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Permanent URI for this collectionhttps://hdl.handle.net/20.500.14288/3

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Department: search.filters.department.Department of PsychologySubject: search.filters.subject.Business

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    The relationship of downward mobbing with leadership style and organizational attitudes
    (Springer, 2013) N/A; Department of Psychology; Department of Psychology; Ertüreten, Ayşe Gül; Cemalcılar, Zeynep; Aycan, Zeynep; Master Student; Faculty Member; Faculty Member; Department of Psychology; Graduate School of Social Sciences and Humanities; College of Social Sciences and Humanities; College of Social Sciences and Humanities; N/A; 40374; 5798
    The present study investigates (1) the relationship of different leadership styles (transactional, transformational, authoritarian, paternalistic) with mobbing behaviors of superiors (i.e., downward mobbing) and (2) organizational attitudes (job satisfaction, organizational commitment, turnover intention) of mobbing victims. Data were collected from 251 white-collar employees. Path analysis findings showed that transformational and transactional leadership decreased the likelihood of mobbing, whereas authoritarian leadership increased it. Paternalistic leadership was mildly and negatively associated with mobbing. Regarding the consequences of mobbing for employees' organizational attitudes, the same analyses suggested that higher perceptions of downward mobbing was significantly associated with lower job satisfaction, lower affective commitment, higher continuous commitment, and higher turnover intention.
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    Key success factors and indigenous management practices in SMEs in emerging economies
    (Elsevier Science Inc, 2008) Tung, Rosalie L.; Department of Psychology; Aycan, Zeynep; Faculty Member; Department of Psychology; College of Social Sciences and Humanities; 5798
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    Convergence and divergence of paternalistic leadership: a cross-cultural investigation of prototypes
    (Palgrave Macmillan, 2013) Schyns, Birgit; Sun, Jian-Min; Felfe, Joerg; Saher, Noreen; Department of Psychology; Aycan, Zeynep; Faculty Member; Department of Psychology; College of Social Sciences and Humanities; 5798
    Paternalistic leaders provide care, nurturance, and guidance to employees in their professional and personal lives in a parental manner, and, in exchange, expect loyalty and deference from employees. This study aims at investigating how the paternalistic leadership (PL) prototype converges and diverges with prototypes of transformational, authoritarian, participative, and nurturant-task leadership (NTL) in six countries representing high power distance and collectivism (China, Turkey, and Pakistan) and low power distance and individualism (the United States, Germany, and the Netherlands). A total of 1272 employees from six countries participated in this study. Findings revealed that the PL prototype converged more strongly with authoritarian leadership and NTL in hierarchical and collectivistic cultures than in egalitarian and individualistic ones. The relationship of the PL prototype with that of transformational and participative leadership was similar across cultures. Theoretical and managerial implications of these findings for international business are discussed.
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    Cultural tendencies in negotiation: a comparison of Finland, India, Mexico, Turkey, and The United States
    (Elsevier, 2006) Metcalf, Lynn E.; Bird, Allan; Shankarmahesh, Mahesh; Larimo, Jorma; Valdelamar, Didimo Dewar; Department of Psychology; Aycan, Zeynep; Faculty Member; Department of Psychology; College of Social Sciences and Humanities; 5798
    In this era of increased global cooperation, a growing number of negotiators conduct business in multiple countries and, therefore, need access to a systematic comparison of negotiating tendencies across a wide range of countries. Empirical work systematically comparing variations across a range of cultures is scarce. A comparative analysis of negotiating tendencies in five countries is presented. This study establishes the utility of the [Salacuse, J. (1998) Ten ways that culture affects negotiating style: Some survey results. Negotiation Journal, 14(3): 221-235] framework in identifying country differences across five countries, representing five cultural clusters. Significant differences in negotiation orientations both between and within cultures were revealed at a level of complexity not found in previous empirical studies. (c) 2006 Elsevier Inc All fights reserved.
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    Why the bride wears white: grounding gender with brightness
    (John Wiley & Sons Ltd, 2014) Palma, Tomas A.; Department of Psychology; Semin, Gün Refik; Researcher; Department of Psychology; College of Social Sciences and Humanities; N/A
    Two studies examine the grounding of gender by the alignment of the female male with the bipolar dimension of light dark (most likely due to sexual dimorphism in skin pigmentation). We hypothesized and showed that in a speeded classification task male names are processed faster when they are presented in a black typeface (Exp. 1) or a dark color (Exp. 2) than when they are presented in white or a light color, with the opposite pattern for female names. The applied relevance of these findings is investigated in study 3 where lightness and darkness of consumables are revealed to drive gender specific preferences for foods and drinks, with the lighter consumables being female and darker ones being male preferences. Study 4 shows that gender preferences for consumer goods are uniformly driven by whether the good is in black or white, the former being male and the latter being female preference. The implications of these findings are discussed for theory formation in relation to the grounding of abstract concepts and in terms of how to design targeted marketing of products.