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The emergence of "moral leadership," discussed here as a situation wherein individuals take a moral stance on an issue, convince others to do the same, and together spur change in a moral system, abounds in practice. Existing ethical and moral leadership theories, however, have remained confined to micro-level behavioral research. Therefore, in this paper, we develop a process theory of the socially situated emergence of moral leadership and its development into a broader movement affecting moral systems within and across formal organizations. We theorize the pathways through which moral leadership emerges; the triggers that bring about moral awareness and the moral courage to offer an alternative moral stance toward an issue, and leaders' ability to deftly connect followers and their moral convictions into a broader movement, such that a moral system changes from within. With our process theory, we bridge between micro and macro levels of analysis, and highlight the crucial ability of leaders to be both principled and pragmatically savvy, and thus capable of bridging between their own moral convictions and those of others in order to develop a common and mutually binding ground toward change. [ABSTRACT FROM AUTHOR]

In this study we examined gender differences in the influence of professional tenure on 3 work attitudes: career salience, organizational commitment, and job involvement. In total, 220 men and 125 women working in high-level jobs in a large multinational organization completed a written questionnaire. Using hierarchical regression analyses, and controlling for differences between men and women in age, the presence of children, and number of working hours, we found no significant gender differences in the 3 work attitudes. The results further show that although career salience, job involvement, and organizational commitment increase with age, these work attitudes decrease with professional tenure. In terms of organizational commitment, the negative influence of professional tenure was significantly stronger for women than for men. Finally, the implications for future studies and for organizational practice are discussed. KEY WORDS: gender; professional tenure; work attitudes.

Purpose -- The purpose of this paper is to explore how career identity informs employees' willingness to engage in organizational change initiatives. Design/methodology/approach -- The paper draws on the findings of a qualitative case study exploring the experiences of 29 employees involved in a planned "bottom-up" organizational change initiative. At the time of the study, all interviewees were employed in a Dutch non-profit organization. Findings -- Drawing on protean career theory and the literature on other-oriented work values, we show that career identity informs both how employees make sense of the respective organizational change and their willingness to engage in it. The authors found that proactive career behavior and a focus on other-oriented work values inform higher levels of employees' engagement in the change, while passive career behavior and self-centered work values inform employees' lower levels of involvement in the change initiative. Based on the findings, the authors conclude this paper with a conceptual model which captures the cyclical relationship between career identity and employees' willingness to engage in organizational change initiatives. Research limitations/implications -- Future research should consider both the individual characteristics of employees involved in change initiatives and content or contextual factors when exploring willingness to engage with change. Practical implications -- Organizational change consultants and managers need to be aware of the influence of career identity on employees' willingness to engage in organizational change and use this information during the implementation of change initiatives. Originality/value -- The paper explores employees' willingness to engage with organizational change initiatives through the lens of career identity. Paper type Research paper [ABSTRACT FROM AUTHOR]

Purpose -- This paper examines the effects of the development of employees' career competencies (knowing-why, knowing-how, and knowing-whom) on the employing organization and assesses the role of career satisfaction in this relationship. The purpose of this paper is to contribute to research on the consequences of employees' boundaryless careers. Design/methodology/approach -- The study involves a two-wave quantitative investigation of alumni of a large public university in the Netherlands. Findings -- The results suggest that by investing in the development of their career competencies, employees contribute to organizational culture, capabilities, and connections. However, these contributions depend on employees' level of perceived career satisfaction. If employees are satisfied with their careers, they contribute more to their organizations. Research limitations/implications -- Further longitudinal research, strengthened by an additional, third wave of data collection, is needed to replicate the present findings. Practical implications -- The study highlights the importance of employees' career development for organizations. Originality/value -- This study is the first empirical investigation of the link between the development of employees' career competencies and employees' contributions to their employers and one of a few studies that examines career satisfaction as a moderating variable. [ABSTRACT FROM AUTHOR]

With changing retirement ages and an aging workforce, interest is growing on the potential contribution of relevant bundles of HR practices in eliciting well-being and performance among aging workers. Drawing on theories on lifespan development and self-regulation, we distinguished two bundles of HR practices: development HR practices that help individual workers reach higher levels of functioning (e.g. training), and maintenance HR practices that help individual workers maintain their current levels of functioning in the face of new challenges (e.g. performance appraisal). Further, based on lifespan theories, we expected and found that the association between development HR practices and well-being (i.e. job satisfaction, organisational commitment and organisational fairness) weakens, and that the associations between maintenance HR practices and well-being, and between development HR practices and employee performance, strengthen with age. In addition, a third bundle of 'job enrichment' HR practices emerged that elicited higher job performance among aging workers. [ABSTRACT FROM AUTHOR]

ABSTRACT In this era of rapid changes both within and outside business organisations, the search is on for effective managers to deal with uncertainty, unusual events and growing diversity in people, products, structures and processes. The question remains as to what exactly effective managerial behaviour is and how it is related to both personal and organisational success. Prior research has shown that discrepancies between self-reported managerial behaviour and perceptions of other people in the work situation (superiors, peers and subordinates) are related to effectiveness; comparisons of self--other reports of ineffective managers show more discrepancies. The organisation in this study had noticed a tot of miscommunication and prejudice between managers of different hierarchical levels and was looking for some answers. What kind of managerial activities do managers of different levels show, how important are these activities and how do self-reports match with perceptions of each other? Results show that they do differ in some self-reported activities; i.e. top managers considered most activities more important and devoted slightly more time to these activities than middle managers. Both groups of managers also seem to underestimate each other and/or overestimate themselves for some activities. The groups each thought that the other spent less time on important activities (developing ideas, planning and decision making), and more time on unimportant activities than they themselves did. The results suggest that some form of action needs to be taken to reduce this self--other mismatch. [ABSTRACT FROM AUTHOR]