by summing the overlap of the different pairs on each team and dividing by the number of pairs on the team. Hence, greater overlap between a team s members represents a more homogeneous or less diverse team. Team diversity was computed as the inverse of the total team homogeneity score. The mean team diversity score was 1.01 (SD =.49) with a range of 0.09 to Table 1 illustrates examples of the team diversity calculations for two teams from the present study. Control variables. The leaders gender, tenure, and general leadership competencies were used as control variables in the present study. Given that a leader s prior work experience is often strongly associated with leadership performance (e.g., Dragoni et al., 2009; Thomas & Cheese, 2005), the leader s number of years at the current position was used as a control variable. Leader gender was also controlled due to prior empirical research demonstrating that women tend to score higher on emotional intelligence measures compared with men (Mayer, Salovey, & Caruso, 2008; McEnrue & Groves, 2006). Given the range of organizations and industries from which the sample was drawn, industry was coded into six major industries represented by the leader and teammates respective organizations (financial services, aerospace, health care, hospitality, government services, and other industries). Tukey s honestly significant difference (HSD) test identified no significant differences across the study s variables. Therefore, industry was not included as a control variable for hypothesis testing. Given that the data were collected from three different sections of the course, we tested for any between-section differences across the study s variables. Tukey s HSD test again revealed no significant differences between the three course sections from which the sample was drawn. Research on team dissimilarity and the interactive effects of team members diversity suggests that leader cultural diversity compared with team cultural diversity may influence the outcomes of the present study (Cunningham, 2005; Jackson et al., 1991; Kearney & Gebert, 2009; Price & Harrison, 2006). Following procedures described in Cunningham (2005), we performed the following calculations to control for interactive effects of leader cultural diversity versus team cultural diversity. For each of the 99 work teams in the present study, we coded the leader s ethnicity compared with his or her

14 Table 1. Examples of Team Diversity Calculations Team composition Measure of team diversity Member Pair overlap A B C D AB AC AD BC BD CD Team 1 Ethnicity Asian American Hispanic/Latin American Nationality China United States El Salvador United States Hispanic/Latin American White Total overlap Team homogeneity 0.33 Team diversity 3.00 Team 2 Ethnicity Asian American Asian American White Asian American Nationality United States United States United States China Total overlap Team homogeneity 1.00 Team diversity 1.00 Note: Team homogeneity is calculated as the mean total overlap per pair of team members within each team. Formally, team homogeneity = Σij/P, where P is the number of pairs on the team. Team diversity is the inverse of team homogeneity. Formally, team diversity = (team homogeneity)

15 Groves and Feyerherm 549 followers: 1 = ethnic minority, 2 = ethnic majority, and 3 = ethnic plurality. A leader was coded as an ethnic majority when the majority of his or her followers reported the same ethnicity. Likewise, a leader was coded as an ethnic minority when his or her reported ethnicity did not match the ethnic majority of his or her followers. Finally, a leader was coded as plurality when his or her reported ethnicity was neither a majority nor a minority compared with his or her followers reported ethnicities. An example of the latter case is an Asian American leader with four direct reports whose reported ethnicities included two Asian American followers and two Hispanic/Latin American followers. Using this coding scheme, the leader sample consisted of 48 ethnic minorities, 40 ethnic majorities, and 11 ethnic pluralities. Using these categories as the grouping variable, Tukey s HSD test identified no significant betweengroup differences in the four Leader CQ sub-scales (meta-cognitive, cognitive, motivational, and behavioral), Overall Leader CQ, Leader EQ, Leader Performance, or Team Performance. Given these results, we did not include leader ethnicity versus team ethnicity as a control variable for hypothesis testing. Following the same methodology for coding the leader s nationality compared with his or her followers (1 = nationality minority, 2 = nationality majority, 3 = nationality plurality), the leader sample consisted of 46 nationality majorities, 38 nationality minorities, and 15 nationality pluralities. Tukey s HSD test revealed only a single significant between-group difference for the study s variables: leader nationality minorities scored significant higher on motivational CQ compared with leader nationality majorities (mean difference =.70, p <.05). Given the very minimal observed between-group differences across the study s variables, as well as our goals to include only those control variables that will exert significant influence on the study s hypotheses and conceptually focus on overall cultural intelligence as opposed to any single CQ dimension, we opted to exclude leader nationality versus team nationality as a control variable for hypothesis testing. Finally, given that this study investigates leadership performance outcomes, we sought to control for the possibility that ratings of leader performance and team performance might be confounded with focal leaders general leadership competencies. The true effects of leader CQ on leader performance outcomes in culturally diverse teams may be confounded by such competencies. Thus, we controlled for focal leader s leadership competencies as rated by his or her teammates using an abbreviated version of Quinn s measure of leadership roles (Denison, Hooijberg, & Quinn, 1995; Quinn, 1988; Quinn, Faerman, Thompson, McGrath, & St. Clair, 2007). The following leadership roles and their associated competencies were rated by the focal leaders teammates: mentoring (four items; Shows concern for the needs of employees ;

16 550 Group & Organization Management 36(5) α =.89), innovating (four items; Searches for innovations and potential improvements ; α =.86), directing (four items; Clarifies the unit s priorities and directions ; α =.83), and monitoring (four items; Compares records, reports, and so on to detect discrepancies ; α =.90). These items were rated using a 7-point Likert-type scale ranging from 1 (almost never) to 7 (almost always) with a middle point defined as 4 (occasionally). Preliminary Analyses Level of analysis. The team was chosen as the unit of analysis for the present study such that items measuring leader CQ and leader EQ were averaged to create scale scores for each leader. The leader performance and team performance variables were assessed by multiple direct reports. Thus, before conducting confirmatory factor analyses to verify the construct validity of the variables, the individual responses to each item were aggregated to provide a mean score at the team level. To justify the appropriateness of aggregating teammate responses, intraclass correlations (ICC 2 ; Bliese & Halverson, 1996) and within-group reliability statistics (r jg ; James et al., 1984) were calculated. The interrater reliability coefficients (r jg ) for leader performance and team performance were.84 and.87, respectively. The ICC 2 coefficients for leader performance and team performance were.78 and.81, respectively. The interrater reliability coefficients (r jg ) for the mentoring, innovating, directing, and monitoring scales were.85,.79,.87, and.80, respectively. The ICC 2 coefficients for the mentoring, innovating, directing, and monitoring scales were.84,.77,.85, and.81, respectively. Overall, these results indicate a high level of consistency among teammate responses, justifying the aggregation of direct report data to the team level. Measurement models. Prior to testing the hypotheses, confirmatory factor analyses were conducted to provide support for the construct validity of the leader and direct report variables. Specifically, two measurement models were tested using Amos software (Arbuckle & Wothke, 1999) and the following conventional indicators of fit: chi square (χ 2 ), goodness-of-fit index (GFI), adjusted GFI (AGFI), root mean square error of approximation (RMSEA), incremental fit index (IFI), and comparative fit index (CFI). The first measurement model tested the leader self-report variables, which included leader CQ and leader EQ. Based on these conventional indices, a two-factor model demonstrated a strong level of fit: χ 2 = (df = 24, p <.05), GFI =.94, AGFI =.91, RMSEA =.05, IFI =.94, and CFI =.92. All loadings were statistically significant and the structure coefficients demonstrated that each item loaded highest with their specified latent factor. This model was compared with

17 Groves and Feyerherm 551 a single-factorial solution, which provided significantly worse fit: χ 2 = (df = 25, p <.001), GFI =.80, AGFI =.78, RMSEA =.12, IFI =.79, and CFI =.77. The second measurement model tested the variables assessed by the leaders direct reports, including leader performance, team performance, and the four leadership competency scales. The conventional fit indices indicated that a six-factor model demonstrated an acceptable level of fit: χ 2 = (df = 18, p <.01), GFI =.95, AGFI =.92, RMSEA =.05, IFI =.94, and CFI =.93. By comparison, other theoretically plausible models demonstrated relatively poor fit. A five-factor model in which the leader and team performance variables were combined yielded in relatively poor fit: χ 2 = (df = 19, p <.001), GFI =.84, AGFI =.81, RMSEA =.10, IFI =.83, and CFI =.82. A three-factor model that included leader performance, team performance, and a single factor that combined the four leadership competency scales also demonstrated comparatively poor fit: χ 2 = (df = 21, p <.001), GFI =.82, AGFI =.80, RMSEA =.12, IFI =.82, and CFI =.81. Overall, the results from CFA analyses demonstrated support for leader CQ and leader EQ as distinct constructs as well as the independence of leader performance, team performance, and the four leadership competency variables. Results Table 2 presents the means, standard deviations, and correlation coefficients among the primary study variables. Gender was related to leader performance (r =.26, p <.05) and team performance (r =.21, p <.05), indicating that female leaders were rated more favorably by their followers on both performance outcomes compared with their male counterparts. Leader tenure at position negatively correlated with overall cultural intelligence (r =.25, p <.05), cognitive CQ (r =.23 p <.05), and behavioral CQ (r =.31, p <.01). The leadership competencies were moderately correlated with one another (r =.15, ns to r =.46, p <.01). Cultural intelligence was associated with mentoring (r =.24, p <.05). The cultural intelligence subscales were moderately correlated with one another (r =.26, p <.05 to r =.49, p <.01). Emotional intelligence and cultural intelligence were positively correlated (r =.42, p <.01). Finally, leader performance was associated with team performance (r =.53, p <.01). Cultural Intelligence and Leader Performance Hypothesis 1a predicted that team diversity would moderate the relationship between leader CQ and leader performance. We expected leaders with higher

18 Table 2. Means, Standard Deviations, and Correlation Coefficients of Study Variables M (SD) Gender a 1.56 (0.50) 2. Tenure 3.47 (1.71) Mentoring 4.63 (1.32) b 4. Innovating 4.12 (1.24) **.86 b 5. Directing 4.74 (1.12) *.46**.83 b 6. Monitoring 4.37 (1.16) *.90 b 7. Cultural intelligence (CQ) 4.32 (1.09).09.25*.24* b 8. Metacognitive CQ 4.91 (1.21) * **.88 b 9. Cognitive CQ 3.32 (1.38).09.23* **.41**.92 b 10. Motivational CQ 5.06 (1.19) * **.41**.26*.85 b 11. Behavioral CQ 4.29 (1.34).17.31**.26*.24* **.49**.42**.26*.86 b 12. Emotional intelligence 5.38 (1.00) ** **.42**.28*.43*.31**.92 b 13. Team diversity 1.01 (0.49) *.20*.23* Leader performance 4.28 (0.45).26* b 15. Team performance 3.93 (0.46).21* **.91 b Note: n = 99. a. 1 = male and 2 = female. b. Coefficients are Cronbach s alphas. *p <.05. **p <

19 Groves and Feyerherm 553 Table 3. Results of Hierarchical Regression Analyses Predicting Leader Performance Variables Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Gender a Tenure Mentoring Directing Innovating Monitoring Emotional intelligence Team diversity Cultural intelligence Emotional intelligence Team diversity Cultural intelligence.28* Team diversity ΔR Total R ΔF * Total F * Note: n = 99. Standardized regression coefficients are shown. a. 1 = male and 2 = female. *p <.05. CQ to demonstrate greater leader performance on diverse work teams compared with homogeneous work teams. We also expected leader CQ to explain unique variance in leader performance on culturally diverse teams beyond the effects of leader emotional intelligence (Hypothesis 1b). Table 3 illustrates results from a hierarchical regression model predicting leader performance by testing the direct and interaction effects of leader CQ, leader EQ, and team diversity. Leader gender, tenure at position, and the four general leadership competencies (mentoring, innovating, directing, and monitoring) were entered as control variables in Step 1. The direct effects of leader EQ, team diversity, and leader CQ were entered in Steps 2, 3, and 4, respectively. To test the unique effects of the leader CQ in culturally diverse teams, the leader EQ team diversity interaction was entered in Step 5 whereas the leader CQ team diversity interaction was entered in the last Step. This order of interaction terms was intended to allow for analysis of the unique effects of leader CQ and leader EQ on leader performance in culturally diverse teams; specifically, a

20 554 Group & Organization Management 36(5) Leader Performance Team Diversity High Low Low High Leader Cultural Intelligence Figure 1. Moderating effects of team diversity on leader cultural intelligence and leader performance comparative analysis of whether leader CQ explains unique variance in leader performance beyond the effects of the control variables, main effects, and the leader EQ team diversity interaction. As illustrated in Step 6, the leader CQ team diversity interaction explained a significant amount of unique variance in leader performance (ΔR 2 =.10; ΔF = 7.19, p <.05) and produced a significant final β weight of.28 (p <.05) in the final model. Following procedures outlined by Aiken and West (1991), a simple slopes analysis revealed that when team diversity was high (1 SD above the mean), leader CQ demonstrated a significant positive relationship with leader performance (β =.33, p <.05). When team diversity was low (1 SD below the mean), leader CQ and leader performance demonstrated a nonsignificant relationship (β =.05, ns). To illustrate the significant leader cultural intelligence team diversity interaction, Figure 1 shows an interactive line graph with leader performance as the outcome variable (y-axis). Following Aiken and West s (1991) procedures, the line graph was constructed by plotting cultural intelligence scores one standard deviation above the mean (high cultural intelligence) and one standard deviation below the mean (low cultural intelligence) across high team diversity (+1.00 SD) and low team diversity ( 1.00 SD). Consistent with Hypothesis 1, Figure 1 clearly demonstrates a stronger relationship

21 Groves and Feyerherm 555 Table 4. Results of Hierarchical Regression Analyses Predicting Team Performance Variables Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Gender a Tenure Mentoring Directing Innovating Monitoring Emotional intelligence Team diversity Cultural intelligence Emotional intelligence Team diversity Cultural intelligence.26* Team diversity ΔR Total R ΔF * Total F * Note: n = 99. Standardized regression coefficients are shown. a. 1 = male and 2 = female. *p <.05. between leader cultural intelligence and leader performance under conditions of high team diversity. These results indicate that leaders with greater CQ demonstrate higher leader performance on culturally diverse work teams compared to culturally homogeneous work teams. These results also indicate that leader CQ explains unique variance in leader performance on diverse teams beyond the effects of leader EQ. Overall, these results provide support for Hypotheses 1a and 1b. Cultural Intelligence and Team Performance Hypothesis 2a predicted that team diversity would moderate the relationship between leader cultural intelligence and team performance. We expected leaders with greater CQ to facilitate higher team performance on diverse work teams compared with homogeneous work teams. We also expected leader CQ to explain unique variance in team performance on culturally diverse teams beyond the effects of leader emotional intelligence (Hypothesis 2b). Table 4

International Business & Economics Research Journal Third Quarter 2017 Volume 16, Number 3

International Business & Economics Research Journal Third Quarter 2017 Volume 16, Number 3 The Impact Of Metacognitive, Cognitive And Motivational Cultural Intelligence On Behavioral Cultural Intelligence Doreen J. Gooden, Florida International University, USA Carole Ann Creque, University of

More information

CHAPTER 5 DATA ANALYSIS AND RESULTS

CHAPTER 5 DATA ANALYSIS AND RESULTS 5.1 INTRODUCTION CHAPTER 5 DATA ANALYSIS AND RESULTS The purpose of this chapter is to present and discuss the results of data analysis. The study was conducted on 518 information technology professionals

More information

Procedia - Social and Behavioral Sciences 221 ( 2016 ) SIM 2015 / 13th International Symposium in Management

Procedia - Social and Behavioral Sciences 221 ( 2016 ) SIM 2015 / 13th International Symposium in Management Available online at www.sciencedirect.com ScienceDirect Procedia - Social and Behavioral Sciences 221 ( 2016 ) 336 341 SIM 2015 / 13th International Symposium in Management Understanding Cultural Intelligence

More information

THE MEDIATING ROLE OF WORK INVOLVEMENT IN A JOB CHARACTERISTICS AND JOB PERFORMANCE RELATIONSHIP

THE MEDIATING ROLE OF WORK INVOLVEMENT IN A JOB CHARACTERISTICS AND JOB PERFORMANCE RELATIONSHIP THE MEDIATING ROLE OF WORK INVOLVEMENT IN A JOB CHARACTERISTICS AND JOB PERFORMANCE RELATIONSHIP 1 By: Johanim Johari Khulida Kirana Yahya Abdullah Omar Department of Management Studies College of Business

More information

The Influence of Cultural Intelligence on Crosscultural Adjustment for International Students in University: The Mediating Effect of Self-efficacy

The Influence of Cultural Intelligence on Crosscultural Adjustment for International Students in University: The Mediating Effect of Self-efficacy The Influence of Cultural Intelligence on Crosscultural Adjustment for International Students in University: The Mediating Effect of Self-efficacy Wen-ching, Chang Yu-ya, Tseng Liang-chieh, Weng Introduction

More information

CULTURAL INTELLIGENCE: NAVIGATING THE LABYRINTH OF DIVERSITY AT UST

CULTURAL INTELLIGENCE: NAVIGATING THE LABYRINTH OF DIVERSITY AT UST CULTURAL INTELLIGENCE: NAVIGATING THE LABYRINTH OF DIVERSITY AT UST Presented by Dr. Sujin Horwitz and Ms. Lily Swan March 23, 2017 In Collaboration with the Center for the Initiative for University Excellence

More information

The Effects Of Constructive Conflict On Team Emotions

The Effects Of Constructive Conflict On Team Emotions Journal of Applied Science and Engineering Innovation, Vol.2 No.10 2015, pp. 402-406 ISSN (Print): 2331-9062 ISSN (Online): 2331-9070 The Effects Of Constructive Conflict On Team Emotions Yuan Lin, Anmin

More information

The Effect of Paternalistic Leadership on Employee Voice Behavior: The Study of the Mediating Role of OBSE. Yu-jia XIAO and An-cheng PAN *

The Effect of Paternalistic Leadership on Employee Voice Behavior: The Study of the Mediating Role of OBSE. Yu-jia XIAO and An-cheng PAN * 2017 3rd International Conference on Humanity and Social Science (ICHSS 2017) ISBN: 978-1-60595-529-2 The Effect of Paternalistic Leadership on Employee Voice Behavior: The Study of the Mediating Role

More information

CONFLICT AND PERCEIVED GROUP PERFORMANCE IN CULTURALLY DIVERSE WORK GROUPS

CONFLICT AND PERCEIVED GROUP PERFORMANCE IN CULTURALLY DIVERSE WORK GROUPS CONFLICT AND PERCEIVED GROUP PERFORMANCE IN CULTURALLY DIVERSE WORK GROUPS Inessa Yu. Korovyakovskaya, Savannah State University Hyonsong Chong, Jackson State University ABSTRACT While group and teamwork

More information

IT PRE-ENTREPRENEUR'S FOUNDING DECISION MAKING AND PSYCHOLOGICAL MECHANISM

IT PRE-ENTREPRENEUR'S FOUNDING DECISION MAKING AND PSYCHOLOGICAL MECHANISM IT PRE-ENTREPRENEUR'S FOUNDING DECISION MAKING AND PSYCHOLOGICAL MECHANISM 1 KYUNGYOUNG OHK, 2 JAEWON HONG * 1 Department of Consumer Economics, Sookmyung Women s University, Seoul 04310, Korea 2 Department

More information

Universität Potsdam. Team Diversity. Doris Fay, Yves R. F. Guillaume. Postprints der Universität Potsdam Humanwissenschaftliche Reihe ; 29

Universität Potsdam. Team Diversity. Doris Fay, Yves R. F. Guillaume. Postprints der Universität Potsdam Humanwissenschaftliche Reihe ; 29 Universität Potsdam Doris Fay, Yves R. F. Guillaume Team Diversity first published in: International Encyclopedia of Organization Studies / ed. Stewart R. Clegg; James R. Bailey. - Los Angeles [u.a.] :

More information

Impact of Emotional Intelligence on Employees Turnover Rate in FMCG Organizations

Impact of Emotional Intelligence on Employees Turnover Rate in FMCG Organizations Pak J Commer Soc Sci Pakistan Journal of Commerce and Social Sciences 2013, Vol. 7 (2), 394-404 Impact of Emotional Intelligence on Employees Turnover Rate in FMCG Organizations Razi Sultan Siddiqui Faculty

More information

A MULTILEVEL ANALYSIS OF TEAM CLIMATE AND INTERPERSONAL EXCHANGE RELATIONSHIPS AT WORK

A MULTILEVEL ANALYSIS OF TEAM CLIMATE AND INTERPERSONAL EXCHANGE RELATIONSHIPS AT WORK A MULTILEVEL ANALYSIS OF TEAM CLIMATE AND INTERPERSONAL EXCHANGE RELATIONSHIPS AT WORK Herman H. M. Tse, University of Queensland (h.tse@business.uq.edu.au) Marie T. Dasborough, Oklahoma State University

More information

An Empirical Investigation of Consumer Experience on Online Purchase Intention Bing-sheng YAN 1,a, Li-hua LI 2,b and Ke XU 3,c,*

An Empirical Investigation of Consumer Experience on Online Purchase Intention Bing-sheng YAN 1,a, Li-hua LI 2,b and Ke XU 3,c,* 2017 4th International Conference on Economics and Management (ICEM 2017) ISBN: 978-1-60595-467-7 An Empirical Investigation of Consumer Experience on Online Purchase Intention Bing-sheng YAN 1,a, Li-hua

More information

THE EFFECT OF CULTURAL INTELLIGENCE TO KNOWLEDGE SHARING BEHAVIOR IN UNIVERSITY STUDENTS

THE EFFECT OF CULTURAL INTELLIGENCE TO KNOWLEDGE SHARING BEHAVIOR IN UNIVERSITY STUDENTS THE EFFECT OF CULTURAL INTELLIGENCE TO KNOWLEDGE SHARING BEHAVIOR IN UNIVERSITY STUDENTS Nur Arief Rahmatsyah Putranto School of Business and Management Institut Teknologi Bandung Jl. Ganesha 10 Bandung

More information

Cultural Intelligence

Cultural Intelligence Cultural Intelligence Group Report for Bethel College May 28, 2014 www.culturalq.com info@culturalq.com Page 1 Overview This report provides summary feedback on Cultural Intelligence (CQ) of those who

More information

Examination of an Extended Theory of Planned Behavior Model on Overseas Tourism Shopping

Examination of an Extended Theory of Planned Behavior Model on Overseas Tourism Shopping University of Massachusetts Amherst ScholarWorks@UMass Amherst Travel and Tourism Research Association: Advancing Tourism Research Globally 2015 ttra International Conference Examination of an Extended

More information

THE INFLUENCE OF MORAL ORIENTATION AND RELATIONAL RISK ON KNOWLEDGE SHARING IN SUPPLY CHAINS

THE INFLUENCE OF MORAL ORIENTATION AND RELATIONAL RISK ON KNOWLEDGE SHARING IN SUPPLY CHAINS THE INFLUENCE OF MORAL ORIENTATION AND RELATIONAL RISK ON KNOWLEDGE SHARING IN SUPPLY CHAINS Jao-Hong Cheng, Department of Information Management, National Yunlin University of Science and Technology,

More information

Online Early Preprint of Accepted Manuscript

Online Early Preprint of Accepted Manuscript The Accounting Review Issues in Accounting Education Accounting Horizons Accounting and the Public Interest Auditing: A Journal of Practice & Theory Behavioral Research in Accounting Current Issues in

More information

Amin Wibowo and Arief Prima Johan

Amin Wibowo and Arief Prima Johan Cognitive Top Management Team Diversity, Comprehensiveness in Decision Making, Social Integration and Firm Performance: Studies in Rural Banks Amin Wibowo and Arief Prima Johan 1 Introduction S. 96 2 Theory

More information

Examination of an Extended Theory of Planned Behavior Model on Overseas Tourism Shopping

Examination of an Extended Theory of Planned Behavior Model on Overseas Tourism Shopping University of Massachusetts - Amherst ScholarWorks@UMass Amherst Tourism Travel and Research Association: Advancing Tourism Research Globally Turning Insights Into Actions ~ the Crucial Role of Tourism

More information

Examination of an Extended Theory of Planned Behavior Model on Overseas Tourism Shopping

Examination of an Extended Theory of Planned Behavior Model on Overseas Tourism Shopping University of Massachusetts Amherst ScholarWorks@UMass Amherst Tourism Travel and Research Association: Advancing Tourism Research Globally 2015 ttra International Conference Examination of an Extended

More information

CASE STUDY. Incremental Validity of the Wonderlic Motivation Potential Assessment (MPA)

CASE STUDY. Incremental Validity of the Wonderlic Motivation Potential Assessment (MPA) Michael C. Callans, M.S.W. Daniel Nguyen, Ph.D. Brett M. Wells, Ph.D. Introduction The Wonderlic Motivation Potential Assessment (MPA) is a 30-item questionnaire that measures the extent to which employees

More information

Sales-Marketing Thought Worlds in Mexican

Sales-Marketing Thought Worlds in Mexican H2: The differences between sales and marketing competencies in terms of (a) market knowledge, (b) product knowledge, and (c) interpersonal skills will be negatively related to marketing s organizational

More information

Construct, antecedents, and consequences 1

Construct, antecedents, and consequences 1 Construct, Antecedents, and HUI, Chun, PhD Definitions of OCB Discretionary behavior on the part of the employee that is not formally rewarded or recognized by an organization, but in aggregate will promote

More information

A Study on the Influence of University Teachers' Social Network on Their Entrepreneurship Intention

A Study on the Influence of University Teachers' Social Network on Their Entrepreneurship Intention 2017 3rd International Conference on Economy, Management and Education Technology (ICEMET 2017) A Study on the Influence of University Teachers' Social Network on Their Entrepreneurship Intention Shibin

More information

Keywords diversity management, inclusive culture, affective commitment, transformational leadership, public sector, survey research

Keywords diversity management, inclusive culture, affective commitment, transformational leadership, public sector, survey research 511088ROPXXX10.1177/0734371X13511088Review of Public Personnel AdministrationAshikali and Groeneveld research-article2013 Article Diversity Management in Public Organizations and Its Effect on Employees

More information

Measures for success. Assessment of two E s engagement and enablement can give organizations powerful insights on inclusion beyond diversity.

Measures for success. Assessment of two E s engagement and enablement can give organizations powerful insights on inclusion beyond diversity. Measures for success Assessment of two E s engagement and enablement can give organizations powerful insights on inclusion beyond diversity. Companies for years measured the diversity of their workforce

More information

The impact of status conflict and team climate on the relationship between team diversity and performance

The impact of status conflict and team climate on the relationship between team diversity and performance The impact of status conflict and team climate on the relationship between team diversity and performance Guido van der Linden Superior de Beerstraat 38 5046 HC Tilburg ANR: s947893 Master Thesis Human

More information

Research: The Relationship Between. VERSATILITY AND DIVERSITY Among LEADERS

Research: The Relationship Between. VERSATILITY AND DIVERSITY Among LEADERS Research: The Relationship Between VERSATILITY AND DIVERSITY Among LEADERS The Relationship Between VERSATILITY AND DIVERSITY Among LEADERS WHAT IS DIVERSITY? Most large organizations have made strides

More information

FACTORS AFFECTING JOB STRESS AMONG IT PROFESSIONALS IN APPAREL INDUSTRY: A CASE STUDY IN SRI LANKA

FACTORS AFFECTING JOB STRESS AMONG IT PROFESSIONALS IN APPAREL INDUSTRY: A CASE STUDY IN SRI LANKA FACTORS AFFECTING JOB STRESS AMONG IT PROFESSIONALS IN APPAREL INDUSTRY: A CASE STUDY IN SRI LANKA W.N. Arsakularathna and S.S.N. Perera Research & Development Centre for Mathematical Modeling, Faculty

More information

Does Transformational Leadership Leads To Higher Employee Work Engagement. A Study of Pakistani Service Sector Firms

Does Transformational Leadership Leads To Higher Employee Work Engagement. A Study of Pakistani Service Sector Firms Does Transformational Leadership Leads To Higher Employee Work Engagement. A Study of Pakistani Service Sector Firms M. Waqas Raja PhD Scholar COMSATS Institute of Information Technology Chak Shahzad Campus,

More information

Role of Task Characteristics in the Relationship between Technological Innovation and Project Success

Role of Task Characteristics in the Relationship between Technological Innovation and Project Success Role of Task Characteristics in the Relationship between Technological Innovation and Project Success Li-Ren Yang Abstract Conceptualizing technological in the management context is still rudimentary.

More information

Effect of Emotional Intelligence and Perceived Work Environment on Performance of Bankers

Effect of Emotional Intelligence and Perceived Work Environment on Performance of Bankers Effect of Emotional Intelligence and Perceived Work Environment on Performance of Bankers Afifa Anjum and Huma Ali Department of Applied Psychology University of the Punjab, Lahore, Pakistan anjumafifa@yahoo.com

More information

Cross-Cultural Leadership, Diversity,

Cross-Cultural Leadership, Diversity, Cross-Cultural Leadership, Diversity, CHAPTER 14 Learning Objectives Understand why cross-cultural research on leadership is important. Understand different types of cross-cultural research. Understand

More information

Age differences in coping and locus of control : a study of managerial stress in Hong Kong

Age differences in coping and locus of control : a study of managerial stress in Hong Kong Lingnan University Digital Commons @ Lingnan University Staff Publications Lingnan Staff Publication 12-1-2001 Age differences in coping and locus of control : a study of managerial stress in Hong Kong

More information

emergent group-level effects U.S. Army Medical Research Unit-Europe Walter Reed Army Institute of Research

emergent group-level effects U.S. Army Medical Research Unit-Europe Walter Reed Army Institute of Research The impact of within-group conflict on perceptions of the organizations: Evidence for emergent group-level effects Paul D. Bliese, Jeffrey L. Thomas, Amy B. Adler, & Kathleen M. Wright U.S. Army Medical

More information

Understanding the Role of Individual Perception on Mobile Payment: Moderating or Mediating

Understanding the Role of Individual Perception on Mobile Payment: Moderating or Mediating Understanding the Role of Individual Perception on Mobile Payment: Moderating or Mediating Qiang Zeng and Jifeng Ma Shantou University Business School, Shantou, China Email: {qzeng, 12jfma}@stu.edu.cn

More information

The demographic time bomb

The demographic time bomb April 25th, 9.00 am (Room RA1315) AGE DISSIMILARITY, ORGANIZATIONAL IDENTIFICATION AND AGE DIVERSITY CLIMATE: AN EXPLORATORY STUDY AMONG SCHOOL TEACHERS Alessia Sammarra University of L Aquila alessia.sammarra@univaq.it

More information

The Effects of Employee Ownership in the Context of the Large Multinational : an Attitudinal Cross-Cultural Approach. PhD Thesis Summary

The Effects of Employee Ownership in the Context of the Large Multinational : an Attitudinal Cross-Cultural Approach. PhD Thesis Summary The Effects of Employee Ownership in the Context of the Large Multinational : an Attitudinal Cross-Cultural Approach. PhD Thesis Summary Marco CARAMELLI The University of Montpellier II Marco.Caramelli@iae.univ-montp2.fr

More information

Cultural Intelligence s Impact on Cross-Cultural Problem-Solving Performance

Cultural Intelligence s Impact on Cross-Cultural Problem-Solving Performance Research Article Cultural Intelligence s Impact on Cross-Cultural Problem-Solving Performance Robert Engle and Andrew Delohery Quinnipiac University Introduction In today s world of increasing globalization,

More information

FACULTEIT ECONOMIE EN BEDRIJFSKUNDE. HOVENIERSBERG 24 B-9000 GENT Tel. : 32 - (0) Fax. : 32 - (0)

FACULTEIT ECONOMIE EN BEDRIJFSKUNDE. HOVENIERSBERG 24 B-9000 GENT Tel. : 32 - (0) Fax. : 32 - (0) FACULTEIT ECONOMIE EN BEDRIJFSKUNDE HOVENIERSBERG 24 B-9000 GENT Tel. : 32 - (0)9 264.34.61 Fax. : 32 - (0)9 264.35.92 WORKING PAPER Organizational versus Individual Responsibility for Career Management:

More information

EMOTIONAL COMPETENCIES IN TEAM AND IT S RELATIONSHIP WITH TEAM EFFECTIVENESS

EMOTIONAL COMPETENCIES IN TEAM AND IT S RELATIONSHIP WITH TEAM EFFECTIVENESS International Journal on Information Sciences and Computing, Vol. 4, No.2, July 2010 1 EMOTIONAL COMPETENCIES IN TEAM AND IT S RELATIONSHIP WITH TEAM EFFECTIVENESS Akila R. 1, Thangavel N. 2 1 Sr Lecturer,

More information

Differential Effects of Hindrance and Challenge Stressors on Innovative Performance

Differential Effects of Hindrance and Challenge Stressors on Innovative Performance Differential Effects of Hindrance and Challenge Stressors on Innovative Performance Usman Raja, PhD and Muhammad Abbas Abstract The paper investigated the differential effects of challenge related stressors

More information

Familienunternehmen und KMU

Familienunternehmen und KMU Familienunternehmen und KMU Series editor A. Hack, Bern, Switzerland A. Calabrò, Witten, Germany T. Zellweger, St. Gallen, Switzerland F.W. Kellermanns, Charlotte, USA H. Frank, Wien, Austria Both Family

More information

Thomas Rockstuhl. Stefan Seiler. Soon Ang. Linn Van Dyne. Hubert Annen

Thomas Rockstuhl. Stefan Seiler. Soon Ang. Linn Van Dyne. Hubert Annen Journal of Social Issues, Vol. 67, No. 4, 2011, pp. 825--840 Beyond General Intelligence (IQ) and Emotional Intelligence (EQ): The Role of Cultural Intelligence (CQ) on Cross-Border Leadership Effectiveness

More information

THE PRACTICAL APPROACH FOR TESTING MEASUREMENT INVARIANCE ACROSS GENDER ISSUE FOR THE EMPATHY ITEMS IN SERVQUAL SCALE

THE PRACTICAL APPROACH FOR TESTING MEASUREMENT INVARIANCE ACROSS GENDER ISSUE FOR THE EMPATHY ITEMS IN SERVQUAL SCALE THE PRACTICAL APPROACH FOR TESTING MEASUREMENT INVARIANCE ACROSS GENDER ISSUE FOR THE EMPATHY ITEMS IN SERVQUAL SCALE Dr. Ming Gao, Professor School of Economics and Management Fuzhou University, Fujian,

More information

SUBSTITUTES FOR LEADERSHIP AND JOB SATISFACTION REVISITED

SUBSTITUTES FOR LEADERSHIP AND JOB SATISFACTION REVISITED SUBSTITUTES FOR LEADERSHIP AND JOB SATISFACTION REVISITED Edward Jernigan, Department of Management, Belk College of Business, UNC Charlotte Joyce Beggs, Department of Management, Belk College of Business,

More information

Understanding resistance to mobile banking adoption: Evidence from South Africa

Understanding resistance to mobile banking adoption: Evidence from South Africa Understanding resistance to mobile banking adoption: Evidence from South Africa Introduction In the last decade, the convergence of the Internet, wireless technologies, and mobile devices has made possible

More information

*Javad Rahdarpour Department of Agricultural Management, Zabol Branch, Islamic Azad University, Zabol, Iran *Corresponding author

*Javad Rahdarpour Department of Agricultural Management, Zabol Branch, Islamic Azad University, Zabol, Iran *Corresponding author Relationship between Organizational Intelligence, Organizational Learning, Intellectual Capital and Social Capital Using SEM (Case Study: Zabol Organization of Medical Sciences) *Javad Rahdarpour Department

More information

How conflict affects the relationship between team tenure diversity and team performance

How conflict affects the relationship between team tenure diversity and team performance How conflict affects the relationship between team tenure diversity and team performance The mediating role of conflict S.I. Glaap s711539 S.I.Glaap@uvt.nl Fagotlaan 54, 3438 CH Nieuwegein Supervisor:

More information

A study on the relationship of contact service employee s attitude and emotional intelligence to coping strategy and service performance

A study on the relationship of contact service employee s attitude and emotional intelligence to coping strategy and service performance , pp.75-79 http://dx.doi.org/10.14257/astl.2014.70.18 A study on the relationship of contact service employee s attitude and emotional intelligence to coping strategy and service performance Kim, Gye Soo

More information

A Study on Acceptance of Selected FMCG Products among Women Managers in Tiruchirappalli District, Tamil Nadu

A Study on Acceptance of Selected FMCG Products among Women Managers in Tiruchirappalli District, Tamil Nadu A Study on Acceptance of Selected FMCG Products among Women Managers in Tiruchirappalli District, Tamil Nadu Dr.R. Kalpana Assistant Professor Department of Management Studies Thanthai Hans Roever College(Autonomous)

More information

Minding the Cultural Gaps between Different Countries - A Real Challenge for the International Managers

Minding the Cultural Gaps between Different Countries - A Real Challenge for the International Managers Minding the Cultural Gaps between Different Countries - A Real Challenge for the International Managers Alexandru CĂPĂŢÎNĂ 1 George SCHIN Abstract The managers that intend to develop their businesses at

More information

Conflict resolution and procedural fairness in Japanese work organizations

Conflict resolution and procedural fairness in Japanese work organizations Japanese Psychological Research 2002, Volume 44, No. 2, 107 112 Short Report Blackwell SHORT REPORT Science, Ltd Conflict resolution and procedural fairness in Japanese work organizations KEI-ICHIRO IMAZAI

More information

EDUCATION FOR SUCCESSFUL INTERCULTURAL COMMUNICATION AND CULTURAL INTELLIGENCE

EDUCATION FOR SUCCESSFUL INTERCULTURAL COMMUNICATION AND CULTURAL INTELLIGENCE INTELLIGENCE 63 Anita Goltnik Urnaut 1 EDUCATION FOR SUCCESSFUL INTERCULTURAL COMMUNICATION AND CULTURAL INTELLIGENCE Abstract Intercultural intelligence is the capability to function effectively in culturally

More information

Why Employee Turnover? The influence of Chinese Management and Organizational Justice

Why Employee Turnover? The influence of Chinese Management and Organizational Justice Why Employee Turnover? The influence of Chinese Management and Organizational Justice Feng-Hsia Kao National Taiwan University, Taiwan Min-Ping Huang Yuan Ze University, Taiwan Bor-Shiuan Cheng National

More information

EMOTIONAL INTELLIGENCE AND THE PROJECT LEADER: THE PEOPLE SIDE OF PROJECT MANAGEMENT

EMOTIONAL INTELLIGENCE AND THE PROJECT LEADER: THE PEOPLE SIDE OF PROJECT MANAGEMENT EMOTIONAL INTELLIGENCE AND THE PROJECT LEADER: THE PEOPLE SIDE OF PROJECT MANAGEMENT Timothy Burke Regis University 7415 Chase Street, Westminster, Colorado 80003, United States Tel: 303-428-9356, Fax:

More information

An Empirical Examination of the Antecedents of Ethical Intentions in Professional Selling

An Empirical Examination of the Antecedents of Ethical Intentions in Professional Selling An Empirical Examination of the Antecedents of Ethical Intentions in Professional Selling Craig A. Martin Western Kentucky University A significant amount of research in the past 30 years has focused on

More information

Can Firms Perform Without Good HR Practices and Inspiring Leaders?

Can Firms Perform Without Good HR Practices and Inspiring Leaders? Cornell University ILR School DigitalCommons@ILR Center for Advanced Human Resource Studies () 8-2013 Can Firms Perform Without Good HR Practices and Inspiring Leaders? Christopher J. Collins Cornell University,

More information

Leadership Behaviors, Trustworthiness, and Managers Ambidexterity

Leadership Behaviors, Trustworthiness, and Managers Ambidexterity Leadership Behaviors, Trustworthiness, and Managers Ambidexterity Anar Purvee and Dalantai Enkhtuvshin Abstract Previous studies analyzed the relationship between leadership and organizational innovation

More information

The Effect of Coaching Leadership and Subordinate Psychological Capital on the Employee Voice Behavior

The Effect of Coaching Leadership and Subordinate Psychological Capital on the Employee Voice Behavior Science Journal of Business and Management 2017; 5(2): 59-63 http://www.sciencepublishinggroup.com/j/sjbm doi: 10.11648/j.sjbm.20170502.13 ISSN: 2331-0626 (Print); ISSN: 2331-0634 (Online) The Effect of

More information

LEADERSHIP STYLES AND INFLUENCE STRATEGIES: THE MODERATING EFFECT OF ORGANIZATIONAL CLIMATE

LEADERSHIP STYLES AND INFLUENCE STRATEGIES: THE MODERATING EFFECT OF ORGANIZATIONAL CLIMATE Advances in Industrial Organizational Psychology B.J. Fallon, H.P. Pfister, J. Brebner (eds.) Elsevier Science Publishers B.V. (North-Holland), 1989 59 pp. 59-65. LEADERSHIP STYLES AND INFLUENCE STRATEGIES:

More information

A Note on Sex, Geographic Mobility, and Career Advancement. By: William T. Markham, Patrick O. Macken, Charles M. Bonjean, Judy Corder

A Note on Sex, Geographic Mobility, and Career Advancement. By: William T. Markham, Patrick O. Macken, Charles M. Bonjean, Judy Corder A Note on Sex, Geographic Mobility, and Career Advancement By: William T. Markham, Patrick O. Macken, Charles M. Bonjean, Judy Corder This is a pre-copyedited, author-produced PDF of an article accepted

More information

Leader-Member Exchange, Efficacy and Job Performance: A Cognitive Perspective Interpretation

Leader-Member Exchange, Efficacy and Job Performance: A Cognitive Perspective Interpretation Canadian Social Science Vol. 10, No. 5, 2014, pp. 244-248 DOI:10.3968/4984 ISSN 1712-8056[Print] ISSN 1923-6697[Online] www.cscanada.net www.cscanada.org Leader-Member Exchange, Efficacy and Job Performance:

More information

INFLUENCE FACTORS ON INTENTION TO USE MOBILE BANKING

INFLUENCE FACTORS ON INTENTION TO USE MOBILE BANKING INFLUENCE FACTORS ON INTENTION TO USE MOBILE BANKING 1 KYUNGTAG LEE, 2 JEONGWOO KIM, 3 MIJIN NOH 1,2 Yeungnam University, 3 Kyungpook National University E-mail: 1 mykr21@gmail.com, 3 yomydragon@naver.com,

More information

Impact of work variables and safety appraisal on well-being at work

Impact of work variables and safety appraisal on well-being at work Impact of work variables and safety appraisal on well-being at work I. Hansez a, S. Taeymans b, A.S. Nyssen c a Work Psychology Department, University of Liège, Belgium b ISW Limits, Leuven, Belgium c

More information

MANAGERIAL SUCCESS STUDY. Documenting the Relationship Between Versatility and Job Performance

MANAGERIAL SUCCESS STUDY. Documenting the Relationship Between Versatility and Job Performance MANAGERIAL SUCCESS STUDY Documenting the Relationship Between Versatility and Job Performance VERSATILITY A KEY ELEMENT OF MANAGERIAL PERFORMANCE Most people recognize that social intelligence skills matter

More information

CHAPTER 4 METHOD. procedures. It also describes the development of the questionnaires, the selection of the

CHAPTER 4 METHOD. procedures. It also describes the development of the questionnaires, the selection of the CHAPTER 4 METHOD 4.1 Introduction This chapter discusses the research design, sample, and data collection procedures. It also describes the development of the questionnaires, the selection of the research

More information

2012 International Symposium on Safety Science and Technology Research on the relationship between safety leadership and safety climate in coalmines

2012 International Symposium on Safety Science and Technology Research on the relationship between safety leadership and safety climate in coalmines Available online at www.sciencedirect.com Procedia Engineering 45 (2012 ) 214 219 2012 International Symposium on Science and Technology Research on the relationship between safety leadership and safety

More information

IMPACT OF EMOTIONAL INTELLIGENCE ON JOB SATISFACTION IN BANKING SECTOR. Ms. Amita Kohli 1, Research Scholar, Prof. Sultan Singh 2,

IMPACT OF EMOTIONAL INTELLIGENCE ON JOB SATISFACTION IN BANKING SECTOR. Ms. Amita Kohli 1, Research Scholar, Prof. Sultan Singh 2, Available online at: http://euroasiapub.org, pp. 42~52 IMPACT OF EMOTIONAL INTELLIGENCE ON JOB SATISFACTION IN BANKING SECTOR Ms. Amita Kohli 1, Research Scholar, Department of Business Administration,

More information

Exploring success factors for Taiwan s government electronic tendering system: behavioral perspectives from end users

Exploring success factors for Taiwan s government electronic tendering system: behavioral perspectives from end users Exploring success factors for Taiwan s government electronic tendering system: behavioral perspectives from end users Pin-Yu Chu,a Naiyi Hsiao,b,* Fung-Wu Lee,a and Chun-Wei Chena ainstitute of Public

More information

The Compositions, Antecedents and Consequences of Brand Loyalty. Chien-An Lin, National Kaohsiung University of Hospitality and Tourism, Taiwan

The Compositions, Antecedents and Consequences of Brand Loyalty. Chien-An Lin, National Kaohsiung University of Hospitality and Tourism, Taiwan The Compositions, Antecedents and Consequences of Brand Loyalty Chien-An Lin, National Kaohsiung University of Hospitality and Tourism, Taiwan Asian Conference on Psychology and Behavioral Sciences 2015

More information

The Journal of International Business Research and Practice, Vol

The Journal of International Business Research and Practice, Vol Analyzing the Effects of Demographic and Organizational Factors on Global Mindset of Business Leaders: An Empirical Multi-Industry Study from Five Continents Gyongyi Konyu-Fogel, Ph.D., DBA College of

More information

THE WORLD OF ORGANIZATION

THE WORLD OF ORGANIZATION 22 THE WORLD OF ORGANIZATION In today s world an individual alone can not achieve all the desired goals because any activity requires contributions from many persons. Therefore, people often get together

More information

THE IMPACT OF DEMOGRAPHY ON PSYCHOLOGICAL CAPITAL: AN EMPIRICAL STUDY IN THE RETAIL SECTOR

THE IMPACT OF DEMOGRAPHY ON PSYCHOLOGICAL CAPITAL: AN EMPIRICAL STUDY IN THE RETAIL SECTOR International Journal of Management (IJM) Volume 10, Issue 1, January February 2018, pp.43 50, Article ID: IJM_10_01_008 Available online at http://www.iaeme.com/ijm/issues.asp?jtype=ijm&vtype=10&itype=1

More information

Managerial Level Differences on Conflict Handling Styles of Managers in Thai Listed Firms

Managerial Level Differences on Conflict Handling Styles of Managers in Thai Listed Firms 07, Vol. 7, No. 7 ISSN: -6990 Managerial Level Differences on Conflict Handling Styles of Managers in Thai Listed Firms Dr. Chaiyaset Promsri Faculty of Business Administration Rajamangala University of

More information

Relationship between Goal Orientation and Employee Creativity: A Mediating Role of Creative Self-Efficacy

Relationship between Goal Orientation and Employee Creativity: A Mediating Role of Creative Self-Efficacy International Journal of Organizational Leadership 6(2017) 434-443 INTERNATIONAL JOURNAL OF ORGANIZATIONAL LEADERSHIP WWW.AIMIJOURNAL.COM INDUSTRIAL MANAGEMENT INSTITUTE Relationship between Goal Orientation

More information

EFFECTIVENESS OF PERFORMANCE APPRAISAL: ITS MEASUREMENT IN PAKISTANI ORGANIZATIONS

EFFECTIVENESS OF PERFORMANCE APPRAISAL: ITS MEASUREMENT IN PAKISTANI ORGANIZATIONS 685 EFFECTIVENESS OF PERFORMANCE APPRAISAL: ITS MEASUREMENT IN PAKISTANI ORGANIZATIONS Muhammad Zahid Iqbal * Hafiz Muhammad Ishaq ** Arshad Zaheer *** INTRODUCTION Effectiveness of performance appraisal

More information

Are innovative consumers prone to imitation perception? Developing a constructivist innovativeness model of imitation perception

Are innovative consumers prone to imitation perception? Developing a constructivist innovativeness model of imitation perception Are innovative consumers prone to imitation perception? Developing a constructivist innovativeness model of imitation perception Abstract Global firms desire to see that consumers perceive their firm and

More information

. : : / Downloaded from publij.ir at 10: on Friday March 22nd

. : : / Downloaded from publij.ir at 10: on Friday March 22nd osareh.f@gmail.com bigdeli_zahed@yahoo.co.in z_morovati@yahoo.com ( ) hossini.maryam33@yahoo.com 1394/02/29 : 1393/3/01 : :. : ). 145 - ( 230.. (1391) (2004). :. ( ). : /... : Research on Information Science

More information

Which is the best way to measure job performance: Self-perceptions or official supervisor evaluations?

Which is the best way to measure job performance: Self-perceptions or official supervisor evaluations? Which is the best way to measure job performance: Self-perceptions or official supervisor evaluations? Ned Kock Full reference: Kock, N. (2017). Which is the best way to measure job performance: Self-perceptions

More information

Please respond to each of the following attitude statement using the scale below:

Please respond to each of the following attitude statement using the scale below: Resp. ID: QWL Questionnaire : Part A: Personal Profile 1. Age as of last birthday. years 2. Gender 0. Male 1. Female 3. Marital status 0. Bachelor 1. Married 4. Level of education 1. Certificate 2. Diploma

More information

Item response theory analysis of the cognitive ability test in TwinLife

Item response theory analysis of the cognitive ability test in TwinLife TwinLife Working Paper Series No. 02, May 2018 Item response theory analysis of the cognitive ability test in TwinLife by Sarah Carroll 1, 2 & Eric Turkheimer 1 1 Department of Psychology, University of

More information

HOW TO SAY SORRY: INCREASING REVISIT INTENTION THROUGH EFFECTIVE SERVICE RECOVERY IN THEME PARKS

HOW TO SAY SORRY: INCREASING REVISIT INTENTION THROUGH EFFECTIVE SERVICE RECOVERY IN THEME PARKS SOCIAL BEHAVIOR AND PERSONALITY, 2010, 38(4), 509-514 Society for Personality Research (Inc.) DOI 10.2224/sbp.2010.38.4.509 HOW TO SAY SORRY: INCREASING REVISIT INTENTION THROUGH EFFECTIVE SERVICE RECOVERY

More information

International Monthly Refereed Journal of Research In Management & Technology ISSN

International Monthly Refereed Journal of Research In Management & Technology ISSN ORGANIZATIONAL CITIZENSHIP BEHAVIOR DIRECTED TOWARD INDIVIDUALS: DETERMINING THE INFLUENCES OF PERSONAL FACTORS AMONG THE EMPLOYEES OF IRANIAN ISLAMIC AZAD UNIVERSITIES Atefeh Hosseini Research Scholar,

More information

IMPACT OF CORE SELF EVALUATION (CSE) ON JOB SATISFACTION IN EDUCATION SECTOR OF PAKISTAN Yasir IQBAL University of the Punjab Pakistan

IMPACT OF CORE SELF EVALUATION (CSE) ON JOB SATISFACTION IN EDUCATION SECTOR OF PAKISTAN Yasir IQBAL University of the Punjab Pakistan IMPACT OF CORE SELF EVALUATION (CSE) ON JOB SATISFACTION IN EDUCATION SECTOR OF PAKISTAN Yasir IQBAL University of the Punjab Pakistan ABSTRACT The focus of this research is to determine the impact of

More information

TRUST MATTERS NEW LINKS TO EMPLOYEE RETENTION AND WELL-BEING A 2011/2012 KENEXA HIGH PERFORMANCE INSTITUTE WORKTRENDS REPORT I N S T I T U T E

TRUST MATTERS NEW LINKS TO EMPLOYEE RETENTION AND WELL-BEING A 2011/2012 KENEXA HIGH PERFORMANCE INSTITUTE WORKTRENDS REPORT I N S T I T U T E TRUST MATTERS NEW LINKS TO EMPLOYEE RETENTION AND WELL-BEING HIGH PERFORMANCE I N S T I T U T E A 2011/2012 KENEXA HIGH PERFORMANCE INSTITUTE WORKTRENDS REPORT HIGH PERFORMANCE TRUST MATTERS EXECUTIVE

More information

ATTITUDES AND YOUNG CONSUMERS ORGANIC FOOD PURCHASING INTENTIONS

ATTITUDES AND YOUNG CONSUMERS ORGANIC FOOD PURCHASING INTENTIONS Journal of Science Ho Chi Minh City Open University VOL. 19 (3) 2016 October/2016 55 ATTITUDES AND YOUNG CONSUMERS ORGANIC FOOD PURCHASING INTENTIONS NGUYEN KIM NAM Ho Chi Minh City Industry and Trade

More information

Replications and Refinements

Replications and Refinements The Journal of Social Psychology, 2008, 2009, 148(2), 149(1), xxx xxx 119 124 Copyright 2008 2009 Heldref Publications Replications and Refinements Under this heading are brief reports of studies providing

More information

Work-life balance: A structural evaluation of its antecedents across five Anglo and Asian samples

Work-life balance: A structural evaluation of its antecedents across five Anglo and Asian samples Work-life balance: A structural evaluation of its antecedents across five Anglo and Asian samples by Thomas Kalliath Australian National University, Canberra, Australia & Meredith Monroe Australian National

More information

Exploring the Role of Digital Media in Organization- Public Relationships and Public Engagement

Exploring the Role of Digital Media in Organization- Public Relationships and Public Engagement Exploring the Role of Digital Media in Organization- Public Relationships and Public Engagement Yuan Wang Assistant Professor Department of Communication Eastern Kentucky University, U.S.A. Outline 1.

More information

The Role of Education and Gender in Cultural Intelligence

The Role of Education and Gender in Cultural Intelligence The Role of Education and Gender in Cultural Intelligence ARNFINN MÆLAND PIA WATTENBERG SUPERVISOR Ilan Alon University of Agder, 2017 Faculty of Business and Law Department of Business Administration

More information

COMPARING THE PREDICTIVE POWER OF NATIONAL CULTURAL DISTANCE MEASURES: HOFSTEDE VERSUS PROJECT GLOBE

COMPARING THE PREDICTIVE POWER OF NATIONAL CULTURAL DISTANCE MEASURES: HOFSTEDE VERSUS PROJECT GLOBE University of Nebraska - Lincoln DigitalCommons@University of Nebraska - Lincoln Management Department Faculty Publications Management Department 8-2010 COMPARING THE PREDICTIVE POWER OF NATIONAL CULTURAL

More information

A Methodological Comment on "Economic Segmentation, Worker Power, and Income Inequality"

A Methodological Comment on Economic Segmentation, Worker Power, and Income Inequality University of Massachusetts Amherst From the SelectedWorks of Donald Tomaskovic-Devey 1983 A Methodological Comment on "Economic Segmentation, Worker Power, and Income Inequality" Donald Tomaskovic-Devey

More information

Delia Stefenel a * Selection and/or peer-review under responsibility of Academic World Education and Research Center.

Delia Stefenel a * Selection and/or peer-review under responsibility of Academic World Education and Research Center. Available online at www.sciencedirect.com ScienceDirect Procedia - Social and Behavioral Scien ce s 116 ( 2014 ) 2691 2696 5 th World Conference on Educational Sciences - WCES 2013 How much culture is

More information

How is an Employee's Entrepreneurial Side Revealed or Terminated by Organizational Factors?

How is an Employee's Entrepreneurial Side Revealed or Terminated by Organizational Factors? International Journal of Business and Social Science Vol. 5 No. 3; March 2014 How is an Employee's Entrepreneurial Side Revealed or Terminated by Organizational Factors? Ali Osman Uymaz Istanbul Şehir

More information

A SITUATIONAL APPROACH TO LEADERSHIP EFFECTIVENESS

A SITUATIONAL APPROACH TO LEADERSHIP EFFECTIVENESS Journal of Applied Psychology 1969, Vol. 53, No. 6, 513-51 A SITUATIONAL APPROACH TO LEADERSHIP EFFECTIVENESS WALTER HILL i Department of Management, University oj Florida Fiedler's contingency model suggests

More information

Business School, Yunnan University of Finance and Economics, Kunming, China

Business School, Yunnan University of Finance and Economics, Kunming, China International Conference on Economics, Social Science, Arts, Education and Management Engineering (ESSAEME 2015) Supervisory Favors Effect on Chinese Employees Work Engagement and Satisfaction with Supervisor:

More information

ENHANCING CULTURAL INTELLIGENCE TO IMPROVE SAFETY PERFORMANCE

ENHANCING CULTURAL INTELLIGENCE TO IMPROVE SAFETY PERFORMANCE ENHANCING CULTURAL INTELLIGENCE TO IMPROVE SAFETY PERFORMANCE A REVIEW FOR SAFETY PROFESSIONALS Scott Patlovich, DrPH, CIH, CBSP, SM(NRCM), CHMM, CPH Director, Environmental Health and Safety, The University

More information