SYMPOSIUM AND PAPER PRESENTATIONS AT THE 2018 ACADEMY OF MANAGEMENT
Psychological Foundations for Positive Work Relationships
Session Type: Symposium
Program Session: 1107 | Submission: 11032 | Sponsor(s): (OB, CAR, MOC)
Scheduled: Monday, Aug 13 2018 11:30AM - 1:00PM at Sheraton Grand Chicago in Columbus A
Positive work relationships are an important condition for individual well-being and engagement in organizations. They are a central conduit for the improvement of lives, in and out of organizations. This symposium examines the conditions that enable positive work relationships to develop and thrive in organizations. Each paper in this symposium will examine a specific psychological process and present findings from empirical research. The first paper, by Ryan Gottfredson and colleagues, examines the role of mindsets and attributions in the development of trust and positive leader-follower relationships. The second paper, by Sharon Hong and Jeffrey Yip, assess the role of self-disclosure in leader-follower relationships, as well the impact of the leader’s gender on how self-disclosure is received by followers. The third paper by Kathryn Doiron, Christina Putrov, Sharon Hong, and Somi Aggarwal examines the psychological processes of appreciation in work relationships. The final paper, by Jelena Zikic and Kyle Ehrhardt examines the role of uncertainty reduction in building high quality mentoring relationships. The symposium will conclude with remarks from Wendy Murphy who will comment across all four papers and discuss the practical implications of this research for organizations.
Session Type: Symposium
Program Session: 1107 | Submission: 11032 | Sponsor(s): (OB, CAR, MOC)
Scheduled: Monday, Aug 13 2018 11:30AM - 1:00PM at Sheraton Grand Chicago in Columbus A
Positive work relationships are an important condition for individual well-being and engagement in organizations. They are a central conduit for the improvement of lives, in and out of organizations. This symposium examines the conditions that enable positive work relationships to develop and thrive in organizations. Each paper in this symposium will examine a specific psychological process and present findings from empirical research. The first paper, by Ryan Gottfredson and colleagues, examines the role of mindsets and attributions in the development of trust and positive leader-follower relationships. The second paper, by Sharon Hong and Jeffrey Yip, assess the role of self-disclosure in leader-follower relationships, as well the impact of the leader’s gender on how self-disclosure is received by followers. The third paper by Kathryn Doiron, Christina Putrov, Sharon Hong, and Somi Aggarwal examines the psychological processes of appreciation in work relationships. The final paper, by Jelena Zikic and Kyle Ehrhardt examines the role of uncertainty reduction in building high quality mentoring relationships. The symposium will conclude with remarks from Wendy Murphy who will comment across all four papers and discuss the practical implications of this research for organizations.
| Positive Work Relationships.pdf |
Charting Your Own Course: Exploring How Values Drive Career Decision-Making
Session Type: Symposium
Program Session: 1827 | Submission: 12206 | Sponsor(s): (OB)
Scheduled: Tuesday, Aug 14 2018 11:30AM - 1:00PM at Sheraton Grand Chicago in Edgewater
There is a common understanding that personal values play a part in career decision-making. Each of the papers in this symposium investigates the role that values play in different stages of career development. The first paper, by Kathryn Doiron, Ague Mae Manongsong, Wenhao Wang, Briana Pisauro, Kristine Powers, and Pooja Sathyanarayanan, investigates the use of two values-based interventions on the early career exploration of graduate students. The second paper, by Jeffrey Yip, Haoxiong Li, Ellen Ensher, and Susan Murphy, validates a scale for a new typology of career decision-making styles. The third paper, by Christopher Chen, Kathryn Doiron, Elizabeth Kolokowsky, and Brandon Sorenson, asks participants to recall a critical career- decision making incident and reflect on how values and related factors impacted the decision that was made. The final paper, by Molly Maymar, Shelby Kan, and Jake Gittleson, presents findings from a new performance management initiative at Accenture, where personal values and aspirations are used to judge performance. The symposium will conclude with comments by Dr. Douglas. T. Hall, from Boston University, who will use his expertise in careers research to comment across all four papers and facilitate questions from the audience.
Session Type: Symposium
Program Session: 1827 | Submission: 12206 | Sponsor(s): (OB)
Scheduled: Tuesday, Aug 14 2018 11:30AM - 1:00PM at Sheraton Grand Chicago in Edgewater
There is a common understanding that personal values play a part in career decision-making. Each of the papers in this symposium investigates the role that values play in different stages of career development. The first paper, by Kathryn Doiron, Ague Mae Manongsong, Wenhao Wang, Briana Pisauro, Kristine Powers, and Pooja Sathyanarayanan, investigates the use of two values-based interventions on the early career exploration of graduate students. The second paper, by Jeffrey Yip, Haoxiong Li, Ellen Ensher, and Susan Murphy, validates a scale for a new typology of career decision-making styles. The third paper, by Christopher Chen, Kathryn Doiron, Elizabeth Kolokowsky, and Brandon Sorenson, asks participants to recall a critical career- decision making incident and reflect on how values and related factors impacted the decision that was made. The final paper, by Molly Maymar, Shelby Kan, and Jake Gittleson, presents findings from a new performance management initiative at Accenture, where personal values and aspirations are used to judge performance. The symposium will conclude with comments by Dr. Douglas. T. Hall, from Boston University, who will use his expertise in careers research to comment across all four papers and facilitate questions from the audience.
| career_decision_making.pdf |
Metaphors in Leadership Theory: A Critical Review with Implications for Theory Building
Author: Vienne Wing-yan Lau, Claremont Graduate U.
Author: Jeffrey Yip, Claremont Graduate U.
Scheduled: Sunday, Aug 12 2018 2:15PM - 3:45PM at Swissôtel Chicago in Montreux 3
Leadership research continues to grow at an increasing pace. Yet, conceptual ambiguities exist and theories of leadership remain fragmented. This paper provides a conceptual framework to situate and critically examine theories of leadership, underlying assumptions, theoretical contributions, and limitations. Building on conceptual metaphor theory, the authors employ the use of metaphor analysis to unpack implicit assumptions and limitations that underlie different theories of leadership. More specifically, they examine how conceptual metaphors enable and constrain theory development in leadership research. The authors develop a taxonomy of four leadership metaphors – the metaphors of leadership as resource, leadership as game, leadership as relationship, and leadership as belief. These metaphors vary along two dimensions – the dimensions of agency (as the source of leadership) and objectivity (as the property of leadership). The authors discuss how these two dimensions account for differences and relationships between existing theories. The paper concludes with recommendations for introducing new metaphors, using multiple metaphors in theory development, and the conscious use of metaphors to advance leadership theory and practice.
Author: Vienne Wing-yan Lau, Claremont Graduate U.
Author: Jeffrey Yip, Claremont Graduate U.
Scheduled: Sunday, Aug 12 2018 2:15PM - 3:45PM at Swissôtel Chicago in Montreux 3
Leadership research continues to grow at an increasing pace. Yet, conceptual ambiguities exist and theories of leadership remain fragmented. This paper provides a conceptual framework to situate and critically examine theories of leadership, underlying assumptions, theoretical contributions, and limitations. Building on conceptual metaphor theory, the authors employ the use of metaphor analysis to unpack implicit assumptions and limitations that underlie different theories of leadership. More specifically, they examine how conceptual metaphors enable and constrain theory development in leadership research. The authors develop a taxonomy of four leadership metaphors – the metaphors of leadership as resource, leadership as game, leadership as relationship, and leadership as belief. These metaphors vary along two dimensions – the dimensions of agency (as the source of leadership) and objectivity (as the property of leadership). The authors discuss how these two dimensions account for differences and relationships between existing theories. The paper concludes with recommendations for introducing new metaphors, using multiple metaphors in theory development, and the conscious use of metaphors to advance leadership theory and practice.
