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This paper aims to investigate the moderating role of top management team (TMT) longevity on the TMT diversity‐firm performance relationship.

The paper presents results from a quantitative longitudinal study of 59 TMTs in German companies in different industries.

For age diversity, dominant educational background diversity, and diversity in dominant industry experience, the curvilinear moderating effect of TMT longevity on the TMT diversity–firm performance relationship is confirmed. However, for organizational tenure diversity, the form of the moderating effect is contrary to expectations (being u‐shaped).

In line with previous studies, the results were sensitive to the performance measures in use. Furthermore, the results should not be generalized since they may be sensitive to the sector under study and the small sample size.

First, a curvilinear moderating effect of TMT longevity on the TMT diversity‐firm performance relationship is investigated for the first time. Second, although the selected diversity dimensions have been investigated in previous TMT studies, they are examined simultaneously for the first time. Third, this study analyzes TMTs of large and medium‐sized German corporations operating in a variety of sectors. Fourth, relating demographic data on TMTs collected in 2004 to performance data for the years 2004 to 2007, the present paper presents one of the few longitudinal studies in the context of TMT diversity.

This paper aims to analyze the relationship between religious differences (i.e. religious diversity and tolerance diversity), on the one hand, and dysfunctional intergroup conflicts, on the other.

A quantitative research design is used, through which the paper examines 47 public schools in India.

Religious diversity, that is, the distribution of heterogeneous religious affiliations in an organization, is unrelated to dysfunctional intergroup conflicts. By contrast, tolerance diversity, that is, the heterogeneity of organizational members' beliefs regarding the question of how strictly religious commandments should be followed, is positively related to dysfunctional conflicts.

The results of this study are limited to public organizations in the Indian context.

Since religious diversity is not connected to intergroup conflicts, fostering religious diversity in organizations could render the societal norm “unity in diversity” more authentic and attractive. This in turn would enhance the ability of different religions to cooperate in Indian organizations. In contrast with religious diversity, the heterogeneity of religious tolerance is significantly related to intergroup conflicts; a possible remedy could be the use of a transformational leadership style.

This study is the first to investigate both religious diversity and tolerance diversity in their effects on the emergence of intergroup conflicts, that is, apparent emotional tensions between organizational subgroups.

The purpose of this paper is to explore the perception of the work‐family interface in an expatriation context. Furthermore, potential antecedents of work‐family enrichment and work‐family conflict in the work as well as in the family domain are identified and potential gender differences in perceptions sought.

An exploratory approach was adopted. The authors conducted in‐depth interviews with 15 expatriates and repatriates that were analysed using content analysis.

Work‐to‐family conflict was perceived as a time‐based conflict, whereas family‐to‐work conflict was perceived as an energy‐based conflict. Work‐family enrichment (i.e. work‐to‐family; family‐to‐work) was perceived as a transfer of skills and mood. Furthermore, at least in an expatriation context, the work‐family interface is reflected in more reciprocal influences than are currently presented in existing concepts. In total, four potential antecedents of work‐family interaction were identified: social support at work; development opportunities at work; family social support; and family adjustment. Finally, gender differences in the perception of the work‐family interface could be revealed.

First, the interviews were analysed solely by one person; consequently, inter‐rater‐reliability could not be tested. Second, a direct relationship between each potential antecedent and work‐family interaction can only be hypothesized.

The findings enable companies to implement support strategies that foster a positive interaction between the work and the family domain which, in turn, will enhance expatriation success.

The study provides one of the first exploratory examinations of the perception of the complete work‐family interface in an expatriation context. Furthermore, this is one of the few studies that include female and male international assignees in the sample and therefore can give a balanced perspective of the work‐family interface among male and female assignees.

This study seeks to examine the processes through which leadership is fostered and developed within student leadership development programs. While there has been some scholarly literature written in this area, a dearth in the literature exists with respect to providing a detailed chronicle and examination of the complete processes employed within an exemplary student leadership development program. Through the analysis of such a program – validated by a recent NASPA (2011) study as an exemplar in the field of student leadership development – such a program will be examined. Through a qualitative, grounded theory approach using interviews to inductively build a framework of understanding, seven themes of student leadership development are identified. How these findings extend existing literature is then presented, as is a new theoretical model illustrating the process through which leadership is fostered and developed within students, thereby aiding the construction of future programs.

The primary aim of this study was to determine whether or not leaders' emotional intelligence plays a mediating role in the relationship between leadership styles and voluntary work behaviours among employees of selected banks in Ghana. Specifically, the objective was to determine the mediating effect of leaders' emotional intelligence on the relationship between transactional and transformational leadership styles and organizational citizenship behaviours (OCB) and counterproductive workplace behaviours (CWB).

The quantitative approach to research was adopted to collect data from 234 respondents. More so, both purposive and simple random sampling techniques were used for the selection of respondents for the study.

The findings of the study revealed that amongst the various leadership styles and OCB and CWB relationships, only the relationship between transformational leadership and OCB was mediated by leaders' emotional intelligence.

It was however recommended that transformational leadership style be adopted in the quest to encourage employees to exhibit OCB and mitigate employees' involvement in CWB since such leaders are more prone to exhibiting high levels of emotional intelligence in the dealing with employees.

For the first time in the Ghanaian banking sector, this research explores the leaders' emotional intelligence as mediator on the nexus between leadership styles and voluntary work behaviours of employees of selected banks in Ghana.

The purpose of this paper is to determine the extent to which leadership styles predict the voluntary work behaviors of employees.

The quantitative approach was adopted to collect data from 234 respondents. Both purposive and simple random sampling techniques were used for the selection of the respondents.

The findings of the study revealed that though both the transformational and transactional leadership styles positively predicted the organizational citizenship behavior (OCB) of employees, transformational leadership is more significant. Also, transformational leadership was found to have a significant negative relationship with the counterproductive workplace behavior (CWB) of employees, whereas transactional leadership had an insignificant relationship with CWB.

The research addresses the gap in the literature on how leadership styles influence employees’ tendency to exhibit either OCB or CWB specifically in the Ghanaian context.

The findings suggested that transformational leadership should be used in the quest to encourage OCB and to mitigate CWB.

The study provides an in-depth account on how the leaders’ style influences both employees’ OCB and CWB and how to appropriately manage such voluntary behaviors.