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Literature review indicates lack of using the Kano model in organizational behavior domain and managers’ satisfaction. The purpose of this paper is to propose a Kano-based model for managers’ satisfaction.

In order to examine one of the proposed behaviors in this model, the role of employees’ organizational citizenship behavior (OCB) as an attractive behavior, has been investigated. The statistical population includes managers of the Isfahan’s financial service industries. After distributing questionnaires, 224 accurate questionnaires have been used for data analysis. In designing the survey questionnaire, the OCB questionnaire developed by Podsakoff et al. (1990) and Bell and Menguc (2002) has been used. For each of the OCB dimensions, some questions have been initially designed; then after collecting data, by using Kano evaluation table, the behavior types have been determined.

Findings imply that by using the Kano model, five types of behaviors, i.e. must-be, one-dimensional, attractive, indifferent, and reverse can be identified. The findings related to case study also indicate that out of five dimensions of OCB, three dimensions of altruism, sportsmanship, and civic virtue are located in Attractive category; the courtesy dimension is located in must-be category; the conscientiousness dimension is located in one-dimensional category; and in reverse category, no dimension is located. In general, OCB is located in attractive category.

By using the results of this survey, a new classification of employees’ behaviors types can be suggested. The results of this study can help employees in understanding what kind of their behaviors causes managers’ satisfaction.

The results of this study have an important contribution in the literature of the Kano model and OCB.

The purpose of this paper is to propose a new typology for classifying the leaders’ behaviors and investigate the effects of leaders’ behaviors on employees’ resilience.

This paper used a mixed method research (i.e. interview and questionnaire). First, through the interviews with employees, the leaders’ behaviors were identified. Next, based on the identified behaviors and Kano model the type of each behavior was classified. Finally, according to this classification, the impact of leaders’ behaviors on employees’ resilience was investigated.

Based on the results of the interviews, 46 leaders’ behaviors which influence employees’ satisfaction/dissatisfaction were identified out of which 10 behaviors were must-be; 5 behaviors were one-dimensional, 18 behaviors were attractive and 13 behaviors were reverse type. Also, the results of hypotheses testing showed that attractive behaviors have a stronger relationship to employees’ resilience than one-dimensional and must-be behaviors; one-dimensional behaviors have a stronger relationship to employees’ resilience than must-be behaviors; and reverse behaviors have an indirect effect on employees’ resilience.

This research proposes a new typology for classifying the leaders’ behaviors into the five categories and the approach and findings of this research contribute to the literature of Kano model and leadership theory.

Individuals differ in their levels of self-control. Trait self-control has been found to relate positively to desirable and negatively to undesirable behaviors in contexts like physical health, academic performance, and criminality. The purpose of this study is to examine the relevance of trait self-control in work-settings. The authors distinguished between two types of self-control, stop-control (inhibitory control) and start-control (initiatory control), and tested their differential validity in predicting contextual performance.

In two independent employee samples, stop-control, start-control, organizational citizenship behavior (OCB), personal initiative, and proactive coping were measured. Counterproductive work behavior (CWB) was added in Study 2.

Results showed that only start-control was positively related to OCB, personal initiative, and proactive coping. Both stop-control and start-control were negatively related to CWB.

Findings support the validity of distinguishing between stop-control and start-control, suggesting that self-control theory and models should be refined to incorporate this distinction. Limitations include the correlational design and self-report measures. Although results were similar across two independent studies, future research is needed to test the generalizability of the conclusions in other settings, using non-self-report data.

The distinction between stop-control and start-control may help organizations in selecting staff and assigning tasks.

The present research introduces the distinction between two conceptually different types of self-control (stop-control and start-control), demonstrating their relevance to work-related behavior.

Global competition has created an endless cycle of innovation and imitation among companies striving to differentiate themselves from their competitors. Increasingly, the traditional sources of differentiation, such as product uniqueness, are not sustainable enough to create sufficient competitive advantage. So some of the most successful companies today are using behavior to differentiate themselves in their markets. Behavioral differentiation is more difficult to copy, even when competitors know what you are doing, because differentiating yourself behaviorally requires more skill and will than many companies have. Herb Kelleher at Southwest Airlines, Horst Schultze at Ritz‐Carlton, George Zimmer at Men’s Wearhouse, and Sam Walton at Wal‐Mart understood that they could attract and retain customers by creating significantly positive experiences – and it starts with treating their own employees well. These business leaders succeeded in part because they understood the powerful effect their employees’ behavior has on customers’ experiences with their companies. Positive behavior is attractive. Behavior that is significantly negative also differentiates, but it has a repulsive effect on customers. Three forces drive behavioral differentiation: leadership, culture, and processes. Companies that excel at behavioral differentiation, including Harley‐Davidson and Xilinx, have leaders who set a powerful behavioral example and understand the role behavior plays in business strategy. These companies also have strong cultures of differentiated treatment toward employees as well as customers. Finally, they have processes in place that help them operationalize superior behavior. Behavioral differentiation offers a significant advantage to companies whose products and services have become commoditized in today’s tough markets.

The purpose of this paper is to revise the Kano evaluation table and separating indifference attributes in order to develop satisfaction and dissatisfaction indexes.

The indifference requirements have been separated and reclassified, and after revising Kano satisfaction and dissatisfaction indexes based on the new evaluation table, the developed Kano model has been examined in the city of Isfahan regarding attributes of candidates in the presidential election of 2013.

According to the new classification, the indifference attributes can be separated into seven types. The results of the case study also show that among 20 priorities of the presidential candidates, payment of subsidy, offering loan and financial facilities are must-be attributes; protecting investment and national production, export incentives and increasing national unity are attractive attributes; and the remaining are one-dimensional attributes.

The case study implies that the findings are dependent on the cultural and social context of the respondents. On the other hand, the findings of Kano model analysis are limited to short-time periods.

This research is typically unique in separating indifference attributes and in revising the satisfaction and dissatisfaction indexes of the Kano model. Practically, the application of the Kano model in the presidential election is also a new subject.

The purpose of this paper is to propose a new approach for evaluating the situational leadership theory (SLT).

Statistical population includes the undergraduate, postgraduate and PhD students of the University of Isfahan. For data analysis, 727 accurate completed questionnaires have been used. Initially, questions were developed for each SLT style, followed by analysis in which the type of styles were determined and classified using the Kano evaluation table.

Based on the Kano's classifications, findings imply that, the appropriate leadership styles for undergraduate, postgraduate and PhD students are directing, coaching and supporting styles, respectively.

The approach and findings of this research contribute to the literature of SLT and the Kano model. Findings can be used as a guideline for lecturers in leading and motivating students.

This study aims to investigate the effect of leadership integrity on employees’ success. In this regard, the mediating role of ethical leadership and the moderating role of psychological capital and psychological empowerment were considered as well.

This study is an applied research and a descriptive-correlation survey that used quantitative data. Data were collected from 302 employees of a large factory in Iran who was selected randomly. The research questionnaire consisted of 54 statements and was distributed among the sample. Data was analyzed through confirmatory factor analysis and structural equation modeling.

The findings of this study show that leader integrity and ethical leadership have a positive effect on employees’ success and psychological capital and psychological empowerment moderate these effects. Moreover, leader integrity has an indirect effect on employees` success through employees’ perception of ethical leadership.

This study mainly contributes by explaining two sets of variables related to leaders’ behavior and employees’ cognitive competence which are complementary in improving employees’ potential success. The results highlight that leaders’ behavioral integrity can amplify ethical leadership which can ultimately leads to employees’ success if they have a high psychological empowerment and psychological capital.

The purpose of this paper is to determine the attractiveness or unattractiveness of cyberloafing in the workplace using Q methodology and the Kano model.

The perception of employees towards cyberloafing was investigated based on Q methodology, and then they were prioritized using Kano model. Ten IT companies were selected for the case study. In this study, a mixed method was used. First, 30 participants were interviewed. Next, after extracting the comments, Q-matrix was presented to 30 participants and they completed the matrix cells. Finally, Kano questionnaire was designed using the items obtained from Q methodology and distributed among 30 participants.

Q methodology led to nine perceptions, and the priorities of Kano model were proponents of increasing employees' dependence on the internet, economic thinkers, the indifferent, dissatisfied, proponents of receiving information, self-control proponents, the profit-minded, mind destroyer and satisfaction-oriented. Cyberloafing is considered unattractiveness with adverse effects. The combination of Q methodology and Kano model can improve the analysis of the results.

This study is one of the few studies in which Q methodology is improved by Kano model. In the past, Q methodology alone examined people’s perception, but by combining these two methods, it is determined which perception is more satisfying and which one is more important, and then a general result can be reached.

Commentators have claimed that business schools encourage unethical behavior by using economic theory as a basis for education. We examine claims that exposure to agency theory acts as a self-fulfilling prophecy, reducing ethical behavior among business students. We experimentally test whether economics coursework or a manipulated competitive vs. cooperative frame affects measured ethical behavior in simulated decision settings. We measure ethical behavior using established tasks. We also measure ethical recognition to test whether agency theory reduces recognition of ethical issues. Exposure to agency theory in either prior classwork or the experiment increased wealth-increasing unethical behavior. We found no effect on unethical behavior that does not affect wealth. We found no effect of exposure to agency theory on ethical recognition. Usual laboratory experiment limitations apply. Future research can examine why agency theory reduces ethical behavior. Educators ought to consider unintended consequences of the language and assumptions of theories that underlie education. Students may assume descriptions of how people behave as prescriptions for how people ought to behave. This study contributes to the literature on economic education and ethics. We found no prior experimental studies of the effect of economics education on ethical behavior.