Terri Scandura - Academia.edu (original) (raw)

Papers by Terri Scandura

Journal of Business Research , 2023

The literature on the bright side of leadership has established that leaders differentiate among ... more The literature on the bright side of leadership has established that leaders differentiate among their followers. This paper examines a negative leadership style, authoritarian leadership (AL) and, based on group value and engagement models, proposes that AL differentiation softens the negative effects of mean AL on team cohesion, which in turn influences team and individual performance. Based on social comparison and justice theories, we also test the opposite effects of AL differentiation on these outcomes as a competing hypothesis. The results (multi-source cross-level data from 381 employees of 63 teams) support our main hypothesis but not the competing hypothesis. When team leaders exhibited authoritarian behaviors to all members (low differentiation), team cohesion decreased drastically, which reduced individual (in-role, extra-role, but not innovative performance) and team performance. In the high differentiation condition, the negative effects of mean AL via team cohesion on in-role and extra-role performance and team performance were alleviated.

Supplemental material, Supplementary_File_1 for The Effect of Psychological Ownership on Corporat... more Supplemental material, Supplementary_File_1 for The Effect of Psychological Ownership on Corporate Entrepreneurship: Comparisons Between Family and Nonfamily Top Management Team Members by Kyootai Lee, Marianna Makri and Terri Scandura in Family Business Review

Engineering Management Research, 2012

Management Teaching Review, 2016

Journal of Business Research

Family Business Review

Does family membership differentiate family and nonfamily top management team (TMT) members’ owne... more Does family membership differentiate family and nonfamily top management team (TMT) members’ ownership-based motivations to pursue corporate entrepreneurship? We adopt the concept of psychological ownership to answer this question. Based on a sample of 192 TMT members from 90 Korean companies, this study found that family and nonfamily TMT members do not differ in the levels of psychological ownership of the organization or that of the job, nor do the two groups differ in the emphasis they place on corporate entrepreneurship. Family involvement and nepotism mitigate this relationship, but only for nonfamily TMT members. These results help reconcile discrepant findings for family versus nonfamily TMT members’ agency and stewardship behaviors.

Journal of Leadership & Organizational Studies

There is a growing amount of research integrating leadership and positive organizational behavior... more There is a growing amount of research integrating leadership and positive organizational behavior literatures in order to understand the processes through which leadership contributes to performance. One such mechanism through which leaders influence performance is psychological capital (PsyCap). Particularly, paternalistic leadership, which is a leadership style that combines discipline, authority, and power with fatherly benevolence, may be a critical antecedent to the development of followers’ PsyCap. Yet no studies to date have investigated how paternalistic leaders affect followers’ PsyCap, which, in turn, influences their task and innovative performance. To this end, based on a sample of 409 Turkish employees and their 72 leaders, the current study investigates the effects of three dimensions of paternalistic leadership (i.e., benevolent, authoritarian, and authoritative) on followers’ leader-rated task and innovative performance. While there were no significant mediation effe...

Journal of Organizational Change Management

Purpose The purpose of this paper is to investigate how and why different forms of organizational... more Purpose The purpose of this paper is to investigate how and why different forms of organizational change have different levels of organizational intensity, which in turn differentiate its impact on commitment to organizational change (COC). Its purpose is to also identify how procedural justice can reduce change-related stress and buffer the strain inducing effects of job demands. Design/methodology/approach The authors tested the hypotheses using data collected from two sources in Korea. First, the authors conducted a survey in several organizations to identify employees’ attitudes and stress during organizational change. Second, the author surveyed MBA students to evaluate the degree of organizational change intensity (severity) across the types of change. Findings There is a hierarchy of the severity of organizational change and the most severe forms of change are the ones that impact employees’ job security and organizational identity. The influence of job demands (represented a...

Academy of Management Proceedings

Leadership & Organization Development Journal, 2016

Purpose The authors examine the relationship between leader-member exchange (LMX) and the selecti... more Purpose The authors examine the relationship between leader-member exchange (LMX) and the selection of upward influence tactics. The purpose of this paper is to integrate research on perceptions of justice, LMX, and influence tactics in order to empirically test an integrative model. Design/methodology/approach Questionnaires were administered to n=407 employed Masters of Business Administration students at a private Southeastern University in the USA. Structural equation modeling was used to test the statistical significance of paths specified in the models. Findings Results indicate that perceptions of organizational justice have indirect effects on upward influence tactics reported. LMX had mediating effects on the relationship between interactional justice and the use of rational and coalition tactics. Research limitations/implications The data are cross-sectional and were collected using self-reports, which limits the conclusions that can be drawn. The findings however, suggest...

Leadership & Organization Development Journal, 2016

Purpose – The workforce is becoming increasingly diverse and yet leadership research has lagged b... more Purpose – The workforce is becoming increasingly diverse and yet leadership research has lagged behind this trend. In particular, theory links leader-member exchange (LMX) to the development of racially diverse leaders (e.g. Scandura and Lankau, 1996). Yet, there remains a need for empirical evaluation of this premise. The paper aims to discuss these issues. Design/methodology/approach – In this paper, results of two studies of the effects of leader-member diversity on the LMX dimensions of professional respect, affect, loyalty, and contributions were examined. In the first study, supervisor-subordinate dyads in an applied work setting were examined, while in the second study a laboratory study was used. Findings – Results in Study 1 indicated that cross-race and minority dyads reported different LMX attributes of professional respect, affect, loyalty and contributions compared with dyads where both members were of the racial majority. In Study 2, racial compositions of dyads was no...

Management Faculty Articles and Papers, 2004

Managerial Finance, 1996

ABSTRACT Promotions are an important aspect of the careers in managerial accounting. Review of th... more ABSTRACT Promotions are an important aspect of the careers in managerial accounting. Review of the literature on promotions reveals that the decision-making process is open to bias due to characteristics of ratees and raters, as well as possible political influences. Such flawed decision making may be due in part to the inherent ambiguity in rating performance of managers. Rough set rules are developed from an decision-making example in which performance data is used in the decision to promote managers. Implications of incorporating these rules into expert systems used for promotions decisions are presented.

Http Dx Doi Org 10 1080 01900699608525100, Jun 26, 2007

Journal of Business Research , 2023

The literature on the bright side of leadership has established that leaders differentiate among ... more The literature on the bright side of leadership has established that leaders differentiate among their followers. This paper examines a negative leadership style, authoritarian leadership (AL) and, based on group value and engagement models, proposes that AL differentiation softens the negative effects of mean AL on team cohesion, which in turn influences team and individual performance. Based on social comparison and justice theories, we also test the opposite effects of AL differentiation on these outcomes as a competing hypothesis. The results (multi-source cross-level data from 381 employees of 63 teams) support our main hypothesis but not the competing hypothesis. When team leaders exhibited authoritarian behaviors to all members (low differentiation), team cohesion decreased drastically, which reduced individual (in-role, extra-role, but not innovative performance) and team performance. In the high differentiation condition, the negative effects of mean AL via team cohesion on in-role and extra-role performance and team performance were alleviated.

Supplemental material, Supplementary_File_1 for The Effect of Psychological Ownership on Corporat... more Supplemental material, Supplementary_File_1 for The Effect of Psychological Ownership on Corporate Entrepreneurship: Comparisons Between Family and Nonfamily Top Management Team Members by Kyootai Lee, Marianna Makri and Terri Scandura in Family Business Review

Engineering Management Research, 2012

Management Teaching Review, 2016

Journal of Business Research

Family Business Review

Does family membership differentiate family and nonfamily top management team (TMT) members’ owne... more Does family membership differentiate family and nonfamily top management team (TMT) members’ ownership-based motivations to pursue corporate entrepreneurship? We adopt the concept of psychological ownership to answer this question. Based on a sample of 192 TMT members from 90 Korean companies, this study found that family and nonfamily TMT members do not differ in the levels of psychological ownership of the organization or that of the job, nor do the two groups differ in the emphasis they place on corporate entrepreneurship. Family involvement and nepotism mitigate this relationship, but only for nonfamily TMT members. These results help reconcile discrepant findings for family versus nonfamily TMT members’ agency and stewardship behaviors.

Journal of Leadership & Organizational Studies

There is a growing amount of research integrating leadership and positive organizational behavior... more There is a growing amount of research integrating leadership and positive organizational behavior literatures in order to understand the processes through which leadership contributes to performance. One such mechanism through which leaders influence performance is psychological capital (PsyCap). Particularly, paternalistic leadership, which is a leadership style that combines discipline, authority, and power with fatherly benevolence, may be a critical antecedent to the development of followers’ PsyCap. Yet no studies to date have investigated how paternalistic leaders affect followers’ PsyCap, which, in turn, influences their task and innovative performance. To this end, based on a sample of 409 Turkish employees and their 72 leaders, the current study investigates the effects of three dimensions of paternalistic leadership (i.e., benevolent, authoritarian, and authoritative) on followers’ leader-rated task and innovative performance. While there were no significant mediation effe...

Journal of Organizational Change Management

Purpose The purpose of this paper is to investigate how and why different forms of organizational... more Purpose The purpose of this paper is to investigate how and why different forms of organizational change have different levels of organizational intensity, which in turn differentiate its impact on commitment to organizational change (COC). Its purpose is to also identify how procedural justice can reduce change-related stress and buffer the strain inducing effects of job demands. Design/methodology/approach The authors tested the hypotheses using data collected from two sources in Korea. First, the authors conducted a survey in several organizations to identify employees’ attitudes and stress during organizational change. Second, the author surveyed MBA students to evaluate the degree of organizational change intensity (severity) across the types of change. Findings There is a hierarchy of the severity of organizational change and the most severe forms of change are the ones that impact employees’ job security and organizational identity. The influence of job demands (represented a...

Academy of Management Proceedings

Leadership & Organization Development Journal, 2016

Purpose The authors examine the relationship between leader-member exchange (LMX) and the selecti... more Purpose The authors examine the relationship between leader-member exchange (LMX) and the selection of upward influence tactics. The purpose of this paper is to integrate research on perceptions of justice, LMX, and influence tactics in order to empirically test an integrative model. Design/methodology/approach Questionnaires were administered to n=407 employed Masters of Business Administration students at a private Southeastern University in the USA. Structural equation modeling was used to test the statistical significance of paths specified in the models. Findings Results indicate that perceptions of organizational justice have indirect effects on upward influence tactics reported. LMX had mediating effects on the relationship between interactional justice and the use of rational and coalition tactics. Research limitations/implications The data are cross-sectional and were collected using self-reports, which limits the conclusions that can be drawn. The findings however, suggest...

Leadership & Organization Development Journal, 2016

Purpose – The workforce is becoming increasingly diverse and yet leadership research has lagged b... more Purpose – The workforce is becoming increasingly diverse and yet leadership research has lagged behind this trend. In particular, theory links leader-member exchange (LMX) to the development of racially diverse leaders (e.g. Scandura and Lankau, 1996). Yet, there remains a need for empirical evaluation of this premise. The paper aims to discuss these issues. Design/methodology/approach – In this paper, results of two studies of the effects of leader-member diversity on the LMX dimensions of professional respect, affect, loyalty, and contributions were examined. In the first study, supervisor-subordinate dyads in an applied work setting were examined, while in the second study a laboratory study was used. Findings – Results in Study 1 indicated that cross-race and minority dyads reported different LMX attributes of professional respect, affect, loyalty and contributions compared with dyads where both members were of the racial majority. In Study 2, racial compositions of dyads was no...

Management Faculty Articles and Papers, 2004

Managerial Finance, 1996

ABSTRACT Promotions are an important aspect of the careers in managerial accounting. Review of th... more ABSTRACT Promotions are an important aspect of the careers in managerial accounting. Review of the literature on promotions reveals that the decision-making process is open to bias due to characteristics of ratees and raters, as well as possible political influences. Such flawed decision making may be due in part to the inherent ambiguity in rating performance of managers. Rough set rules are developed from an decision-making example in which performance data is used in the decision to promote managers. Implications of incorporating these rules into expert systems used for promotions decisions are presented.

Http Dx Doi Org 10 1080 01900699608525100, Jun 26, 2007