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Synthesizing theories of transformational leadership and self-determination, this research investigated whether transformational leaders (a) promote the autonomous motivation of their subordinates and whether (b) it results in higher autonomous motivation when subordinates hold high collectivistic values. Multilevel data were obtained from work samples in China and Canada. The results showed a positive relation between managers’ transformational leadership and subordinates’ autonomous motivation cross-culturally. Although higher collectivistic values were related to higher autonomous motivation, collectivist values did not significantly moderate the motivational effect of transformational leadership.

Self-determination theory proposes a multidimensional conceptualization of motivation comprising autonomous and controlled forms. Whereas autonomous motivation relates positively to individuals’ optimal functioning (e.g., well-being, performance), controlled motivation is less beneficial. To be able to use self-determination theory in the field of organizational behaviour, the Multidimensional Work Motivation Scale was developed and tested using data from 3435 workers in seven languages and nine countries. Factorial analyses indicated that the 19-item scale has the same factor structure across the seven languages. Convergent and discriminant validity tests across the countries also indicate that the psychological needs for autonomy, competence, and relatedness as well as the theoretically derived antecedents to work motivation (e.g., leadership and job design) are predictably related to the different forms of motivation, which in turn are predictably related to important work outcomes (e.g., well-being, commitment, performance, and turnover intentions). Implications for the development of organizational research based on self-determination theory are discussed.

Drawing from implicit leadership theories we advance servant leadership theory by examining moderating mechanisms that explain under what conditions servant leader behaviours impact followers in organizations. Specifically, we focused on the moderating role of subordinates’ motivational orientations—prosocial values or impression management motives—in relationships between servant leadership behaviours and job satisfaction, as well as subordinate organizational citizenship behaviours (OCBs). Using time-lagged data collected from 192 supervisor-subordinate dyads, we found that servant leadership was positively associated with employees’ job satisfaction, but not significantly related to their performance of OCBs. We also found evidence that subordinates’ motives moderate the relationships between servant leadership and outcomes. Specifically, employees high on impression management experienced lower levels of job satisfaction than their lower scoring counterparts. Our findings suggest that servant leadership may not be equally beneficial for all followers. We discuss implications for theory and practice.

Stress caused by climates of fear in the workplace is sapping employee decision-making and causing conflict in the workplace. While hard to quantify, it is easy to understand why intelligent and engaged employees are the ideal: there are fewer mistakes and higher productivity. The primary metric used to frame the reasons for motivation is Maslow's Hierarchy of Needs. It is also vitally important to understand the power balance between employees and employers. By the very nature of employment, employers have less need for a particular employee unlike the employee who cannot afford to be unemployed.

This article examines the clash between stakeholder- and shareholder-based business systems resulting from an increase in foreign portfolio investment in the Japanese economy during the 1990s. An analysis of 1,108 firms between 1991 and 2000 shows that as foreign institutional investors, who were more interested in investment returns than in long-term relationships, replaced domestic shareholders, one fundamental pillar of Japan's stakeholder capitalism began to crack. Japanese firms began to adopt downsizing and asset divestiture, practices more characteristic of Anglo-American shareholder economies. The influence of foreigners, however, was weaker in firms more deeply embedded in the local system through close ties to domestic financial institutions and corporate groups. Thus, foreign investors were influential primarily in firms less embedded in the existing stakeholder system. This research contributes to debates on globalization and convergence of business systems, institutional change, and corporate governance systems.

This study examines a comprehensive model comprising of various relationships between transformational and transactional leadership, knowledge management (KM) process, and organizational performance. Data are collected from human resource managers and general managers working in 119 service firms. Exploratory factor analysis and hierarchical regression analysis are used to analyze the proposed hypotheses. The results indicate that transformational leadership has strong and positive effects on KM process and organizational performance after controlling for the effects of transactional leadership. Further, KM process partially mediates the relationship between transformational leadership and organizational performance after controlling for the effects of transactional leadership. Implications and directions for future research are also discussed.

Organizations striving to improve cycle time concentrate on developing long-term relationship with suppliers. In order to support organizational efforts, this study develops a conceptual model that explores the relationships among leadership behaviors, relational commitment and trust, information exchange, and cycle time. Although the supply chain management literature mentions leadership behavior in the context of supply chain, there are no studies that examine the impact of leadership behaviors on cycle time. This study proposes that transformational and transactional leadership behaviors of buyers increase the flow of information to suppliers directly as well as indirectly through relational commitment and trust, and these relationships also influence cycle time. However, it also proposes that the impact of transformational leadership behaviors on relational commitment and trust and information exchange is stronger than the impact of transactional leadership behaviors. Additionally, both uncertain environment and supplier base have potential to play moderation roles in the relationship between transformational leadership and relational commitment and trust and between transformational leadership and information exchange.

In this paper, we report our experiences as part of an international dialogue group within a U.S. family therapy training program. We describe the dialogue group and share the outcomes of our work together, including our understandings of how global relations, social positions, and personal/cultural characteristics influence our interactions within local contexts. We discuss how participation increased our international awareness and competence, offering two illustrations of how the group helped participants consider family therapy practice and research from a global perspective. Finally, we share the subjective experiences of student group members from the Southern United States, India, Turkey, and South Africa as testimony to the value of cross-national dialogue and to making space for affirming the unique journeys of international learners.

To better understand and serve Asian-Americans, it is imperative for the family science related fields to take a leadership role in providing in-depth insight into Asian-American families. In this article we report a descriptive analysis of articles published in prominent family-based journals over a 14-year period (1992–2006) relative to their attention to Asian-American families. This study examines the types of research conducted and the knowledge that has been generated about Asian-American families. It also provides a framework for considering future culturally centered research with this population.

In this paper, we contribute to an agenda of developing culturally informed practices, centering specifically on working with Asian Indian and Asian Indian American families. We report the results of a modified Delphi study in which we asked advanced members of the counseling field who are of Asian Indian origin to share their insight relative to family therapy with those who identify as Asian Indian or Asian Indian American in the U.S. Panelists offered a multitude of recommendations, including the importance of: careful assessment that acknowledges within group similarities and differences; attention to extended family ties and intergenerational dynamics; understanding issues of immigration, acculturation, and discrimination; and development of treatment approaches that are congruent with Asian Indian cultural values, beliefs, and practices.