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Development of outstanding leadership.
(2004)
The differences between the types and content of developmental experiences that a sample of outstanding leaders experienced in early life were examined. Relevant sections of 120 biographies of outstanding leaders in the ...
Trust in virtual teams: The role of task, technology and time.
(2004)
Virtual teams face major impediments to developing trust given their relative inability to evaluate other members' abilities, motivations and work patterns. However, trust is the foundation on which virtual teams can build ...
An analysis of meaning, malaise, mattering and marginality and their relationship to discretionary effort among regional university staff employees.
(2004)
Recommendations for administrators and other practitioners included: increase the awareness of the various perceptions of the university that different groups hold; provide opportunities for staff to be involved in the ...
Detecting deception during a structured interview.
(2004)
Deception is a part of everyday life for many people. Given this reality, how can employers be certain employees are being relatively honest during interviews? Can an interviewer be trained to detect deception while ...
Training planning skills: A comparison of case-based and principle-based methods.
(2004)
Leaders must have good planning skills in order to be successful. In this paper, we administer training of planning skills that addresses two major considerations. First, what are the key processes involved in planning. ...
The rural music teacher: An investigation of the relationship between socialization factors and career satisfaction using symbolic interaction theory.
(2004)
The findings from this study revealed that rural music teachers in this study understood the globalized tasks associated with music education. The music teachers in this study were not socialized to their position as music ...
Exceptional leaders and their followers: An in-depth look at leader-follower interactions.
(2004)
In recent years there has been an increase in the study of outstanding leaders and the differences between outstanding leaders of different types and orientations. Very few studies, however, have been performed regarding ...
The impact of leader-group value similarity and organizational culture on group performance.
(2004)
Little research has focused on why followers follow their leaders. The current study extends the Leader-Member Exchange (LMX) model to show how positive social exchange produced by leader-group value similarity can influence ...
Effects of moral intensity and self-evaluation on ethical propensity: A cross-level analysis.
(2004)
An empirical study examined the relationships between Jone's (1991) moral intensity and self-evaluation bias with ethical propensity. Results suggested that individuals with a self-enhanced tendency in their own ethical ...