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Leadership training has led to a large amount of research due to the belief that such training can lead to (or more precisely cause) positive changes in followers’ behavior and work performance. This chapter describes some of the conditions necessary for research to show a causal relationship between leadership training and outcomes. It then describes different research designs, employed in leadership training research, and considers the types of problems that can affect inferences about causality. The chapter focuses on the role of randomization of leaders (e.g., into training vs. non-training conditions) as a key methodological procedure and alludes to problems of achieving this in field settings.

This paper attempts to demystify the technique of causal path modeling for the non‐specialists by presenting aspects of its value for social science and management research and by illustrating common misunderstandings about its attributes. Special emphasis is placed on the real world validity of causal relationships depicted in causal path models and on the information that the data‐fitting properties of causal path models provide regarding this issue. Causal path models that are based on research in antecedents of career success are used to illustrate the points that are made. It is stressed that the validity of causal relationships depicted in causal path models is subject to exactly the same methodological restrictions as the validity of causality claims that are made without the use of causal path modeling; and that the purpose of using quantitative techniques in causal path modeling is not to improve certainty on causality direction.

We develop a Bayesian approach for modeling brain activation and connectivity from functional magnetic resonance image (fMRI) data. Our approach simultaneously estimates local hemodynamic response functions (HRFs) and activation parameters, as well as global effective and functional connectivity parameters. Existing methods assume identical HRFs across brain regions, which may lead to erroneous conclusions in inferring activation and connectivity patterns. Our approach addresses this limitation by estimating region-specific HRFs. Additionally, it enables neuroscientists to compare effective connectivity networks for different experimental conditions. Furthermore, the use of spike and slab priors on the connectivity parameters allows us to directly select significant effective connectivities in a given network.

We include a simulation study that demonstrates that, compared to the standard generalized linear model (GLM) approach, our model generally has higher power and lower type I error and bias than the GLM approach, and it also has the ability to capture condition-specific connectivities. We applied our approach to a dataset from a stroke study and found different effective connectivity patterns for task and rest conditions in certain brain regions of interest (ROIs).

We discuss how experimental analysis can be integrated into strategic human resources management (SHRM) research in Africa so as to develop theory and value principles to guide executives.

The model we propose – experiment-based SHRM – is predicated on the use of experimental approaches to demonstrate the value of SHRM and to derive principles that guide research and practice in Africa.

We illustrate how scholars can conduct experiments from an SHRM perspective.

We discuss the strengths and limitations of the model and suggest ways of maximizing its potential.

The technique is a resource for scholars of SHRM in Africa. They can use it to supplement other approaches for studying SHRM.

This chapter discusses a typology of experimental analysis. The lack of such a typology in the context of Africa makes it a valuable contribution. Thus, it fills a contextual gap in the SHRM research methodology literature. It can therefore help graduate students and junior faculty improve their research.

The aim of this study is to examine factors related to employee engagement in frontline jobs in service firms.

A conceptual model was developed and tested on a survey in which 279 hospitality frontline employees participated.

The findings show that employee engagement is closely linked to employees' innovative behaviour. Accordingly, the study clearly reveals the value of having an engaged frontline workforce. Moreover, the results show that perceptions of role benefit, job autonomy, and strategic attention were all significantly related to greater employee engagement.

This study limits its examination to the antecedents and effects of employee engagement for two types of service organizations.

The study has demonstrated the importance for managers of having an engaged workforce. In particular, it is important for managers to notice that engagement is a major driver to innovative behaviour. Consequently, one general and key practical implication from this study is the importance for mangers to measure regularly the engagement of their workforce.

This paper enhances one's knowledge of factors linked to employee engagement.

In their income inequality theory (IIT), Richard Wilkinson and Kate Pickett posit that income inequality is at the heart of social “ills”. However, their critics argue that the hypothesis is biased and that “cherry picking” is used and support for the IIT is obtained by selecting a suitable sample of countries. The paper aims to discuss these issues.

With a sample of 127 countries, the authors study to what extent the correlation between income inequality and social “ills” varies among countries sampled by geography, religion and income level.

The results of the analysis show that the strength and sometimes the direction of connections between inequality and social “ills” vary according to countries’ cultural background and historical legacies. The IIT is not a universal law. However, it is on a firmer footing than competing explanations.

The results contribute both to material and methodological debate on consequences of income inequality.

CSF Buxmont Academy operates eight school/day treatment programs that use restorative practices, which includes a culture in which restorative characterizes staff interaction with students, and staff-to-staff and student-to-student relationships as well. This chapter presents analyses of the outcome experiences from two waves of discharge cohorts: 919 students during school years 1999–2000 and 2000–2001 and 858 during 2001–2002 and 2002–2003. Outcome measures include program completion rates, changes in self-esteem and anti-social attitudes, and the relationship between the length of program participation and post-release recidivism rates after controlling for individual risk factors. Recidivism rates were significantly related to length of program participation.

Comparatively, while the voice of customers, employees, and other stakeholders have been identified as key components of corporate and marketing communication, little attention has been paid to how organizations listen to, make sense of, and use the information provided. The research reported in this article examined how a multinational corporation and its subsidiaries listen to their customers, employees, and other stakeholders and explored how corporate listening can be improved for mutual benefits.

This article reports participatory action research within a multinational corporation operating in Europe, Canada and Australia, which set out to become a “listening organization” to improve its relationships and performance. The research was informed by interviews, observation, content analysis of relevant documents, and critical reflection.

This analysis illustrates the need for and benefits of looking beyond statistical data to analyze textual, aural and visual data available from call centers, open-end survey comments, complaints, correspondence, social media and other sources, and it identifies methods, tools and technologies for ethical insightful corporate listening.

This article advocates a “turn” from a focus on voice to focus on listening, noting that expression of the voice of customers, employees and other stakeholders has no value to them or organizations without active listening.

This paper reports an in-depth study of corporate listening to multiple stakeholders and identifies opportunities for increased insights and understanding that can lead to tangible benefits for both organizations and their stakeholders.