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The study tests the effect of charismatic leadership tactics and voice pitch on perceived applicant's hireability, warmth and competence.

Objective: To map the roles, responsibilities, criteria for evaluating performance, and characteristics of effective leadership among chairs and other principals of meetings where the goal is to reach a consensus-based decision. Introduction: The processes of peers evaluating grant applications to allocate research funding is considered essential to the discourse of science 2 3. Yet the process is increasingly questioned, and prone to bias. Furthermore, the structure and interactions of peer review committees is not always equitable. Inclusion criteria: Studies that report on leadership roles within consensus decision committees that follow a similar process to the grant peer review process, across organizations that are tied to funding directives. This review will include studies from a range of disciplines; health science, biomedicine, education, psychology, management research, law, ethics and policy. Methods: With the help of a medical librarian, we will create comprehensive search strategies using a range of bibliographic databases, citation indexes and websites. We will search the websites of academic bodies (e.g., learned societies) and other web sources of information (e.g., management research organizations) to locate grey papers. Two independent reviewers will screen abstracts and subsequently full-text articles, to identify potentially eligible studies for inclusion. This scoping review will report on the roles, responsibilities and potential performance indicators of consensus decision committees that follow a similar process to grant peer review.

Although extensive attention has been paid to abusive supervision and its consequences at the individual- and team-levels, research seldom addresses chief executive officer (CEO) abusive supervision and its possible organization-level consequences.

Research suggests that seeing female political candidates running for elections in the real world might push other women to run for political office at a later time (e.g. Wolbrecht & Campbell 2007). This phenomenon is called the Role Model Effect. Based on this finding, parties and organisations challenging women’s political underrepresentation started “recreating” this effect in the artificial environment of mentoring events where female political leaders meet women non-political actors to motivate them to seek office (Krook and Norris, 2014). Research investigating the effectiveness of mentoring events produced mixed findings (Foos and Gilardi, 2020). I argue that in mentoring events, motivating women to run for office is much more related to the things that role models say in a short amount of time compared to the real-world role model effect. In this empirical chapter, I will experimentally test the effect of an extract from a political mentoring event on the political ambition of women in the British general population (Political Ambition is here defined as non-political actors' intention to run for political office). Furthermore, based on Social Learning Theory, role models change behaviour by affecting an individual’s attitudes (Bandura, 1977). Hence, in this chapter, I will also test for the effect of the extract from a mentoring event on attitudes about political gender equality. Participants will be exposed to the treatments within an online survey experiment. The treatment is represented by (1) an audio interview with a real-world female politician discussing her experience in office, (2) an audio interview with a real-world male politician discussing his experience in office and, (3) an audio interview with a real-world male politician discussing the experience of female colleagues. The full interview touches on attitudinal elements about women's suitability to politics that should be linked to women's political careers or on attitudinal elements about men's suitability to politics for male participants. In the treatment, the interview will be used in full and in separate segments depending on the specific hypothesis to be tested (in Appendix I, I report a transcription of the treatment and the full experimental procedure). The contribution of this experiment is to show that real-world female politicians can positively affect political ambition by determining a positive shift in these attitudes. Manipulating the gender of the speaker I will then establish the magnitude of the role model's effect on the speaker in isolation from the message.

In times of a crisis, followers are more likely to support dominant leaders. This effect has been replicated in various contexts including economic threat, organizational pressure, and social conflict. The support of dominant leaders has its advantages as well as disadvantages but can get problematic when the leaders spread contradictory or false information, even if they do so unintentionally. In the present study, we examine the extent to which followers detect contradictions presented by a dominant leader in times of crisis. To do so, we conduct an online experiment using a 2 (crisis versus control) x 2 (more versus less dominant leader) between-subjects design. We create a situation that is driven by uncertainty and stress to simulate a crisis and further examine the extent to which participants identify contradictions in information originating from a more or less dominant leader following this crisis. We aim to contribute to the understanding of the role of dominant leadership in processing information in times of crisis.

Job Satisfaction is a complex concept, subject to various definitions and interpretations by each individual. There is a correlation between job satisfaction and the efficiency and quality of care, so it is essential that there are frequent assessments of job satisfaction and a leadership structure that supports it. The nurse manager should not only have the knowledge to solve problems, but also the ability to influence and motivate the team so that they feel professionally satisfied and move towards excellence in the care provided to patients. Inclusion Criteria: The research will include all studies (primary and secondary), quantitative, qualitative, and mixed, in English, Spanish and Portuguese produced in all nursing care settings in which there is a leadership relationship between nurse and leader, and that address Nurse Job Satisfaction. Methodology: Scoping literature review, based on the methodology proposed by the Joanna Briggs Institute, with 3 stages: An initial search in the CINAHL and MEDLINE platforms; followed by a more in-depth search in the same platforms mentioned above and in Scielo, and subsequently a search in the bibliographic references of the selected articles. The PRISMA ScR flowchart will be used to systematise the process of inclusion of the studies. The selection of studies and data extraction will be performed by two independent reviewers. The results will be presented in tables and narratives. Keywords: Job Satisfaction; Management in Nursing; Leadership

I plan to conduct research about the impacts of leader self-sacrifice related to family on leaders themselves. I have presented this proposal at the 2022 IACMR Research Methods Workshop. In the next few months, I will collect data to test the research model. In this work, we hypothesize that: H1: Leader self-sacrifice related to family is positively related to family guilt. H2a: Family guilt mediates the positive relationship between leader self-sacrifice related to family and pro-family unethical behavior. H2b: Family guilt mediates the positive relationship between leader self-sacrifice related to family and family supportive supervision behavior. H3: Gender moderates the relationship between leader self-sacrifice related to family and family guilt such that the relationship between leader self-sacrifice related to family and family guilt is stronger for women than for men. H4a: Gender moderates the indirect effect of leader self-sacrifice related to family on pro-family unethical behavior via family guilt, such that the relationship is stronger for women than for men. H4b: Gender moderates the indirect effect of leader self-sacrifice related to family on family supportive supervision behavior via family guilt, such that the relationship is stronger for women than for men.

We test in an experimental approach whether the congruence of expectation to claim or grant influence in interplay with the respective willingness to claim or grant influence between leaders and followers has an effect on follower outcomes. In this experimental study, we take a follower`s perspective and collect data from participants with ascribed follower roles.

In this research project, I study how people perceive and judge Algorithmic Leadership, in terms of leadership behavior (Relational vs. Task oriented). The underlying theories will be Implicit Leadership Theories (ILTs), Behavioral approach to leadership, and Leader-Member Exchange. Two methods of Implicit Association Tests (IAT) and scenario experiments with randomization are used. The main motivation for this research is to understand how people implicitly view algorithms in leadership roles and how it is compared with a human leader. This question can be answered by conducting a study using Implicit Association Tests and Explicit measures to see 1) to what degree people associate algorithmic leaders with relational vs task-oriented leadership behavior.

The study tests the effects of embodiment of international organizations on attitudes and processes of attitude formation.

Transformational leadership, which is said to raise the level of motivation and morality of followers by engaging with them and creating a connection, has been the most researched leadership style of the last 30 years and despite new leadership theories emerging, the relative amount of research on this leadership style remains the largest (Gardner, Lowe, Meuser, Noghani, Gullifor, & Cogliser, 2020). Transformational leadership is often associated with and compared to transactional leadership, which recognizes followers’ needs and wants but focuses on exchanges between leader and follower in order to achieve outcomes. According to the process-view of leadership an individual’s ability to lead is dependent on followers’ responses to leadership behaviors and styles (Northouse, 2015). Following this view, it is interesting to examine which of the described leadership styles followers prefer: The arguably more satisfactory transformational leadership style or the transactional leadership style, which is more concerned with the clarifaction of roles and task-requirements? In a previous study, we set out to examine preference distributions for transactional and transformational leadership in two different samples: University students and a working population. Examining a sample of N = 127 participants we expected the student population (n = 64) to strive for ideals, teamwork and self-actualization and thus prefer the transformational leader, while expecting the working population (n = 63) to strive for clarity regarding requirements and goals and thus prefer the transactional leader. Contrary to our expectations and in contrast with what research on transformational leadership would postulate, we found conclusive evidence that preferences for transformational and transactional leadership are equally distributed in both the student and the working population. In the proposed study we attempt to replicate these findings with in a laboratory setting. In an exploratory analysis will further investigate whether leader preferences can be predicted by Big-5 Personality, personal needs as well as Implicit Leadership Theories.

2022 US Midterm Data; Longitudinal; 3 waves; Primary research question investigates the relationship between cynicism and general conspiracy beliefs over time.

In a first study on the topic of gender-related leadership discrimination, we found lesbians to be attributed lower leadership skills than straight women in line with predictions of Status Beliefs Theory (SBT; Ridgeway, 1991) but contradicting Role Congruity Theory (RCT; Eagly & Karau, 2002). Sexual orientation discrimination was higher for women than men: Gay men were assigned somewhat lower leadership skills than straight men. In the present research we wanted to illuminate the mechanisms underlying gender-related discrimination. In accordance with Study 1, we used a person perception approach relying on cues (e.g., facial and vocal stimuli) of lesbian/gay and straight women and men. Here, we focus on ratings on sexual orientation, competence, and warmth. Please note, that this preregistration is part of a larger project on the effects of targets’ sexual orientation on impression formation in general. First, we will test whether target persons’ self-identified sexual orientation was recognized by raters: Lesbian/gay target person should be rated less straight compared to straight individuals. It is fundamental that targets are evaluated by others in accordance with their self-identified sexual orientation since we assume that discrimination in the attribution of leadership skills is due to sexual orientation. Previous research comparing female and male target persons showed that the sexual orientation of female targets is recognized better than that of male targets (Kachel et al., 2020). Second, we will test whether target persons differing in sexual orientation are attributed different levels of competence. For women, SBT and RCT make differing predictions: According to SBT, lesbians should be rated less competent than straight women; the opposite should be true deriving predictions from RCT. For men, both theories assume the same: Gay men should be rated lower in competence compared to straight men. Third, we will test whether sexual orientation of targets affects ratings of warmth. In contrast to competence, SBT and RCT suggest the same pattern for women: Lesbians should be rated lower in warmth compared to straight women. For men, however, different predictions can be derived from both theories: While gay men should be attributed lower levels of warmth in line with SBT, the opposite should be true based on RCT. Fourth, Study 1 exploratively showed that the disadvantage for lesbian/gay targets in attributing leadership depended on the cue. For example, lesbians compared to straight women were strongly disadvantaged when full-body images (with or without head) were presented, but not when they were rated based on voices. Similarly, compared to straight men, gay men were attributed lower leadership skills only when videos without sound were presented. Thus, there is some reason to assume that some signals but not others lead to a disadvantage. Analogously, previous studies showed that the sexual orientation of targets is better recognized from faces or faces combined with voices than from voices only (Kachel et al., 2020). Therefore, it can be assumed that in the present study judgments of sexual orientation, competence, and warmth differ between signals. Particularly, judgments of sexual orientation should differ between signals in the present study.

Nurses make up a large percentage of the workforce in healthcare. The intent of leaving in nursing leads to an increase in financial costs in healthcare and to a decrease of nursing quality. The leaders in nursing play an instrumental role when it comes to the decrease of the intention to leave. Since this is such a current topic and an increasingly growing concern, it is fundamental to study the intention to leave and the leadership of nurses.

This project studies the relationship between distinct emotions and broad measures of affective polarization (i.e., feeling thermometers).

While a plethora of empirical studies have examined the relationships between leader humility and its outcomes, there is a lack of a comprehensive and systematic framework that integrates the mediators, consequences and moderators of leader humility. We filled the void in the leader humility literature through conducting a meta-analytic examination.

In this research project, I study how people perceive and judge Algorithmic Leadership, in terms of Trust (Ability, Integrity, Benevolence). The underlying theories will be Implicit Leadership Theories (ILTs), Organizational Trust, and Leader-Member Exchange. Two methods of Implicit Association Tests (IAT) and scenario experiments with randomization are used. The main motivation for this research is to understand how people implicitly view algorithms in leadership roles and how it is compared with a human leader. This question can be answered by conducting multiple studies using Implicit Association Tests and Explicit measures to see 1) to what degree people associate algorithmic leaders with three elements of trust (ability, integrity, benevolence)

To what extent can (consciously used) humor improve communication and help caregivers handle daily challenges in their work lives at nursing homes? What health benefits does humor also provide for the elderly residents? This project analyzes the potential for improvement of psychological well-being and social interaction in nursing homes through humor trainings for caregivers and clown visits for elderly residents.

This research addresses the question of how the relationship between leader narcissism and follower trust and related outcomes may be affected by the organizational context in which leaders and followers interact.

Geographically isolated or remote occupational contexts present unique job demands that may amplify the effects of the workplace on employee mental health (Palinkas & Suedfeld, 2021). These workplaces are operationalised according to the location, time or nature of work activities undertaken while distanced from the assistance of rescue, medical and emergency services, where communication is limited, and where travel is difficult (Comcare, 2013). Examples include mining, at-sea Navy deployments or submarines, Arctic and Antarctic explorations/expeditions and spaceflight (Milne & Bahn, 2015; Palinkas, 2003). Under these conditions, psychosocial issues can arise from the complexities of living in confined spaces, shift work and prolonged distance from family with limited communications (Brasher, et al., 2010). Additionally, the blurring of boundaries between work and off-work time may be conducive to psychological risks, particularly when there is inadequate opportunity for recovery (Hetland et al., 2021). Prolonged exposure to workplace demands without adequate job resources may initially manifest as non-clinical mental health symptoms (e.g., occupational stress and burnout), that can potentiate into clinically significant disorders (e.g., anxiety and depression; Koutsimani et al., 2019). Leadership may play an influential role on employee mental health in geographically isolated occupational environments, as informed by social-cognitive and resource-based theories (Bakker, Demerouti, & Euwema, 2005; Bandura, 1991). Some forms of leadership may be more beneficial or detrimental to employee mental health; however, what remains unclear is the magnitude of impact. Therefore, this systematic review and meta-analysis seeks to understand the role of leadership behaviours on employee mental health outcomes, in geographically isolated workplace contexts.

We want to examine how and when leader voice rejection affect employee subsequent upward voice, and test the mediating role of voice self-efficacy and leader-member exchange and the moderating role of leader gratitude expression.

The study examines the effects of different forms of social support behavior, namely instrumental and emotional support, by leaders and colleagues on various facets of trust. It aims to analyze how specific leader behavior (in contrast to leadership styles) affect employee trust. Following McAlister (1995) the two facets affective and cognitive trust will be measured. As trust seems to gain importance in an increasingly digital world (Breuer et al., 2016), the share of remote work on total work is additionally surveyed and can be seen as a boundary condition for building trust. The aim is to gain better insights into which kinds of behaviors of leaders and colleagues shape the different aspects of employee trust and can thus be used to built trust in the workplace.

This study serves to examine four vignettes on ethical leadership communication on LinkedIn. The vignettes represent LinkedIn posts and vary in the communication about an ethical leadership style by the person posting and the number of uncertainty markers in the text. Additionally, German translations of three measurement instruments on credibility, trust, and employer attractiveness are examined.

A mixed method, multi-component review process using a framework synthesis approach to explore what is known about organisation-led interventions designed for or impacting career development of neurodivergent adults.

A survey experiment designed to test the impact of the salience of transformational and ethical leadership style on employee outcomes in the Albanian civil service.

Dieses Projekt analysiert den Effekt gemeinnütziger Arbeitserfahrung (im Kontrast zu traditionellen Jobs) auf den Einstellungsprozess eines explotativen Managers bei einem neuen unternehmen. Des weiteren wird analysiert, welche Auswirkung das Geschlecht des Recruiters hat.

This research aims to find out how and to what extent Quiet Quitting presents a practice among employees in Switzerland and how organizations can deal with it.

Responsible supervision of PhD candidates can foster integrity in research. This study aims to develop a questionnaire to measure responsible supervision by surveying both PhD candidates and their supervisors. The questionnaire combines responsible research practices and the extent to which the supervisor creates an open atmosphere where dilemmas can be safely discussed. To obtain an in-depth understanding of responsible supervision for integrity, I will conduct focus groups with PhD candidates and supervisors from different disciplinary fields.

This research is concerned with leadership structures and social relations in sports teams and wants to find out which other associations with other sports related variables exist. We use social network analysis and combine it with traditional analysis in psychology.

We will conduct a series of studies to validate a new scale that measures the extent to which respondents engage with situations that are morally or ethically ambiguous. This will involve assessing their perception and comfort with such ambiguity, their willingness and perceived ability to deal with it, and their perceived value of such ambiguity. Our first study will be focused on the psychometric properties of the items and scales. Our intention is to reduce our initial set of 42 items by roughly half. We will identify items to retain for the final scales using traditional criteria; e.g., by their factor loadings on the expected factors, their distributional properties, their importance and centrality to the concepts we want to measure, and their performance as parts of scales. Study 1 will focus on these exploratory analyses (i.e., exploratory factor analysis, descriptive statistics, alpha and item-total correlations). Study 2 will also use this strategy if no clear set of items is identified in Study 1 and/or if items need to be substantially re-written or replaced with new items. If a clear set of items is identified in Study 1, we will analyze the data using a confirmatory factor analysis that tests the expected factor structure, and continue to refine items and scales if that analysis yields unsatisfactory fit indices. We will continue new studies (rounds of data collection) until we find a stable set of items and scales (as established by acceptable fit indices in confirmatory factor analysis).

A systematic review of the literature focusing on the impact of leaders on employee mental health and wellbeing within the field of healthcare.

This registration modifies the original registration (Study 3) to update the data collection process pre-data collection. Please note that the pre-registration for study 3 is still valid. Sample: we added New Zealand and Ireland to widen the pool of potential participants. We set the minimum age for participation to 19 as applied in the questionnaires to increase the likelihood of including participants who have at least a couple of years of work experience. Participants who meet the inclusion criteria will be excluded from participation if they have enrolled on any prior surveys distributed for this research project. We added this criterion for inclusion to have an independent sample for validation purposes (i.e. not overlapping with Study 1 and 2). Participants who are not able to think of a significant behaviour (observed in their line manager) will be asked further questions regarding the frequency they interact with their manager. First, we ask them if they interacted with their manager in the past week (yes/no). If participants answer with “no”, we will then ask them questions regarding their demographic information, and they will not be asked any further questions. If they answer with “yes” participants will be asked to rate the frequency of the (micro-) behaviours displayed by their manager in the past week (Questionnaire 2, details are provided in the document). Subsequently, we will ask questions regarding their demographic information, and they will not be asked any further questions. We decided to invite participants who have not observed a significant behaviour in their line manager (as defined above) to complete Questionnaire 2 straight away (rather than inviting them to complete this questionnaire one week to 14 days later, together with those who have experienced a significant behaviour) in order to reduce attrition in the sample. Instructions for responding to items that ask about the extent to which participants believe the “significant behaviour” mentioned reflected specific microbehaviours, using newly developed items: we removed repetition of the leader’s name just before the items are presented, to simplify instructions. Questionnaire 2 will be sent to participants who observed a significant behaviour in their line manager about 14 days later, first asking them if they interacted with their manager in the past week (yes/no). Analysis – creating a shorter measure with micro-behaviours: we will combine samples (i.e. using all responses to Questionnaire 2) of those who observed a significant behaviour and those who did not. We will add a control variable to the analyses (experienced significant behaviour: yes/no), comparing the two groups.

Dieses Projekt untersucht wie sich das Führungsverhalten auf die Mitarbeitermotivation im Bereich Schwerpunkt „Homeoffice“ auswirkt. Im zweiten Teil wird untersucht, ob es geschlechterspezifische Unterschiede gibt. Das Projekt findet im Rahmen des Bachelorseminarkurses „Management und Consulting“ statt. Die Thematik„Dark Leadership“ wird mit „bright leadership“ anhand experimenteller und empirischer Methoden näher betrachtet. Konkret handelt es sich um eine quantitative Studie, welche mit Hilfe von Vignetten durchgeführt wird.

Abstract. While most leadership research takes the perspective of leaders influencing their followers, more recent research focused on the question how followers may influence their leaders. Kelley’s (1992) followership questionnaire was the first to assess followership behavior. To provide a basis for further research on followership in German-speaking countries, we conducted two studies to establish the psychometric properties of a German version of Kelley’s questionnaire. In Study 1, we explored the factorial structure of our translation in a heterogeneous employee sample ( N = 451). In Study 2, we tested for convergent, discriminant, and criterion-related validity in another heterogeneous employee sample ( N = 413). The results indicate satisfactory psychometric properties for two followership dimensions (i.e., active engagement and independent, critical thinking). Correlations of these two followership dimensions with other constructs were mostly in line with our expectations. We discuss the usefulness of the German followership questionnaire for research and practice.

The purpose of this article is to share gaps in knowledge and research related to pandemic management identified by nurse leaders during the COVID-19 pandemic. As part of a larger Delphi study, nurse leaders responded to an open-ended question about gaps in research they saw as important following the pandemic. Responses were analyzed using directed content analysis. Results are presented as 4 supercategories: Organizational leadership preparedness, adaptive leadership in crisis, innovations in care delivery, and health, well-being, and resilience.

Women are believed to be higher in community and lower in agency than men and are therefore stereotyped as feminine (Ellemers, 2018; Fiske et al., 2002). However, leadership is predominantly associated with agentic attributes like dominance, assertiveness, and competitiveness (e.g., Eagly & Carli, 2007; Koenig et al., 2011; Schein, 2001). According to Role Congruity Theory (Eagly & Karau, 2002), there is an inconsistency between (femininely stereotyped) women and (masculinely stereotyped) leadership roles. Hence, women are believed to be less suitable for leadership positions and roles compared to men. Compared to women, male voices show on average a lower mean fundamental frequency (Berg et al., 2017) as well as lower variability in f0 (Ko et al., 2006). Typical traits attributed to leaders, such as dominance and competence, are associated with lower mean f0 and less f0 variability (McAleer et al., 2014; Oleszkiewicz et al., 2016). Results of a previous study show that voice pitch is lowered when individuals are in an authoritarian position (Sorokowski et al., 2019) and when they intend to sound more masculine (Cartei et al., 2012). Complementarily, individuals with lower-pitched voices are primarily preferred for leadership roles (Klofstad & Anderson, 2018; Tigue et al., 2012), even for female-typed occupations (Anderson & Klofstad, 2012). For women, however, the evidence is rare overall. This lab study aims to expand research on the impact of leadership (vs. employee) roles on women’s vocal characteristics. Additionally, we will investigate, among others, the influence of gender-related stereotypes and gender-role self-concept in moderating the possible association between leadership roles and women’s speech.

A three-wave survey study with repeated measurement to analyse the relationships between leader identity at work and home, self-efficacy, and impostorism experiences.

Retirement calculators are a common and accessible way to help individuals plan for their future. However, retirement calculators are diverse in their design. Each calculator has a unique way to share and frame the information to users. Furthermore, many freely available calculators serve a dual purpose in motivating users to further utilize additional products and services offered by the same provider. This casts ambiguity on what incentives drive the design of retirement calculators, the extent to which these bias the information, and how that information shapes or changes individuals’ decision-making processes.

Digitalization poses increasingly wide-ranging affordances to individuals and organizations alike, particularly regarding workplace communication. The most prevalent digital mediums (i.e., e-mail and messenger services), however, are less broad in information and omit nonverbal behaviours, such as gestures and facial expressions. This constitutes a substantial challenge for leaders, as the transferal of emotions, mostly being driven by a message’s nonverbal delivery, constitutes one of the key pathways for leaders’ effectiveness. Yet, digital written communication also entails an opportunity to re-enrich messages with quasi-nonverbal signals – emoticons and emoji. As these, however, may be perceived as inappropriate in the usually more formal and sober setting of workplace communication, this study aims to explore the immediate cognitive, emotional, and behavioural reactions to affective quasi-nonverbal leader signals. More concretely, it aims to assess receivers' tendency to process these stimuli via the emotional contagion or the cognitive inference pathway. For this study, an experimental design will be employed, with participants being randomly assigned to a specific text sample including verbal and quasi-nonverbal emotional expressions from an imaginary leader. All participants will receive the same text as stimulus material, either being enhanced by emoji depicting emotions of positive, negative, or neutral valence, or encompassing no emoji. Participants will rate the message’s tonality, emotional intensity and valence, their own arousal and valence, emotional contagion, and empathic concern. Furthermore, they will indicate their approval of the leader, perceived charisma, and desirable leader attributes.

We will test whether there exists a raw gender bias in how female football coaches are perceived, competence wise, relative to male football coaches. By doing this, we wish to contribute to the literature on why there are so few female football coaches within elite football in Sweden.

We want to derive what measures large enterprises in Switzerland are taking to mitigate the absence of face-to-face communication in remote-working virtual teams through interviews.

We aim to investigate the relationship between leaders business drinking and their leadership choice

This paper focuses on integrity and organizational leadership through the lens of Shakespeare’s Henry V, aiming to contribute to the debate about integrity in public administration. First, it sets ...

Nigerian military war against terrorism, banditry, insurgents, and internal security challenges seem to be in anguish and perceived to be defective because of awful organizational leadership, operational incompetence and answerability, questionable procurement practices, and recruitment system. Our study investigated job characteristics, day-to-day experiences, and military career adaptation: the moderating role of person-job-fit based on the theory of purposive behavior career and person-job-fit. Participants for our study comprised (200) military personnel drawn through convenient and heterogeneous purposive sampling methods from six army divisions. The Job Characteristics Scale, Day-to-Day Experiences Scale, Person-Job-Fit Scale, and Career Adaptability Questionnaire were used for data collection. We employed multiple regression and Hayes PROCESS Macro for data analysis. The result of our study showed that job characteristics did not significantly predict military career adaptation; person-job-fit and day-to-day experiences significantly predicted military career adaptation. Our study deepened the existing body of knowledge on military career adaptation by integrating person-job-fit, day-to-day experiences, and job characteristics of Nigerian military personnel with work psychology. Alleviating career adaptation of Nigerian military personnel should involve improved defense organization altered job characteristics, workplace support, emotional labor, benevolence with revenge motivation, and recruitment process. To provide better opportunities that will aid Nigerian military personnel person-job-fit and day-to-day experiences. This study promises to unlock new-fangled investigative opportunities in this area.

Research results are often not easily accessible or readily digestible for decision-making by natural resource managers. This knowledge-action gap is due to various factors including the time lag between new knowledge generation and its transfer, lack of formal management structures, and institutional inertia to its uptake. Herein, we reflect on the Great Lakes Fishery Commission’s Science Transfer Program and its evolution from ‘Mode 1’ (i.e., scientists conduct research autonomously) toward ‘Mode 2’ (i.e., co-production of knowledge with practitioners) knowledge production to understand and overcome the knowledge-action gap. Six success factors and strategies and tactics used to achieve those factors were critical to the shift from Mode 1 to Mode 2: (1) dedicate funding and staff support; (2) obtain top-down commitment from organizational leadership; (3) break down silos; (4) build relationships through formal and informal interactions; (5) emphasize co-production in program and project implementation; and (6) obtain buy-in among relevant actors. By way of three project case studies, we highlight knowledge transfer approaches, products, and lessons learned. We anticipate this contribution will benefit those working on knowledge mobilization, particularly in boundary-spanning organizations, and those involved in resource program management, administration, and design; it is also intended for resource managers seeking to have their science and information needs met more effectively.

Purpose This study aims to assess the importance of transformational leadership competencies, as well as supply chain learning, to green innovation in construction at the supply chain level. Design/methodology/approach A questionnaire survey is conducted to collect data from construction firms in Vietnam. Many statistical analysis methods – including the Shapiro-Wilk test, one-sample Wilcoxon signed-rank test and Kruskal-Wallis test – are performed to achieve the research objectives. Findings The results indicate that the importance of most transformational leadership competencies is similarly perceived among different role groups (i.e. directors/deputy directors, project managers, consultants, quantity surveyors and designers). Research limitations/implications This study enriches the understanding of leadership research in construction at the supply chain level and also develops a theoretical framework for theory testing research, where the relationships of transformational leadership competencies and supply chain learning with green innovation are highlighted. Originality/value Research on leadership in the green supply chain context is still limited, especially in the construction industry. Thus, this study is conducted to fill this gap of research.

Background Limited COVID‐19 vaccination acceptance among healthcare assistants (HCAs) may adversely impact older adults, who are at increased risk for severe COVID‐19 infections. Our study objective was to evaluate the perceptions of COVID‐19 vaccine safety and efficacy in a sample of frontline HCAs, overall and by race and ethnicity. Methods An online survey was conducted from December 2020 to January 2021 through national e‐mail listserv and private Facebook page for the National Association of Health Care Assistants. Responses from 155 HCAs, including certified nursing assistants, home health aides, certified medical assistants, and certified medication technicians, were included. A 27‐item survey asked questions about experiences and perceptions of COVID‐19 vaccines, including how confident they were that COVID‐19 vaccines are safe, effective, and adequately tested in people of color. Multivariable regression was used to identify associations with confidence in COVID‐19 vaccines. Results We analyzed data from 155 completed responses. Among respondents, 23.9% were black and 8.4% Latino/a. Most respondents worked in the nursing home setting (53.5%), followed by hospitals (12.9%), assisted living (11.6%), and home care (10.3%). Respondents expressed low levels of confidence in COVID‐19 vaccines, with fewer than 40% expressing at least moderate confidence in safety (38.1%), effectiveness (31.0%), or adequate testing in people of color (27.1%). Non‐white respondents reported lower levels of confidence in adequate testing of vaccines compared to white respondents. In bivariate and adjusted models, respondents who gave more favorable scores of organizational leadership at their workplace expressed greater confidence in COVID‐19 vaccines. Conclusion Frontline HCAs reported low confidence in COVID‐19 vaccines. Stronger organizational leadership in the workplace appears to be an important factor in influencing HCA's willingness to be vaccinated. Action is needed to enhance COVID‐19 vaccine uptake in this important population with employers playing an important role to build vaccine confidence and trust among employees.

Matthew A Crain,1 Amy L Bush,2 Heather Hayanga,3 Annelee Boyle,4 Merv Unger,3 Matthew Ellison,3 Pavithra Ellison3 1West Virginia University School of Medicine, Morgantown, WV, USA; 2West Virginia University Medicine Children’s Hospital, Morgantown, WV, USA; 3Department of Anesthesiology, West Virginia University Medicine, Morgantown, WV, USA; 4Department of Obstetrics & Gynecology, West Virginia University Medicine, Morgantown, WV, USACorrespondence: Pavithra EllisonDepartment of Anesthesiology, West Virginia University Medicine, 1 Medical Center Drive, Morgantown, WV, 26506, USATel +1 304-598-4929Fax +1 304-598-4930Email pavithra.ellison@hsc.wvu.eduPurpose: In pandemics, centralized healthcare leadership is a critical requirement. The objective of this study was to analyze the early development, operation, and effectiveness of a COVID-19 organizational leadership team and transformation of healthcare services at West Virginia University Hospitals and Health System (WVUHS). The analysis focused on how Kotter’s Leading Change eight-stage paradigm could contribute to an understanding of the determinants of successful organizational change in response to the COVID-19 pandemic.Methods: The fifteen core leaders of WVUHS COVID-19 strategic system were interviewed. A qualitative thematic analysis of the interviews was used to evaluate key aspects of leadership dynamics and system-wide changes in healthcare policies and protocols to contain the pandemic. Outcome measures included the degree to which WVUHS could handle and contain COVID-19 cases as well as COVID-19 death and vaccination rates in West Virginia compared with other states.Results: The leadership team radically and rapidly revamped nearly all healthcare policies, procedures, and protocols for WVUHS hospitals and clinics, and launched a Hospital Incident Command System. As a result of this effective leadership team and strategic plan, WVUHS surge capacity was adequate for COVID-19 cases. In addition, West Virginia was an early frontrunner in COVID-19 vaccination rates as well as lower death rates.Conclusion: WVUHS’s leadership response to the COVID-19 pandemic followed Kotter’s eight-stage paradigm for Leading Change in organizations, including the establishment of a sense of urgency, formation of a powerful guiding coalition, creation of a vision, communication of the vision, empowerment of others to act on the vision, plan for and creation of short-term wins, consolidation of improvements and production of more changes, and institutionalization of new approaches. This approach was effective in limiting the spread and impact of COVID-19 within the hospital network and across the state, with many lessons learned along the way.Keywords: hospital incident command system, organizational change, hospital management, leading change, COVID-19