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Purpose: In this article, the authors explore the emotional dimension of the strategies that researchers carry out to foster collaboration within research groups in science. Design/methodology/approach: The authors have carried out fieldwork based on semi-structured interviews with members of high-performance research groups, supported by the analysis of ethnographic observations in the local work contexts of several of these groups. Findings: As a result, the authors start from the representations of the principal investigators interviewed about collaboration, as a dynamic between the individuals involved and the group, to describe two forms of leadership strategies: ego-centered or group. Hence, the authors highlight that the emotional work of IPs consists of combining both strategies by activating and deactivating affection, warmth and spontaneity in interactions. The authors conclude by reviewing the contributions and some potential lines of study. Research limitations/implications: The main contributions and conclusions must be regarded considering several limitations of our work. First, the authors have focused on high-performance groups, so it would be expected that the research groups that do not have the support of European Research Council (ERC) do not present the observed dynamics. Concerning the analysis, the authors have focused on the link between situational (personal interaction) and organizational scales. Although the authors have attended social factors that imply the structure and changes of the professional sector of science (Whitley, 2000, 2014), future publications will allow the authors to delve into relationships on a broader scale, associating collaboration patterns and discursive positions. The authors will focus on (1) roles and social profiles and (2) features of scientific culture and its recent configuration. Practical implications: The authors affirm that the emotional field is key to understanding how groups and individuals respond to these profound changes. In their work, scientific professionals do not only act based on rational and instrumental criteria but also driven by habits, affective networks and inertia of their organizational cultures. In this paper, the authors provide theoretical and practical keys to understand the complexity that collaboration creates within research groups as a contradictory reality that consists of a constant movement of individuals and the group. Social implications: As many of the interviewees expressed, there are no adequate spaces to learn and reflect on leadership and collaboration in science. The authors are science workers who are responsible for imagining and deciding how the authors want their research groups to function. Institutions must ensure the means so that this task can be carried out. Hopefully, this article will contribute to this irrevocable project. Originality/value: The authors' aim is to understand how well-known groups operate in their field, with a high level of resources and productivity, in order to identify and promote cutting-edge strategies in different scientific branches. Moreover, the authors want to recognize the importance of institutional infrastructures. For this reason, giving them a place in the framework of management studies allows to submit this issue to public debate for a wide audience of social scientists. Moreover, this permits to inquire about cross-disciplinary subjects, such as social and organizational psychology, sociology of work, studies about science and management studies. [ABSTRACT FROM AUTHOR]

The twenty-first century has seen an increase in ethical misconduct at the workplace, highlighting the need to stimulate discussion on the role of work ethics. The objective of the current study is to extend the literature on work ethics by examining the role of Islamic work ethic in enhancing the task performance of employees. The current study proposes that psychological capital mediates the relationship between Islamic work ethic and task performance. It is also proposed that ethical leadership might act as a boundary condition that boosts the positive relationship between Islamic work ethic and psychological capital. Data were collected in three-time lags from employees working in the service sector of Pakistan (N = 218) through the questionnaire. The results supported the mediation and moderation hypothesis, confirming that psychological capital mediates the relationship between Islamic work ethic and task performance. Ethical leadership moderates the relationship between Islamic work ethic and psychological capital. The results offer implications for theory and practice. Limitations and future research directions are also discussed. [ABSTRACT FROM AUTHOR]

The goal of this research was to replicate findings related to followers' negative evaluations of leaders expressing counter‐stereotypical emotions (e.g., females displaying anger, males displaying sadness). Drawing on predictions of the Challenge versus Threat model, this research also extended those findings by examining whether follower positive and negative affects mediated the relationship between leaders' counter‐stereotypical emotional displays and followers' leadership evaluations. In an online experiment, participants completed a reasoning task and received personalized performance feedback from a virtual manager represented by an avatar (male or female) displaying an emotion (neutral, angry, or sad). Participants reported task‐related positive and negative affects and rated their manager (trust, perceived effectiveness, and leader‐member exchange). We replicated previous studies showing that displaying counter‐stereotypical emotions has a negative influence on leadership evaluations. We did not find support for the mediating role of followers' affects in the relationship between counter‐stereotypical emotional displays and leadership evaluations; although these affects influenced followers' ratings of their manager. We discuss these findings using Backlash and Role Congruity Theory perspectives and present their theoretical and practical implications. [ABSTRACT FROM AUTHOR]

Co-workership is a Scandinavian working life concept that is based on post-bureaucratic organizing, the cornerstones of which are decentralization and a vision of responsible individual autonomy and participation. Research has shown positive results from implementing/developing co-workership in organizations; however, in terms of the post-bureaucratic character of the concept, it might be more challenging to retain positive results than to succeed with short-term development and implementation. This study aimed to describe and analyse the retention of co-workership. A qualitative case study based on interviews and observations was conducted at an elderly care unit that had attracted a lot of attention for its organizational development, largely due to co-workership. The present study focused on retention of the active co-workership that the former development had resulted in. Four main challenges were identified as central to co-workership retention. The paper contributes to the scientific community concerning retention of organizational development efforts, particularly by emphasizing the concept of co-workership retention, which is crucial for producing excellent operational performance over extended periods of time. [ABSTRACT FROM AUTHOR]

In 2011, it has been a centenary since the best-known book by Robert Michels titled Zur Soziologie des Parteiwesens in der Demokratie modernen. Untersuchungen über die oligarchischen Tendenzen des Gruppenlebens was first published. This work, together with the formulation "the iron law of oligarchy," is the most recognizable component of the scientific achievements of this German-Italian sociologist. In the second half of the twentieth century, Michels's thesis about the contradiction between the organization and democracy had a significant impact on the development of the sociology. "The iron law of oligarchy" inspired many scholars from the United States, Great Britain, France, Germany, and Italy, where to present day Political Parties is regarded as the classic work in the field of sociology of politics. Unfortunately in Polish humanities, Michels has been played quite marginal part. Up until today, there has been no Polish translation of Michels's main book. Nevertheless in Polish literature, there were a few publications dealing with Soziologie des Parteiwesens, which are worth mentioning. [ABSTRACT FROM AUTHOR]

Leadership is an important subject that has been studied more by many researchers for many years While the focus on positive leadership styles still dominates leadership research; an increasing number of studies have begun to investigate different forms of negative leadership behaviours. Revealing the effects of toxic leadership on organizational commitment is the primary focus of this paper. This study investigates the relationship between toxic leadership and organizational commitment from several foci-commitment to organization, commitment to supervisor, and commitment to co-workers-to develop a better understanding for negative aspects of leadership in banking industry. To do so, a survey is conducted on 277 employees of banking industry based on the assumption that that kind of work environment is convenient for toxic leaders to emerge. The findings provide empirical evidence regarding significant and negative associations between toxic leadership and all the foci of commitment. Moreover, the findings highlight that the impact of toxic leadership behaviours on commitment to supervisor is stronger than the associations of toxic leadership with other foci of commitment. [ABSTRACT FROM AUTHOR]

This study integrates theories from the leadership and team development literatures to resolve ambiguity regarding the relative benefits of empowering and directive leadership in teams by focusing on their influence on team development processes over time. Empirical results based on longitudinal performance data from 60 teams suggest that teams led by a directive leader initially outperform those led by an empowering leader. However, despite lower early performance, teams led by an empowering leader experience higher performance improvement over time because of higher levels of team learning, coordination, empowerment, and mental model development. Implications for current and future team leadership research are discussed. [ABSTRACT FROM AUTHOR]

We examine the unit-level relationship between employee voice and exit with multi- source data collected over two time periods in 136 restaurants. We find that three managerial characteristics that signal the ability and willingness to engage in change- management team change orientation, manager participation in decision making, and manager access to organizational resources-moderate the unit-level relationship between voice and exit: Employee voice is positively related to turnover when each of these factors is low and negatively related to turnover when each is high. Implications for research on voice, leadership, and turnover are discussed. [ABSTRACT FROM AUTHOR]

Riddle Me This: What Do Innovation Implementation, a Powerful CEO, Functional Diversity, Paradoxical Virtual Leadership, Coworker Mentoring, and Surface Acting Have in Common? Next is an article from the I GOM i Special Issue on "Teamwork and Teamwork Training Within Healthcare" (guest edited by Martina Buljac-Samardzic and Connie Dekker-Van Doorn), titled "Reaping the Rewards of Functional Diversity in Healthcare Teams: Why Team Processes Improve Performance" (pp. 440-474). In addition, they argue that depending on the level functional diversity in health care teams, two types of team processes - interpersonal conflict management and back up and helping - become more or less important in reducing role conflict and enhancing team performance. The results confirmed the authors' prediction that interpersonal conflict management would be an especially important team process for reducing role conflict and thereby increasing team performance for teams that are high in functional diversity. [Extracted from the article]

Combining longitudinal field research and executive experience, we propose that corporate longevity depends on matching cycles of autonomous and induced strategy processes to different forms of strategic dynamics, and that the role of alert strategic leadership is to appropriately balance the induced and autonomous processes throughout these cycles. We also propose that such strategic leadership is the means through which leadership style exerts its influence on corporate longevity. Our findings can be related to organizational research on structural inertia, learning and adaptation, as well as to formal theories of complex adaptive systems. They also contribute to resolving the seeming contradiction between a study of corporations that attributes exceptional long-term success to leadership style, and the more common proposition that strategy is the determinant of long-term performance. Copyright © 2007 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

How do members' and leaders' social network structures help or hinder team effectiveness? A meta-analysis of 37 studies of teams in natural contexts suggests that teams with densely configured interpersonal ties attain their goals better and are more committed to staying together; that is, team task performance and viability are both higher. Further, teams with leaders who are central in the teams' intragroup networks and teams that are central in their intergroup network tend to perform better. Time sequencing, member familiarity, and tie content moderate structure-performance connections. Results suggest stronger incorporation of social network concepts into theories about team effectiveness. [ABSTRACT FROM AUTHOR]

Total Quality Management (TQM) has been the object of extensive discussion within the popular literature and is increasingly of interest among management scholars. Recent scholarship has focused on the theoretical foundations of TQM, particularly what makes it work, why so many firms have had problems implementing it, and under what circumstances it may create a sustainable advantage for individual firms. This paper extends the work in theory development regarding TQM and offers an empirically testable theoretical model of its function The central claim of the paper is that embedded within TQM there are a set of moral values ("value dynamics") that must be developed and maintained if it is to work, and that seeing them as moral values has significant theoretical and practical implications That is, how TQM is understood and "enacted" (Weick 1979) by managers plays a significant role in determining its success. The discussion is linked to the ethics literature, normative implications of the model are explored, and directions for future research are outlined. [ABSTRACT FROM AUTHOR]

Purpose Previous research has emphasized how leadership style and collegial relationships can foster creativity in the workplace; in a related sense, understanding how support from leaders and coworkers affect the creativity process is critical too. Therefore, the purpose of this paper is to seek a deeper understanding of how leadership support and coworker support influence employee creativity.Design/methodology/approach A quantitative study was conducted among 299 employees working at eight organizations in a non-western country.Findings The results of this research revealed that both leadership support and coworker support exert positive influences on employee creativity, moderated by several additional variables. Specifically, employee engagement and tenure both strengthen the relationship of leadership support with employee creativity. Furthermore, individual creativity has a positive impact on job performance.Research limitations/implications These findings offer theoretical and practical implications, as well as directions for further researchOriginality/value This research examined the impacts of leadership support and coworker support on employee creative behavior and individual performance. To better understand the nature of these impacts, the authors introduced two moderators such as employee engagement and tenure. To the best of our knowledge, there are no empirical evidences regarding whether and how leadership support and coworker support interact with employee engagement and tenure to influence employee creative behavior and individual performance. [ABSTRACT FROM AUTHOR]

Previous researchers of impression management have focused on the tactics of supervisortargeted ingratiation, self-promotion, and exemplification, and neglected those targeting coworkers. Thus, we focused on the supplication tactics that employees use toward coworkers. Data were collected from 238 supervisor-subordinate dyads working at technology companies in Taiwan. Results showed that the higher the self-efficacy, the less likely employees were to use supplication tactics. This negative relationship was also stronger when leader-member exchange (LMX) quality was high. However, when employees used supplication tactics, high LMX did not buffer supervisors' negative assessment of their organizational citizenship behavior (OCB). Thus, employees' supplication tactics damaged supervisors' evaluation of their OCB. Theoretical and practical implications are discussed. [ABSTRACT FROM AUTHOR]

Machiavellians are manipulative and deceitful individuals willing to utilize any strategy or behavior needed to attain their goals. This study explores what occurs when Machiavellian employees have a Machiavellian leader with the same negative, manipulative disposition. We argue that Machiavellian employees have a negative worldview and are likely to trust their leaders less. This reduced trust likely results in these employees experiencing higher stress and engaging in more unethical behavior. In addition, we expect these negative relationships to be exacerbated when such followers experience Machiavellian leadership. Thus, we test a moderated mediation model assessing whether Machiavellianism affects employees and whether combining Machiavellian leaders and Machiavellian employees is toxic in the sense of exacerbating the negative impact of Machiavellianism on employee trust. Results do not support the proposed conditional indirect effect of trust for either stress or unethical behavior. Instead, we find a conditional direct effect of employee Machiavellianism on both trust and stress: When Machiavellian employees have Machiavellian leaders, their trust in their leader significantly decreases, and their level of stress significantly increases. We also find support for an unconditional indirect effect of trust for employee stress (but not for unethical work behaviors), Machiavellianism in employees relates to stress via lowered trust in the leader. For unethical behavior, we only find a main effect of employee Machiavellianism. [ABSTRACT FROM AUTHOR]

In a discussion of the concept of cross-level inference as it relates to organizational research, emphasis is placed on a description of basic issues and multilevel analytical approaches related to cross-level concerns. A focused review is provided of several substantive organizational research areas for which multilevel logic is relevant. It is suggested that in certain areas-organizational climate, leadership, job design, and organizational properties-multilevel conceptualizations provide a more expansive, integrative perspective of organizational phenomena. [ABSTRACT FROM AUTHOR]

Recent formal recognition of situational influences on the management of complex organizations has led to an increasing number of contingency models, but a comprehensive and integrative theoretical framework for contingency management has been lacking. A General Contingency Theory (GCT) of Management is introduced as an overall framework that integrates the diverse process, quantitative and behavioral approaches to management; incorporates the environment; and begins to bridge the gap between management theory and practice. [ABSTRACT FROM AUTHOR]

Leadership and conflict on male and female task teams of varying compositions are compared for groups constituted in the late 1960s/early 1970s and the mid-1980s. The data indicates substantial increase in the leadership activities of women in mixed sex situations, striking decrease in conflict on predominantly female teams, and impressive improvement in the ability of young men to work with women on analytical tasks. [ABSTRACT FROM AUTHOR]

The effects of sex and gender role on self- and group perceptions of leader emergence were examined. Though women were slightly more likely to emerge as leaders than men, gender role had a stronger effect on emergent leadership than sex. Specifically, androgynous and masculine subjects were the most likely to emerge as leaders. [ABSTRACT FROM AUTHOR]

In this article the author reports on research he conducted that examined managers' opinions on leadership and their perceptions of their bosses' opinions on leadership. The study also examined the relationship between leadership and need fulfillment, salary level and career progress. The findings suggest that managers tend to view their own opinions on leadership with greater complexity than they perceive in the opinions of their bosses. The author also notes that these findings should put to rest the hi-hi leadership paradigm that suggests that leaders should be high in initiating structure and consideration.

This article presents the dual leader concept as a workable alternative to the achievement-oriented vs. the affiliation-oriented manager in an effort to achieve maximum goal completion with high employee satisfaction. The problems of acceptance among managers of the concept and the effects upon employees are examined. [ABSTRACT FROM AUTHOR]

Conflict is a consistent and unavoidable issue within healthcare teams. Despite training of nurse leaders and managers around areas of conflict resolution, the problem of staff relations, stress, sickness and retention remain. Conflict arises from issues with interpersonal relationships, change and poor leadership. New members of staff entering an already established healthcare team should be supported and integrated, to encourage mutual role respect between all team members and establish positive working relationships, in order to maximise patient care. This paper explores the concept of conflict, the importance of addressing causes of conflict, effective management, and the relevance of positive approaches to conflict resolution. Good leadership, nurturing positive team dynamics and communication, encourages shared problem solving and acceptance of change. Furthermore mutual respect fosters a more positive working environment for those in healthcare teams. As conflict has direct implications for patients, positive resolution is essential, to promote safe and effective delivery of care, whilst encouraging therapeutic relationships between colleagues and managers. [ABSTRACT FROM AUTHOR]

Purpose The first part of this paper pointed out that theory and research on followership is less extensive and less well known than that on leadership. It then described a three factor model of leadership and suggested it could be applied to and was consistent with other work on followership. The second part of the paper presented empirical evidence supporting the three factor model of leadership and justifying its extension and application to the full range of team roles, including follower and co-worker roles, as well as leader roles. This part of the paper looks specifically at follower roles and followership. Research findings are used to develop and describe a three factor model of follower behaviour. The paper aims to discuss these issues.Design/methodology/approach A mixed group of managers, mainly from the UK public sector, completed a variety of self-assessment questionnaires, had 360 degree assessments completed on them, and provided information on their work role and situation. Research looked at the degree of correlation between variables and its statistical significance. This was used to assess the internal reliability and external validity of three factor measures of leader behaviours and team role behaviours. Information on contextual variables was used to measure leader and follower situations and develop leader-follower scales that were used to identify behaviours used by followers. In total, 360 degree assessments were also used to identify behaviours that are most and least valued when used by followers.Findings The findings presented in the second part of this paper provided empirical support for the three factor model of leadership and its extension to the full range of team roles. The findings presented in this part of the paper identify behaviours used by individuals in follower roles and behaviours valued when used by individuals in such roles. By combining these two sets of findings, it was possible to produce a three factor model of effective follower behaviour, with each metacategory consisting of five behaviour sets and each set made up of four specific behaviours.Research limitations/implications Effective organisations need effective followers and effective leaders. Moreover, the skills of the effective leader develop out of and build on those of the effective follower. Effective leaders and followers use essentially the same skills but use them in different situations, playing different roles. The research was carried out on a diverse sample of managers, drawn mainly from the UK public sector. However, it would be useful to extend the research to other populations.Practical implications The findings provide evidence-based descriptions of effective follower behaviours. These have practical implications for leaders and for followers, as well those involved in their training and development. They establish the content of developmental activities for effective followers and indicate how the training and development of followers underpins that of leaders.Social implications The findings challenge the widely held pre-occupation with leadership and the associated view that it is qualitatively different from and superior to leadership. In so doing, the three factor model of followership offers a challenge to the cult of leadership.Originality/value This is the first published research to present empirical evidence supporting the three factor model of followership. In the research process, scales were developed to assess leader and follower roles and used to identify behaviours used by followers. They were also used in further research identifying behaviours most and least valued when used by followers. The instruments and the associated research were original. [ABSTRACT FROM AUTHOR]

Shared awareness was studied in one novice and one expert basketball team during real games. Teams were considered dynamic social networks with team members as nodes and members’ awareness of other members during ongoing performance as relations. Networks, and changes to them across games, were analysed at different levels of organization using social network analysis to identify patterns of awareness within the teams. The results showed that one team member in each team often heeded, or was heeded by, his teammates, indicating his leadership role in coordinating the team. Also, expert team members had a low level of awareness of their teammates, which may be explained by implicit coordination processes. Finally, there was less variability in intra-team relations in the expert (vs. novice) team, which may be explained by the enhanced ability of the expert team to achieve and maintain an optimal level of awareness during the game. At a practical level, teams might be alerted during performance when their network of connections approaches connectedness thresholds that predict coordination breakdowns, affording online regulation of team processes. Future studies should explore the generalizability of these early findings using larger samples. [ABSTRACT FROM AUTHOR]

Conflict between coworkers on the production line can be expensive as well as time consuming for companies. The business problem investigated in the study is the inability of supervisors on the production line to resolve conflict in nonunion companies, which, consequently, may lead to a drop in organizational productivity. Behaviors impacting shop floor productivity and performance were detected through miniethnographic and descriptive case study qualitative research methods through research of the production line leadership in a global company that manufactures kitchen and fireplace accessories. Results obtained from themes demonstrated that the production supervisor had some leader-member exchange leader characteristics including modeling behavior, individualized support of team members, resolving conflict in an appropriate manner that respected company culture and the existence of inner as well as outer circle members. Recommendations for future research included calling for additional empirical studies exploring the relationship between gender, diversity, and leader-member exchange effectiveness. [ABSTRACT FROM AUTHOR]

Research purpose: The purpose of this study was to investigate the relationship between leadership empowerment behavior, psychological empowerment, work engagement and turnover intention. The study further investigated whether psychological empowerment mediates the relationship between leadership empowerment behavior and turnover intention and work engagement respectively. Research design, approach and method: A cross-sectional survey design was used with a convenience sample (N = 322). Confirmatory factor analysis was used to test whether the measures of the constructs were consistent with the understanding of the nature of the constructs and to test whether the data fitted the hypothesized measurement model. Structural Equation Modeling (SEM) was used to examine the structural relationships between the constructs. Measuring instruments: The Leader Empowering Behavior Questionnaire, Measuring Empowerment, Work Engagement and Turnover Intention scales were administered. Main findings: The results showed significant positive relationships between leadership empowerment behavior, psychological empowerment, work engagement and a negative correlation with turnover intention. Leadership empowerment behavior affected work engagement through psychological empowerment. Practical implications: It is recommended that leadership discussions, training programs and individual coaching about leadership empowering behavior takes place. [ABSTRACT FROM AUTHOR]

We propose a theoretical process model of the social construction of leadership that sheds light on the relationship between conscientiousness and leadership emergence. The socioanalytic theory of personality is invoked to hypothesize different mediational paths linking the two facets of conscientiousness, achievement striving and duty, with leadership emergence. We tested the theoretical model with data from 249 employees matched with data from 40 of their coworkers and 40 supervisors employed in a Fortune 500 organization. Results indicate that the relationship between achievement striving and leadership emergence is partially mediated by competitiveness, providing support for a getting-ahead path to leadership. In contrast, the relationship between duty and leadership emergence is, in part, carried forward by trust, helping role perceptions, and helping behavior, supporting a getting-along path to leadership. Consistent with the self versus other distinction theoretically posited with regard to the facets of conscientiousness, although helping behavior is a predictor of leadership emergence, achievement strivers help only when they perceive helping as being an in-role requirement, whereas dutiful individuals enlarge their helping role perceptions. [ABSTRACT FROM AUTHOR]