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The purpose of this paper is to replicate previous findings exploring the mediating effect of personal leadership on professional leadership and intentions to cooperate, and to extend the model by examining organizational performance.

Employees from two school districts (one high performing, the other low performing) in New York State completed a survey designed to gather their perceptions of study variables.

Professional and personal leadership are positively related to employee intentions to cooperate, personal leadership mediates the effect of professional leadership on employee intentions to cooperate, and employees in the high-performing organization rated all study variables higher than employees in the low-performing organization.

Limitations include predictor and outcome data both collected from the same respondents and all measures collected via survey. Both of these issues raise concerns with regards to common method bias, though actual performance data was gained from a separate source.

Managers should focus on developing both professional (i.e. providing direction, process, and coordination to members) and personal (i.e. demonstrating expertise, trust, caring, sharing, and ethics) behaviors to enhance.

The current study's findings are compelling and supportive of prior research (Mastrangelo et al., 2004; Eddy et al., 2008). Both professional and personal leadership have an important impact on employee intentions to cooperate, and personal leadership mediates the relationship between professional leadership and employee intentions to cooperate. Leaders should focus on enhancing these behaviors in order to positively impact organizational success. Most compelling is the power of personal leadership. A greater emphasis on expertise, trust, caring, sharing, and ethical behavior in teaching and practicing leadership will undoubtedly lead to more enduring leadership.

The paper provides confirmatory evidence for the value of the leadership model put forth by Mastrangelo et al. (2004) and extends the model to include other important outcomes. An examination of leader behaviors at high-performing organization and low-performing organization uncovers ways managers can enhance their leadership behaviors.

The aim of this paper is to replicate previous research findings, exploring the mediating effect of personal leadership on professional leadership and willing cooperation, and to extend the leadership model to include job satisfaction and organizational commitment.

Employees from a government agency located in Western New York State completed a survey designed to gather their perceptions of study variables.

Professional and personal leadership are positively related to all three outcomes and personal leadership mediates the effect of professional leadership on all three outcomes.

Limitations include predictor and outcome data both collected from the same respondents and all measures collected via survey. Both of these issues raise concerns with regards to common method bias. Actual performance data were not measured. Future research should examine the impact of leadership behaviors on organization outcomes.

Managers should focus on developing both professional leadership (i.e. providing direction, process, and coordination to members) and personal leadership (i.e. demonstrating expertise, trust, caring, sharing and morals) behaviors to enhance employee satisfaction and commitment.

The paper provides confirmatory evidence for the value of the leadership model put forth in the earlier research and extends the model to include other important outcomes. An examination of leader behaviors in a government agency uncovers ways managers can enhance their leadership behaviors.

Organizational viability depends in part on effective leadership. Effective leaders engage in both professional leadership behaviors (e.g. setting a mission, creating a process for achieving goals, aligning processes and procedures) and personal leadership behaviors (e.g. building trust, caring for people, acting morally). A model of professional and personal leadership's impact on willing cooperation was developed and tested. Respondents provided perceptions of the leadership of their organizations and reported the extent to which they willingly cooperate with their organization's leadership. Perceptions of “organizational” leadership as opposed to individual leaders were measured. The direct effects of personal and professional leadership on willing cooperation were examined. Personal leadership was also examined as a mediator of professional leadership's impact on willing cooperation. Results revealed support for a mediated model. Specifically, professional leadership was related to the presence of willing cooperation (β=0.44) and personal leadership was related to the presence of willing cooperation (β=0.71). Finally, following a strategy developed by Baron and Kenny, personal leadership was shown to be a mediator of the relationship between professional leadership and the presence of willing cooperation. Limitations as well as research and practical implications are discussed.

This paper proposes an analysis of occupational accidents in Italy at the regional level. For this purpose, our panel is composed of 20 regions over the 2010–2019 time span.

We apply different econometric estimation techniques (pooled OLS model, panel fixed and random effects models and semiparametric fixed model) using INAIL and ISTAT data. Our models investigate workplace accidents at the regional level by accounting for socioeconomic, labour market and productive system variables and controlling for possible underreporting bias.

Overall results reveal the existence of a relevant under-notification phenomenon of accidents at work with respect to moderate accidents, that is higher especially for the southern regions of Italy. However, when considering as outcome variable an alternative set of more severe workplace accidents our model specification remains highly jointly statistically significant. Among our main findings, the analysis shows that worker skills (blue collar) strongly affect the regional pattern of workplace accidents, i.e. an increase of 1% of low paid employees generates about an increase of 1.8 severe workplace accidents per thousand workers. Moreover, we provide evidence that the size of the firm is inversely related to the occupational accident rates. Finally, our results highlight a nonlinear relationship between GDP and occupational accidents for the Italian regional context, confirmed by the high statistical significance of the quadratic term in all the estimated linear models and by the semi-parametric analysis.

A first element of originality of our study consists of investigating the macro determinants of occupation accidents at a regional Italian level. Second, the empirical literature (Boone and Van Ours, 2006) highlights the possible bias of underreporting behaviours on nonfatal accidents in contrast to fatal accidents that are always reported. From this perspective, we have identified a few analyses (namely, Boone et al., 2011) considering different accident sets characterised by different severity degrees. Thus, this paper contributes to the literature considering five alternative subsets of accidents stratified by degree of severity (i.e. moderate, severe, moderate plus severe, severe plus fatal and total accident rates) to test for possible underreporting bias affecting our econometric model.