Search

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.

In light of the growing interconnectedness of societies and individuals around the world, the probability of conflict has escalated considerably (Kim & Leung, 2000). To deal with conflict, people may employ various conflict management strategies. Five conflict strategies along the dimensions of concern for self and concern for others have been identified in the literature (i.e., forcing, avoiding, compromising, problem-solving, and yielding; Blake & Mouton, 1964; Pruitt & Rubin, 1986). People’s decision to use a particular strategy is culturally determined (Ting-Toomey, 1988, 2005; Ting-Toomey & Kurogi, 1998). Probably the most studied cultural dimension in this respect is collectivism versus individualism (i.e., the extent to which a focus is given on the self versus the group). Despite the exhaustive literature on the effects of collectivism and individualism on conflict management strategies (Oetzel & Ting-Toomey, 2003; Ting-Toomey, 2005), there is a debate on whether individuals in collectivistic or individualistic countries always behave in the predicted way (Sargut, 1994; Smith & Bond, 2019). Accordingly, some scholars suggest culture to be addressed at the individual rather than the country level (Singelis et al., 1995). To illuminate this issue, the current study investigates culture both at the country and the individual levels. Moreover, we take into account the role of another cultural dimension, namely power distance (i.e., the extent to which a focus is given on hierarchy), along with the individualism/collectivim dimension (see, Triandis & Gelfand, 1998) for a better understanding of the role of culture on conflict management strategies. To date, several studies have been conducted on the effects of vertical and horizontal individualism and collectivism on conflict management strategies that show that vertical individualism is related to forcing, horizontal individualism has a relationship with compromising and problem-solving, and vertical and horizontal collectivism produce similar results on conflict management strategies, that is they are both related to compromising, problem-solving, and yielding. Yet, the underlying mechanisms that drive these effects are largely uninvestigated. So, the current study will examine the underlying mechanisms that explain the influence of culture on conflict management strategies. Specifically, the Face Negotiation Theory (FNT; Ting-Toomey, 1998; Ting-Toomey and Kurogi, 1998) postulates that face concerns (i.e., self-face, other-face, and mutual-face concerns) mediate the relationship between culture and conflict management strategies (Oetzel et al., 2001; Ting-Toomey and Kurogi, 1998). There is considerable research on the effects of collectivism and individualism on face concerns (Oetzel et al., 2001; Oetzel & Ting-Toomey, 2003), yet the effect of individualism and collectivism along the dimension of power distance (i.e., vertical versus horizontal individualism and collectivism) on face concerns has not been investigated to date. Moreover, the FNT focuses on the mediating role of face concerns only (e.g., symbolic and relational concerns). Nevertheless, people, when in conflict, frequently have instrumental concerns, which refer to one’s willingness to maximize their material profit and gain access to resources (Roloff, 1992; Rogan & Hammer, 2002; Wilson & Putnam, 1990). To the best of our knowledge, there is no prior research having investigated the effect of culture on people’s instrumental concerns. So, this study aims to investigate the mediation role of both instrumental and face concerns to explain the influence of culture on conflict management strategies. Finally, since conflict management is an emotionally laden phenomenon, we aim to explore the mediating role of emotion in the aforementioned relationships. To date, most empirical studies on the relationship between emotion and conflict management were conducted using Western samples from predominantly White, middle-class backgrounds. The extent to which their findings can be generalized to different cultures remains questionable. This study will particularly focus on self-directed and socially engaging emotions (i.e., compassion) and other-directed and socially disengaging emotions (i.e., anger). Based on prior research, these emotions seem to be the most commonly experienced discrete emotions arising in conflict (Allred et al., 1997; Van Kleef et al., 2006). Furthermore, these two emotions have been found to elicit different conflict management strategies (Liu, 2009; Van Kleef et al., 2008). To address these questions, we will conduct a time-lagged cross-cultural study. We will recruit participants from four different countries (i.e., Greece, Iran, the Netherlands, and the United States) which are characterized by different cultural values (Hofstede et al., 2010).

In the current meta-analysis, we test the nomological network of antecedents and outcomes of career exploration proposed by the social-cognitive model of career self-management (Lent & Brown, 2013; Lent et al., 2016)

Leaders with Dark Triad traits (Machiavellianism, psychopathy, and narcissism) are notorious for their display of destructive behavior in interacting with their subordinates. It may be argued that organizations have the obligation to protect the organization as a whole as well as the people in it from the damaging effects that these leaders have. The authors posit that the human resource management teams may be best suited to accomplish that goal. In this chapter, the authors outline a theoretical model explaining how practices of the human relations department may affect the relationship between leaders’ Dark Triad traits and destructive leadership. The authors address the function of recruitment and promotion, career development and training, disciplinary actions, performance appraisal and feedback systems, and a complaints system. The chapter aims to provide guidance into what human resources professionals can do to protect their organization’s most valuable asset (its employees) from destructive tendencies by Dark Triad leaders.

Supplemental Material, sj-pdf-1-dem-10.1177_14713012221083392 for From dementia mindsets to emotions and behaviors: Predicting person-centered care in care professionals by Lena K Kunz, Susanne Scheibe, Barbara Wisse, Kathrin Boerner and Claudia Zemlin in Dementia

Among the many factors that can affect teams' creative and innovative performance, leadership may be the most powerful. In this chapter, we review the literature on leadership and team innovation, distinguishing between task-focused and person-focused leadership styles and behaviors. We discuss three roles of leadership in the innovation process: as a predictor of team innovation, as a moderator of the effects of other variables on team innovation, and as a transition catalyst in moving from creativity to implementation. Having reviewed the literature in this manner, we discuss methodological and theoretical trends and gaps in the literature, and identify some important avenues for future research.