Taly Dvir's research while affiliated with Tel Aviv University and other places

Publications (7)

Article
Few empirical works have examined the process through which CEO dispositions relate to organizational outcomes. In this study we examined the relationships between CEO values and organizational culture, and between organizational culture and firm performance. Data were collected from different sources (26 CEOs, 71 Senior Vice Presidents and 185 oth...
Article
In this paper we examine the role organizational cultures have at mediating the relationship between CEO values and organizational performance. Whereas several theoretical works have suggested that leader values create organizational culture, and others have argued that culture is a means towards organizational performance, few empirical works have...
Article
The new transformational leadership theories stress the emotional bond between leaders and followers, as opposed to the cognitive-calculative exchange emphasized by traditional transactional theories. However, very little empirical research has concentrated on the effects of transformational leaders on emotion- versus cognition-focused aspects of t...
Article
The leadership literature has focused on the effects of leaders whereas much less attention has been given to the followers' role in shaping their leader's style. Therefore, this longitudinal field study tested follower developmental characteristics as predictors of transformational leadership. The sample included 54 military units and their leader...
Article
In a longitudinal, randomized field experiment, we tested the impact of transformational leadership, enhanced by training, on follower development and performance. Experimental group leaders received transformational leadership training, and control group leaders, eclectic leadership training. The sample included 54 military leaders, their 90 direc...
Article
To date, all published confirmations of the Pygmalion hypothesis among adults have involved men. The few studies among women have had methodological ambiguities. The authors conducted 2 experiments in the Israel Defense Forces to test the Pygmalion hypothesis among women. In both studies, the leaders were led to believe that the trainees randomly a...

Citations

... The mechanism of the relationship between transformational leadership and contextual performance requires further investigation, as the relationship is distal, rather than proximal [22]. For example, by using metanalytic path modeling, existing research provides evidence on the effect of work engagement on the relationship between distal antecedents (job characteristics, leadership, and dispositional characteristics) and job performance (such as task performance and contextual performance) [23]. ...
... The promptest way in which leaders and organizations can support work-life balance is by promoting and implementing work-life programs and familyfriendly policies [12,13]. In addition, a strong organization culture emphasizes healthy working conditions, effective communication, modern ideas and technology, rational rewards and incentives, quick complaints, effective leadership, and so on [14], and organizational culture played a very important role for both work-life balance and leadership performance [15,16]. Thus, the aims of this study are to examine the mediation effect of organization culture on the relationship between work-life balance and women leadership performance and to test the conceptual research model connecting those three variables. ...
... Gagné (2009, p. 583) also proposes that as "satisfying those three psychological needs is the key to promoting intrinsic motivation, one can design or redesign HRM practices to fulfill those needs." It is also possible to train managers in transformational leadership to promote intrinsic motivation and foster knowledge-sharing norms (Dvir et al., 2002). Our findings regarding the interaction of collaborative national cultures with intrinsic motivation suggest that this type of intervention is particularly important in individualistic settings. ...
... Emotions need not necessarily be positive, but they should be strongly related to the final goal defined by the leader. Visionary competencies boost leaders' impact on employees' satisfaction (Cheema et al., 2015) and their bond with the organisation (Dvir et al., 2004). Visionary competencies play an important role in leaders' effectiveness, and many leadership studies (Hallinger and Heck, 2002) cite vision as one of the key factors explaining the differential effectiveness of organisations. ...
... Actions that are positive for a follower will be recognized, while those that are detrimental will be sanctioned (punished). They place a high priority on short-term objectives, standards, control, and constraints (Dvir & Shamir, 2003). The two most important components of transactional leadership are dependent incentive and expectation management, both of which are discussed here (Vaccaro et al., 2012). ...
... As such, this helps to increase leader effectiveness (Burns et al., 2013). The clan culture that is supportive and cooperative, characterized by warmth, trust, and an uplifting environment in the workplace (Berson et al., 2008) is congruent with behaviors characterized by benevolent leadership such as expression of concern and compassion towards employees and caring for their well-being which extends beyond the workplace setting (Wang & Cheng, 2009). Hence it is hypothesized that, Hypothesis 4a: Market culture is negatively related to benevolent leadership. ...
... (d) This has two dimensions: one, similarly to education and work, focused on sport expectations (Weaver et al. 2016;Smith 1995); the other detected how athletes' beliefs about their peers' doping (Moston et al. 2015) or parents' beliefs about their children's drinking behaviour (Madon et al. 2004(Madon et al. , 2013 or drug-use (Lamb -Crano 2014) could become SFPs. (e) Experiments with the Galatea, Golem, and Pygmalion effects (leader-and self-initiated SFPs) for potentially seasick cadets (Eden -Zuk 1995) and different sex groups (Dvir et al. 1995). Where women were manipulated to believe in leading high achievers, while actually leading disadvantaged women, experimenters successfully incorporated the "false" assumption in an empirical investigation (Davidson -Eden 2000). ...