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Tracking the movement of top managers across firms, we document the importance of manager-specific fixed effects in explaining heterogeneity in firm exposures to systematic risk. In equilibrium, manager fixed effects on systematic risk are positively related with manager fixed effects on stock returns. These differences in systematic risk are partially explained by managers' corporate strategies, such as their preferences for internal growth and financial conservatism. The early career experiences of managers starting their first job in a recession also contribute to differential loadings on systematic risk. These effects are more pronounced when managers wield more influence, as in smaller firms and firms that do not have an independent board. Overall, our results suggest that managers play an important role in shaping a firm's systematic risk. This paper was accepted by Victoria Ivashina, finance. Funding: A. Schoar acknowledges financial support from the MIT Sloan School of Management. K. Yeung acknowledges financial support from City University of Hong Kong and the Cornell SC Johnson College of Business. L. Zuo acknowledges financial support from the Cornell SC Johnson College of Business and the University of Toronto Roger Martin Award for Emerging Leaders. Supplemental Material: Data and the online appendix are available at https://doi.org/10.1287/mnsc.2023.4710. [ABSTRACT FROM AUTHOR]

We examine whether textual attributes of founder‐led firms' regulatory filings reflect founder‐CEO characteristics and whether investors consider this relation when assessing firm value. We build on prior research that shows founders have unique personality attributes, particularly overoptimism. Our results suggest that 10‐K text for founder‐led firms is characterized by "excess" optimism relative to current and future realized earnings and relative to non‐founder‐led firms. The effect is mitigated for firms with large auditors, high litigation risk and high analyst following. Based on the stock price at the 10‐K release, investors do not appear to appropriately discount the tone, resulting in predictable negative returns during the year subsequent to the 10‐K release, particularly for the first 2 years after firms go public. Collectively, our findings contribute to the existing literature examining the effects of executives on firm disclosure by providing initial evidence about the conditions under which firms' scripted narrative disclosures reflect CEO characteristics. [ABSTRACT FROM AUTHOR]

Copyright of Desarrollo Gerencial is the property of Universidad Simon Bolivar (USB) and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The actors of the public administration, be it central or local, are part of the social life, but also of the individual one. From a sociological point of view, the analysis of public administration is the subject of a broader field of study called sociology of organizations. This branch of sociology, which has become increasingly popular in recent decades, deals with the analysis of public and private organizations, in all their forms of leadership, functioning and manifestation in social life. Moreover, the globalized society has become a world of organizations, an organizational universe, in which social tasks are performed by and by organizations, whether public or private (Otovescu, 2009). Trade organizations, educational organizations, cultural, military, medical, etc. are relevant from this perspective. Society appears in the form of a system of organizational structures, in which private and public organizations are distinguished, the latter having the role of ensuring the management of social life in the direction of obtaining what the ancients called "common good". In this article, which is intended as a theoretical, synthetic, we will reviews the most important sociological and psychosociological theories that consider the definition, structuring and management of organizations related to the public system. [ABSTRACT FROM AUTHOR]

Today, it is unanimoue accepted that the management style influences the productivity and efficiency of an organization. The specialized literature abounds in various approaches of the managerial style, this being classified according to criteria such as: the behavioral aspect, the human personality, the dynamic perspective that includes the behavioral and the attitudinal-motivational side. In a restriced sense, the managerial style includes only the communication action of the manager with the subordinates and in the broad sense, the term designates the variety of motivations, goals, processes used by the manager to exercise his activity but also his qualities, personal abilities or reciprocal relationships. that he establishes with subordinates. Regardless of the level at which it is located, the efficiency of the school organizations and the increase of their productivity is undoubtedly due to the manager's leadership style, a variety of values, personality traits, beliefs, professional qualities, emotional intelligence but also the specificity of the organization

Through the paper called Study to evaluate the employees’ attitude according to management styles practiced in services organizations, the importance of leadership styles in the managerial act is underlined. This evaluation study is based on direct research in the form of a random survey based on a questionnaire, the results being grouped according to selection criteria, according to the subjects' response. In the field of services, an optimal managerial system based on principles, merit, performance, abilities and flexibility in adapting management styles to different situations needs to be developed. Based on the theoretical concepts and their identification in practice, one can mention that each manager has a special importance in choosing management styles. because s/he has to respect principles such as competence, competition, equal opportunities, professionalism, motivation and transparency. In the course of the managerial activity in organizations offering services, managers must also be evaluated according to characteristics that express their resilience to stress, their attitudes and behaviors. These define the type of manager and management style that should be flexibly adapted to any new situation. The information analysis shows that the choice of a certain behavior by the managers is the result of the convergent action of several determinants and characteristics of the managerial styles, as well as of the subjective perception of the managerial styles by the subordinates. In order to achieve objectives, managers must have an optimal attitude and communication behavior within and outside the organization, and adhere to ethical principles and professional deontology. The study also identified some cases of dissatisfaction in the subjects, which could generate ideas for further research and recommendations to strengthen the usefulness of this research.

The implementation of economic values in public administration is becoming more evident which is consequently resulting in implementation of the so-called managerial style within the framework of higher education system. This style has certain benefits as well as drawbacks. In the first part of the paper the author, therefore, presents key reasons of the popularisation of economic values, along with their influence on the efficiency of performance of the entire higher education system. Considering the fact that modernisation of Croatian public administration relies on the implementation of the so-called ―3E‖ values, it is important to determine key effects of such implementation on the reform of public administration. Furthermore, the central part of the paper refers mainly to emphasising the necessity to reform the entire public administration sphere, as well as the necessity to implement both traditional and managerial values, which would adequately have a specific goal that the private sector, or better said, the values and techniques from the private sector be enforced in the public sector as well. These efforts are precisely what makes the public sector closer to the private one while trying to eliminate the differences between the two. In addition, some of the key changes in the system of higher education are mentioned in this part of the paper. The final part of the paper offers insight in ways that subjects in this particular system contribute to maintaining the primary goal, which is to adjust to European standards within the framework of higher education system. Also, this part of the paper presents conclusions on which the further growth and development of this particularly important part of public administration should be based. Being aware of the condition of the current Croatian public administration, it is becoming crucial that this complex area be researched and that the results of empirical research conducted so far be used for promoting readiness of higher education system to follow trends that are acceptable and applicable worldwide. [ABSTRACT FROM AUTHOR]

Today, it is unanimoue accepted that the management style influences the productivity and efficiency of an organization. The specialized literature abounds in various approaches of the managerial style, this being classified according to criteria such as: the behavioral aspect, the human personality, the dynamic perspective that includes the behavioral and the attitudinal-motivational side. In a restriced sense, the managerial style includes only the communication action of the manager with the subordinates and in the broad sense, the term designates the variety of motivations, goals, processes used by the manager to exercise his activity but also his qualities, personal abilities or reciprocal relationships. that he establishes with subordinates. Regardless of the level at which it is located, the efficiency of the school organizations and the increase of their productivity is undoubtedly due to the manager's leadership style, a variety of values, personality traits, beliefs, professional qualities, emotional intelligence but also the specificity of the organization. [ABSTRACT FROM AUTHOR]

The different attitudes and experience of people, in general, and of the managers in particular, their qualities and weaknesses can have an impact on the style in which they communicate. The communication style of an efficient manager must develop in close connection with his / her skills and qualities, but, at the same time, the manager has to take into account the organizational culture of the team he / she manages. To achieve the goals of any organization, communication is an essential requirement. The exercise of management, the functions of this process is mainly based on communication. Only through effective communication can we put into practice planning and programming, coordination and control, motivation, consultation and active participation of the members of the organization in achieving the proposed objectives. I conducted a research among county high school managers investigating and shaping the situation of educational reality in Teleorman County as regards the management and communication skills of the managers. [ABSTRACT FROM AUTHOR]

BACKGROUND: Evidence suggests that leadership behaviors and sense of coherence (SOC) influences subordinate health. However, this has not been investigated in any detail. OBJECTIVES: To study the association between leadership behaviors and SOC. It was hypothesized that both task and relation oriented leadership behaviors would be positively associated with SOC, whereas a laissez-faire leadership would be negatively associated with SOC. METHODS: This is a cross-sectional quantitative study of managers and subordinates in a large governmental organization. The study used two common and empirically tested leadership styles: task oriented leadership and relation oriented leadership. In a logistic regression analysis, the association between types of leadership behavior and SOC were analyzed while controlling for age, gender, income, type of employment and organizational tenure. RESULTS: Neither task oriented or relation oriented leadership behavior were significantly associated with SOC. CONCLUSIONS: The result indicates that the type of leadership behavior exercised is not directly associated with subordinate's SOC. In future studies the importance of subordinate leadership preferences should be acknowledged. More research is needed to reach an understanding as to the nature of and the potential of this mechanism. [ABSTRACT FROM AUTHOR]

Copyright of Paradigma is the property of Universidad Pedagogica Experimental Libertador and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Polish Journal of Management Studies is the property of Czestochowa University of Technology, Faculty of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Our study aims at identifying correlations between preferences and psycho-social choices of women entrepreneurs, more precisely the effect of these characteristics on a given managerial strategy. Based on the data obtained through the administration of two types of questionnaires, we analyzed the relations between social and psychological set of perceptions and managerial strategy. Social success and managerial performance are related with these perceptions and thus we can identify a significant conversion of mentalities determined by the governmental changes which took place in Eastern Europe after 1990. The data presented here are driven from the research conducted within the project ”Entrepreneurship and equality of chances. A inter-regional model of entrepreneurship training for women in western Romania”.

National culture and the organization’s management are interdependent systems of values, which generate human performances that can reach levels of excellence. But, in certain crises situations, generated and supported by turbulent economic frames, by the transition from one economic system to another, the cultures specific to the organizations’ management become vulnerable. In such conditions, when an economic system is chaotically dismantled, as it happened to the communist one, “an organized anarchy” appears, a system which is good for some individuals and interest groups that assimilates rapidly the deficiencies specific to a “marginal culture”.

The study comprises an inquiry into decision-making managerial styles and attitudes towards crisis and recession, by means of 219 structured interviews conducted with managers in 2009, 2015 and 2016. From the refl exive-pragmatic perspective of a cost-benefi t analysis, specifi c patterns emerge concerning autocratic and participative trends, gender and the private vs. public sector. The article streamlines the role of leadership in coping with crisis demands. It highlights strategies by which managers take delicate decisions and communicate them, perform emotional labor during downsizing and respond to deteriorating workplace standards. Results suggest that organizational managers draw more inspiration from artists, historical fi gures and movie characters, and are less inclined to acquire insight from sector-relevant entrepreneurs. As an indicator of globalization, international role models are, overall, considerably more mentioned than national ones. Valuable facets of managerial assignments include opportunities to exert agency through ownership and empowerment. Interviewees interpret their self-determination as a possibility to deliver a meaningful contribution, while enjoying work for its own sake. For high income, time-poor managers, both intensive and extensive time investments signal the downside of schedule fl exibility due to the acceleration and intensifi cation of work rhythms at atypical intervals, during the weekend or holiday overspills. Role overlapping and confl icts are discussed in connection to implications for managerial training, task assignment and organizational staffi ng. [ABSTRACT FROM AUTHOR]

The use of more or less positive language in corporate disclosures has been the subject of increased interest in the academic literature. We add to this stream of research by examining whether there is a manager-specific component in the tone of earnings-announcement related conference calls. We find that the tone of conference calls that is not explained by current performance, future performance, and strategic incentives has a significant manager-specific component. We also find that tone is significantly associated with manager-specific factors such as early career experiences and involvement in charitable organizations. Taken together, our findings indicate that, in addition to reflecting current and future performance, the tone of conference calls is significantly influenced by a manager-specific tendency to be optimistic or pessimistic. We also find some evidence of a manager-specific component to conference call returns, which is consistent with manager-specific optimism impacting investors' interpretation of disclosures made in conference calls. [ABSTRACT FROM AUTHOR]

Copyright of Revista Româna de Dreptul Muncii is the property of Wolters Kluwer Romania and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Abstract: Can data collectors be “pushed” into collecting high quality data or would being “pulled” be more effective? This paper finds that managers should be careful of the degree to which “push” factors, such as managerial pressure and technological input control, are relied upon. While they may be helpful for motivating those data collectors who are not intrinsically motivated, they are either not helpful or may discourage those data collectors who are intrinsically motivated. Instead, self-concordance may act as a longer-term, more stable approach to increasing the motivation of data collectors and thus increasing the quality of data that enter reliability systems. This study uses a sequential mixed-method approach involving interviews with 20 data collectors and a quantitative survey of 109 data collectors in a water utility. It examines the interactive effect of managerial pressure, technological input control and self-concordance on data collection performance. [Copyright &y& Elsevier]

The process of liberalization has forced Indian Organizations, to rethink of new ways of survival, and it is seen that most organizations are in transitory phase. In this transitory phase every organization has to think of ways to adopt themselves to the changing work forces scenario keeping in mind the competition and the means to nurture and retain excellent managers and their motivational styles in suitable organization. This is an empirical and scientific study. The purpose of this study is to analyses whether the age (New & Old) and type (Public & Private) of organization do influence managerial styles (parent, adult & child), motivational styles of managers (Coercive, Pace setter, Authoritarian, Affiliator & Democratic), various motivational behavior of organization and their interrelationship. This is a 2x2 factorial design of research. Where age and type of organization are independent variable and managerial styles, motivational dynamics & motivational analysis of organization behavior (MAOB) are dependent variable. The sample consists of 240 executives from four organizations, 60 from each such as old public sector, new public sector, old private sector and new private sector. The results show that there are significant differences between old and new organizations and between private and public sectors with regard to certain important dimensions of managerial and motivational styles. The findings were interpreted in the light of present Indian research as well as available Organizational Behaviour framework. [ABSTRACT FROM AUTHOR]

This study investigates the managerial career development of two Arab women, pioneer principals within the Arab education system in Israel. Using in-depth interviews relating to the characteristics of the different stages leading up to and within their careers as school principals (childhood and academic studies; the struggle to achieve the position; and the period in their position as principal), the study reveals the characteristics and evolution of their managerial style. The research findings indicate that these are two highly motivated women who dared to swim against the tide from an early age and achieved their positions, albeit with the support of their families, but not without serious battles. As the first women principals in their communities they continue to develop, while coping with the norms of Arab patriarchal society, where they need to prove that, despite their gender and the associated expectations, they are effective leaders. This necessitated their initial adoption of an authoritarian administrative style, which they eventually adapt into a more empathetic style. The study contributes to the study of female management styles by showing the evolution of the two women's management styles within the context of their traditional society, thereby questioning previous studies that see women's management styles as a static phenomenon. [ABSTRACT FROM AUTHOR]

Behind every online course, every assignment and academic home page lives an instructor whose online persona is an essential but generally unacknowledged part of the student experience. To construct his or her virtual identity, the teacher needs to consciously manipulate basic graphic design, define his or her level of institutional affiliation, model a desirable level of formality, determine the amount and type of virtual interaction with students, establish norms for civil behavior online and, finally, exhibit behaviors typical of a caring, involved instructor. This paper explores the importance of each of these activities while identifying resources outside of academic publishing, notably in graphic arts, web design and marketing, to assist in articulating an appropriate online persona. [ABSTRACT FROM AUTHOR]