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Wayne State University | WSU
Department of Management and Information Systems
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Research
Research Items (8)
While the link between corporate social responsibility and corporate reputation has been well established in the prior literature, studies that identify boundary conditions in order to better understand how CSR matters for CR in the eyes of stakeholders are surprisingly limited. Incorporating stakeholder theory with upper echelons theory and institutional theory, our study explores whether and how the CSR-Corporate Reputation (CR) relationship is influenced by political ideologies (conservatism vs. liberalism) of CEOs as well as the state in which firms’ headquarters are located.
Based on a multi-language search, we qualitatively describe and meta-analytically summarize the growing but often ignored research literature on behaviors associated with paternalistic leadership (PL), a form of leadership that is considered to be acceptable and prevalent in many Non-WEIRD (Western, Educated, Industrialized, Rich, and Democratic) cultures. PL is conceptualized as the simultaneous enactment of two seemingly paradoxical leadership behaviors: 1) benevolence – the holistic and genuine care for followers’ well-being even outside the workplace, and 2) authority – non-exploitative use of behaviors that emphasize power and control based on status and hierarchy. Results from 165 independent samples from 152 studies (total N = 68,395) in fourteen countries demonstrate a consistently divergent pattern across the dimensions. Even in societies where PL is presumed to be more prevalent and acceptable, the strong control (authoritarianism) dimension is consistently negatively related to task performance, citizenship behaviors, creativity, attitudes towards the leader, and job attitudes. Conversely, the benevolence dimension demonstrates consistently positive relationships with leader effectiveness and follower performance, attitudes, and behaviors. The most commonly used measure of PL includes a morality dimension, which produces positive effects similar to the benevolence dimension. Collectively, PL dimensions (as well as a separate unitary measure of PL emphasizing benevolence) predict incremental variance beyond transformational leadership and beyond LMX. Based on conceptual and empirical grounds, it appears that PL (especially benevolence) is not fully captured in mainstream approaches to leadership and may add value to our understanding of the universe of ways leadership can be enacted. Several directions for future research are discussed, including the need to study the rarely-examined interactions between benevolence and authority, in line with the core of PL theory.
Workplace religious expression has become an intensely debated topic across news outlets and social media. However research on what constitutes acceptable vs unacceptable workplace religious display is sparse. At a time when EEOC claims involving religion are on the rise there is a clear need for study in this area. In this study participants in two samples read 27 scenarios where an interviewer engaged in a Christian religious display during a job interview. We used Christian religious displays for their ease of recognition in an American sample. Participants rated each workplace religious display in terms of likelihood of occurrence and organization attractiveness. In both samples organization attractiveness ratings were more negative than expected in a predominantly Christian sample signifying that while individuals may value their ability to express their religion they may not appreciate such displays from those who represent an organization. Verbal and physical religious displays received more negative ratings compared to scenarios that spoke to shared experiences such as displaying pictures of one’s children in a religious ceremony. Application in organizations and HR implications are discussed.
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