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The purpose of this paper is to examine how the proportional representation of men and women in a group, along with the gender‐orientation of the group's task, can impact member displays of helping behavior.

The paper draws on the gender role socialization approach, the structural approach to gender differences, as well as the social psychology‐based perspective embedded in status characteristics or expectation states theory. Elements taken from each of these models permits assessment of the impact of gender, group gender composition and the gender orientation of the task on helping behavior in a group context.

There is ample evidence to confirm the critical importance of member citizenship behavior in contributing to overall team performance.

Given the presence of increasingly demographically diverse teams, it is vital to understand those factors that may enhance or inhibit helping behavior in the group context. This theory paper presents a model which examines how the gender composition of a team, as well as the gendered nature of the team's work, can influence citizenship behavior among team members who are in the numerical minority.

This paper offers a unique and novel approach to understanding the dynamics behind helping behavior in mixed gender teams.

Based on dual organizational theory, the purpose of this paper is to examine the relationship between transformational leadership and innovative behavior in groups. The authors proposed that group innovative behavior was influenced by transformational leadership as a group-level construct which was moderated by dual organizational change that represent organization-level resources. Furthermore, the authors identified two organizational change-related situational variables-radical change and incremental change and examined their effects on group innovative behavior.

The authors collected data from full-time employees working in groups in 43 companies, located in five cities in China including Beijing, Yantai, Chengdu, Xi’an, and Chengde. These enterprises were from a wide range of industries, including manufacturing, financing, information technology, and geological exploration. The authors chose a middle- or senior-level manager from each company to act as chief survey respondent, who were asked to contact managers and employees from a list they had provided and invite them to participate in a web-based survey (via an e-mailed link) or a paper-and-pencil survey. A total of 192 managers and 756 direct subordinates from 112 groups completed the survey.

Results found that transformational leadership was positively related to group innovative behavior, and this relationship was moderated by radical change, but not incremental change; radical change and incremental change were also positively related to group innovative behavior.

This study adopts a cross-sectional study design, which is insufficient for deriving causal inferences. Future research may adopt a longitudinal study design to investigate causal impacts. Besides, some unmeasured variables could be related to transformational leadership and innovative behavior.

The paper includes implications for adopting appropriate leadership style to motivate innovative behavior, promoting dual organizational change to boost innovative behavior, and generating greater innovative behavior for transformational leaders in times of radical change.

This cross-level study contributes to the relationship between transformational leadership and group innovative behavior in the context of dual organizational change.

The purpose of this paper is to demonstrate the influence of transformational leadership (TL) on job satisfaction by using the business perspective of the balanced scorecard.

The paper is based on an empirical study of the top four life insurance firms in Taiwan – Cathay, Nan Shan, Shin Kong, and Cumshaw Post Company – that held more than 50 percent of Taiwan's overall market share. The sales employees of these four firms were selected for empirical testing, since in these firms, emphasis is placed on leadership and on how the employees' job satisfaction is reflected in the reduction of internal process costs.

Consistent with earlier predictions, the authors attained significant results, but they did find that group maintenance, group goal achievement behaviors, and their complementarity truly helped enhance employee job satisfaction. This suggests that group maintenance and group goal achievement behaviors, including their complementarity, will provide a more accurate prediction of the relation between intrinsic and extrinsic components of employee job satisfaction and achieving the objective of an internal business advantage.

Only four firms have been examined in this study. It would be worthwhile to see whether the inclusion of other firms would show similar results. When these four firms are placed in a dynamic environment, TL is a key source for providing an internal business advantage: employee capability to react positively to change provides a very important advantage. Although the integration of both TL and change‐oriented action by the TL and employees to provide employee job satisfaction has not been tested before, it would be useful for future researchers and practitioners to do so.

This paper is of both theoretical and empirical value. Theoretically, it has tried to make use of the business perspective of the BSC. Empirically, this paper has demonstrated the influence of TL in gaining an internal business advantage. There is a dearth of research on how firms successfully integrate the business perspective of the BSC to gain an internal business advantage. The paper investigated the effects on intrinsic and extrinsic components of employee job satisfaction of group direct behaviors as motivated by transformational leadership (TL), including examining group maintenance, group goal achievement, and the interaction between the two (their complementarity).

The purpose of this paper is to fill important gaps by using the belongingness theory and examining the effects of individual-level workplace ostracism on members’ voice behavior and the effects of group-level workplace ostracism.

The authors used samples of 77 groups from a high-technological company.

Individual-level workplace ostracism is detrimental to group members’ promotive and prohibitive voice behavior, and group members’ belongingness mediates such effect; and group-level workplace ostracism is negatively related to group cohesion. The influence of group members’ perception of ostracism on their voice behavior is contingent on overall level of ostracism.

Despite of a growing body of studies on workplace ostracism “the extent to which an individual perceives that he or she is ignored or excluded by others at workplace”, the effects of workplace ostracism on individual’s voice behavior in group settings have received scant attention.

This study clarifies the factors that foster individual innovative behaviour in the public sector by examining the effects and roles of empowering leadership, work group cohesiveness and individual learning orientation. This study also explores the direct effect of empowering leadership on work group cohesiveness and individual learning orientation, the influence of work group cohesiveness on individual learning orientation and the mediating roles of work group cohesiveness and individual learning orientation.

Data were collected from an online survey of respondents working in a public sector organization. Partial least squares structural equation modelling and mediation analysis by the bootstrap method were used for the data analysis.

Empowering leadership and individual learning orientation had significant direct effects on individual innovative behaviour. Both empowering leadership and work group cohesiveness have significant direct effects on individual learning orientation. Empowering leadership was positively related to work group cohesiveness. The mediation analysis revealed that individual learning orientation mediates the relationships between empowering leadership and individual innovative behaviour and between work group cohesiveness and individual innovative behaviour.

The study focuses on three factors that foster individual innovative behaviour in a public sector organization.

This study offers new insights into the factors that foster individual innovative behaviour in the public sector. The findings reveal the importance of using a balanced leadership style and encourage learning in the workplace for individual innovativeness by public leaders.

Recent work concerning the effects of time on group behavior suggests that individuals’ time‐oriented behaviors may act as a catalyst or pacing mechanism for subsequent group behaviors. Other work suggests that group polychronic behavior (the group’s performance of multiple tasks simultaneously) has significant effects on both individual and group outcomes. In this paper, we examine the relationship between individuals’ time‐oriented behavior and group‐level polychronic behavior. Based on results from a laboratory simulation involving 26 small groups, we conclude that the presence of time‐urgent group members increases group‐level monochronic (versus polychronic) behavior and has a positive effect on groups’ primary task activity.

The purpose of this paper is to examine the underlying process of a relative leader–member dyadic communication behavior linking association between ethical leadership and organizational identification in Malaysia’s diverse workplace.

Based on relational dyadic communication, social comparison and social identity theories, the authors develop a mediation model. The model illustrates the link between the relative leader–member dyadic communication behavior processes, ethical leadership and organizational identification. The model was tested on a sample of 273 group members from 58 groups working in large government link corporations in Malaysia.

Results of hierarchical regression analysis provide support for the model. The authors found that ethical leadership was positively related to relative leader–member dyadic communication behavior based on the norms and values of budi context. Budi is a social norm in the Malaysian context that helps employees to know how they should interact with others. Budi is manifested through the use of language and should be used or present in the interactions or conversations with others.

The relative shared norms and values of budi mediate the relationship between ethical leadership and organizational identification after controlling for the perception of individual leader–member dyadic communication behavior on norms and values of budi.

This issue is a selected bibliography covering the subject of leadership.

Corporate accountability is a complex chain of reporting that reaches from external stakeholders into the organization’s management structure. The transition from external to internal accountability mechanisms primarily occurs at the board of directors. Yet outside of incentive mechanisms, we know surprisingly little about how internal actors (management) are held to account by the representatives of external shareholders (the board). The purpose of this paper is to explore the process of accountability at this transition point by documenting the routines used by boards to hold the firm’s management to account. In doing so, we develop the understanding of the important transition between internal and external firm accountability.

An inductive, case-based approach identifies recurrent behaviour patterns in two matched boards over three video-taped meetings. Sequential analysis of coded group and individual behaviours provides insight into boards’ accountability routines.

The boards engaged in clear, recurrent accountability routines. Individuals on the boards play different roles in these routines depending on the issue before the board, allowing both directors and managers to hold each other to account. The outsiders (directors) both challenge and support the insiders (managers) during board discussions, switching their behaviours with different agenda items but maintaining a consistent group level of support and scepticism across the meeting. This allows for the simultaneous development of trust and verification at the group level, a necessary condition for effective accountability.

As board relationships and organisational context are highly variable, future research should concentrate on testing the generalizability of the results across different board and shareholder structures.

The results call into question the current governance focus on the independence of the individual director, as the authors identify that all directors appear to act as agents at one time or another in a meeting. Accountability at the boardroom level requires an effective group process not usually addressed in governance recommendations or regulation.

This study provides unique insights into board dynamics, documenting the accountability implications of group behaviours. By focussing on the group process, the authors highlight the potential mismatch of monotonic, individual-level approaches to governance and accountability prevalent in current agency approaches.

The purpose of this paper is to propose that “social demarketing” campaigns need to recognize unique sub segments of individuals engaging in behaviours having substantial negative societal impacts.

Volume segmentation and extremely frequent behaviour theory is applied to examining several unique sub segments among survey data (n=6,393) of Americans not engaging and engaging in anti‐social behaviour (“giving‐the‐finger”) to other motorists while driving.

Less than 2 percent of Americans are estimated to enact 40 percent of the total incidences of “giving‐the‐finger” to other motorists; three unique sub segments of the chronic anti‐social actors participate in different lifestyles (including media usage behaviours) and each has unique demographic profiles.

The study is based on two years of a national survey taken in one country and self‐reports only. The implications support the propositions of a general theory of extremely frequent consumption behaviour.

Government demarcating programs are likely to increase in effectiveness through tailoring a few strategies, rather than one, to influence unique segments of chronic anti‐social actors.

The paper provides individual‐level analysis of chronic anti‐social actors engaging in road‐rage related behaviours and compares them to one another as well as non‐equivalent comparison groups of actors not engaging in such behaviour; the paper describes the merits of experience frequency segmentation.