Purpose – The purpose of this paper is to examine the interrelated influences of managers' emotional intelligence, leadership styles and employee outcomes. In particular, this study aims to explore the potential mediating effects of managers' transformational leadership style on the...

Purpose – Does leadership style affect absenteeism in a company? The purpose of this paper is to contrast the effects of two leadership styles – transformational and passive avoidant – on absenteeism, both legitimate and illegitimate, as mediated by job satisfaction....

This article reports the results of a survey which compared Saudi and expatriate managers on organisational commitment, job satisfaction and work values. Saudi and expatriate managers were found to be similar in their commitment to their organisations and in their work values; but some...

Findings of a study conducted among the headquarters staff of a major Council in Perth, Western Australia are examined. It was found that women were less satisfied than men with their jobs. Women also appeared to believe that female‐dominated jobs were the first to be reduced during times of...

Research was conducted in Western Australian Government‐funded Child Care Centres; and results suggest that the global level of job satisfaction of the directors was high; however no background variable was significantly related to job satisfaction. Intrinsic motivators were perceived to...

Aims at differentiating organizational climate from other related concepts of job satisfaction, corporate culture and leadership style. Concludes that while these latter concepts were related to the concept of organizational climate, they were not synonymous. Addresses several theoretical and...

Many organizations devote considerable time and effort to improving job satisfaction, hoping for improved performance. To the extent that happiness and satisfaction are a result of one′s heredity and past experiences, management clearly has a very limited role in effecting change. To the...

Presents a study of correlates of divergent vision within, and sensitivity to internal issues by, top management teams across an eight‐country sample of 2,514 top managers. The outcome reveals their importance as well as remarkable similarities. Findings relate, among others, to organizational...

In the last ten years there has been some focus of attention on the pressures faced by chief executive officers and the consequences of failure to survive in a hard‐driving and highly competitive business world and international climate. Presents the results of a survey of 118 chief executives...

Presents a model conceptualizing the role of emotional dissonance in organizational behavior. Emotional dissonance is a form of person‐role conflict originating from the conflict between expressed and experienced emotions. Viewed within a contingency framework, the effect of emotional...