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The purpose of this study is to examine sex effects in evaluations of transformational and transactional leaders.

A total of 459 part‐time (evening) MBA students, most of whom worked full‐time, read a vignette of either a male or female leader who exhibited either a transformational or transactional leadership style and then evaluated the leader's behavior.

Female‐transformational leaders received more favorable evaluations than male‐transformational leaders, especially from female evaluators. However, evaluations of transactional leaders did not differ according to leader sex, and male evaluators did not evaluate male and female leaders of either style differently.

Evaluators were enrolled in a part‐time graduate program in management; hence, results may not be generalizable to other populations. In addition, the study focused on evaluation of hypothetical rather than actual leaders. The results suggest a female advantage in evaluations of transformational leaders, especially when women are the evaluators. Extension of theories of gender and leadership to account for such results and testing of the extended theories is recommended.

The results suggest the continued presence of sex‐related biases in leader evaluations, although in a different direction than in prior research. Organizations need to take steps to discourage expression of such biases.

Contrary to prior research, the results suggest that sex effects in leader evaluations now favor female leaders more than male leaders.

Information technology is altering the context within which HRM operates, providing both challenges and opportunities. At the core of the change is network centricity or netcentricity, which is the power of digital networks to distribute information instantly and on a global scale. The new electronic networks provide three main types of connectivity (i.e. inter-organizational, intra-organizational, and extra-organizational) that blur organizational boundaries and yet offer potential for competitive advantage. At the same time, netcentricity poses challenges to HRM in the form of issues with organizational relationships with employees via organizational identity and culture, managerial relationships with employees in virtual work arrangements, and employee adjustment and retention. To reach its potential, netcentricity requires HRM to be a catalyst and leader in such areas as developing dynamic capabilities, conveying organizational culture, and knowledge management. Netcentricity also offers HRM the possibility of developing its own networked relationship with employees as a value-added means of enhancing employment relationships, and ultimately positively influencing both employee attitudes and behaviors.

The worlds of literature and business are as different as they get. While literature often revels in the artistic and abstract aspects, business focuses on the more practical and realistic facets of life. Literature talks ideas, business speaks money. Writers express themselves with words, business men prove themselves through numbers. Former US President Calvin Coolidge once exclaimed, “The business of America is business. Not Art!” (West brook, 1980:1). However, this difference is, at most, on the surface. Literature and business intertwine on more perspectives than one might think. For example, there are traces of corporate capitalism in Upton Sinclair’s The Jungle in which workers are portrayed as “slaves to the economic system” (Watts, 1982:77). Or Joseph Heller’s Something Happened depicts the harsh rules of business by which any one who is not contributing efficiently to the success of a company will be discarded, also known as corporate Darwinism (Horner, 1992:27). Or in Mark Twain’s A Connecticut Yankee in King Arthur’s Court, with a humourous tone, medieval England is modernised with various economic measures, such as new currency, stock exchange in the court, and full‐time employment for the knights, and hence saved from financial ruins (West brook, 1980:49). In other words, literature has been drawing inspirations from the financial market. Therefore, it might not be surprising if there are major themes in literature than can be applied to the corporate world. In fact, managers at all levels can learn valuable lessons for the many areas of business from literature.

The purpose of this paper is to develop an interactionist framework for examining how the cultural dimension of collectivism interacts with workplace attributes to influence organizational commitment.

These issues are studied by using a longitudinal survey to examine the development of affective organizational commitment by a racially diverse set of young professionals in the USA.

Consistent with predictions, results showed a significant two‐way interaction between the cultural dimension of collectivism and organizational rewards on employees’ commitment.

These results suggest that research may benefit from the development of theory that simultaneously considers the role that workplace attributes and cultural values play in shaping organizational commitment.

The findings of this study suggest that organizations may increase existing employees’ commitment by strategically managing the types of rewards they provide to employees with different cultural values.

While an extensive amount of research has been conducted on affective organizational commitment, the question of whether employees’ cultural values influence commitment formation is still largely unanswered. Thus, this study provides initial evidence on the interactive effect of culture and rewards on the formation of employee commitment.

Considers the growing diversity in the workplace and the need for managers to be able to manage such a diverse workforce. Cites cultural differences as one important area which requires attention. Looks at the French culture in particular and compare this with the American culture in areas such as verbal communication, non verbal communication, meetings, reasoning and problem solving techniques, and leadership, status and authority. Concludes that there are significant differences which must be treated with understanding and respect.

Much of the prior research into information systems (IS) workers has assumed that they are professionals. In this paper we examine the characteristics of IS workers, IS work and the IS workplace, and suggest that this perspective is mistaken. Drawing on the sociological theory of professions as a reference discipline we contend that IS professionalism is an inappropriate categorization, and that such a portrayal limits our understanding of IS workers and their work. We argue in this paper that a more faithful and potentially useful characterization is to view IS workers as members of an occupational group. Within this perspective, an understanding of the occupational culture, context and history of IS workers is essential to an understanding of the IS occupation. We examine and challenge some common myths regarding IS work, technology and the IS workplace. We conclude by making some recommendations for future research, which should enhance our understanding of IS workers as members of an occupation.

The purpose of this paper is to examine the effects of learning organization culture (LOC), learning goal orientation (LGO) and psychological empowerment (PsyEmp) on employee engagement, focusing on the mediating role of each dimension of PsyEmp (meaning, competence, self-determination and impact).

Individual perceptions of 329 employees in 9 South Korean for-profit companies were obtained by a cross-sectional survey. Construct validity of each measurement model was examined using confirmatory factor analysis, and the hypothesized structural model was tested by structural equation modeling. Bootstrap analyses were used for testing mediation effects of PsyEmp.

The authors found that PsyEmp had a significant effect on job engagement, and that LOC and LGO significantly predicted the level of PsyEmp and engagement. The four dimensions of PsyEmp partially mediated the relationship between the two predictors (i.e. LOC and LGO) and job engagement. LGO had a stronger effect than LOC on both PsyEmp and job engagement.

Employees who are high in LGO and perceive that an organization provides opportunities for continuous learning with supportive leadership are more likely to experience improved meaning in their work, competence in their knowledge and skills, and foster self-determination with respect to their personal impact on their work and organization. These important facets of PsyEmp that promote employee engagement should be considered by human resource and OD professionals when recommending workplace changes to improve organizational effectiveness and sustainability.

This study complements the trend to use employee engagement as a proxy for understanding both individual and organizational performance by investigating the relationships among LOC, goal orientation, empowerment and engagement.

The purpose of this paper is to examine the role of transformational leadership in psychological empowerment in Indian retail industry. This study also tries to examine whether organizational culture plays a mediating role in the relationships between transformational leadership and psychological empowerment.

A sample of 310 respondents was randomly selected from different Indian retail organizations for the study. Data collections were carried out using a set of standardized questionnaires. Raw data were analyzed using SPSS 20.0 and process plugin of Hayes for mediation analysis.

The empirical investigations of the study have shown that transformational leadership is positively related to psychological empowerment. The study also found partial mediation of organizational culture between transformational leadership and psychological empowerment.

First of all, the sample size of the study is relatively small (n=310). The study is limited to the employees of eastern Indian retail organizations. Second, the common method bias is presumed to influence and inflate the relationships between the variables of the study as the data on all three variables were collected at the same point of time from respondents.

The road map presented in this paper may be helpful for the retail executives to diagnose organizational culture and leadership styles prevailing in the organization and their influence on psychological empowerment. The study may be helpful for retail managers to develop a desirable culture through the practice of transformational leadership that would enhance the empowerment process.

This paper adds value to the limited body of knowledge about the association among transformational leadership, psychological empowerment, and organizational culture. The findings presented in this paper would be beneficial for Indian researchers, OD experts and organization scientists in developing a culture of empowerment by the help of transformational leadership. Unique statistical tools have been used for mediation analysis.

The purpose of this paper is to critically examine the instruments used in the screening process, with particular attention given to supporting research validation. Psychological screening is a well-established process used in the selection of employees across public safety industries, particularly in police settings. Screening in and screening out are both possible, with screening out being the most commonly used method. Little attention, however, has been given to evaluating the comparative validities of the instruments used.

This review investigates literature supporting the use of the Minnesota Multiphasic Personality Inventory (MMPI), the California Personality Inventory (CPI), the Inwald Personality Inventory (IPI), the Australian Institute of Forensic Psychology's test battery (AIFP), and some other less researched tests. Research supporting the validity of each test is discussed.

It was found that no test possesses unequivocal research support, although the CPI and AIFP tests show promise. Most formal research into the validity of the instruments lacks appropriate experimental structure and is therefore less powerful as “evidence” of the utility of the instrument(s).

This research raises the notion that many current screening practices are likely to be adding minimal value to the selection process by way of using instruments that are not “cut out” for the job. This has implications for policy and practice at the recruitment stage of police employment.

This research provides a critical overview of the instruments and their validity studies rather than examining the general process of psychological screening. As such, it is useful to those working in selection who are facing the choice of psychological instrument. Possibilities for future research are presented, and development opportunities for a best practice instrument are discussed.

The purpose of this study is to investigate the relationship between leader-member exchange (LMX), knowledge sharing and performance.

To reach the objective, a sample was used which consisted of some oil and gas companies in Singapore with experience in balanced scorecard (BSC) perspectives. The partial least-squares structural equation modeling approach was used to test the model.

The results showed that LMX affects knowledge sharing and performance positively and meaningfully. Moreover, knowledge sharing affects performance.

An integrated model of LMX, knowledge sharing and performance was tested in the oil and gas industry. The combination of a developed country context and the significance of LMX enhances the contextual contribution of the paper.