Browsing by Author "Ogunfowora, Babatunde"
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- ItemOpen AccessLeadership and the Stereotype Content Model: Examining Gender and Ethnicity(2021-09) Lee, Clara; Bourdage, Joshua; Ellard, John; Ogunfowora, Babatunde; Alonso, Natalya; Lyons, BrentThe current dissertation incorporated the stereotype content model in examining perceptions of leadership among different intersections of gender and race/ethnicity. To do so, we first measured warmth and competence stereotypes of different leaders in male and female sex-typed industries, as well as a variety of intersections of gender and race/ethnicity, in Study 1 (384 MTurk participants). A cluster analysis was conducted, which yielded four clusters of groups: low warmth, high competence; mid-warmth, low competence; mid-warmth, mid-high competence; and high warmth, low-mid competence. It was found that leaders in female sex-typed industries were stereotyped as being mostly warm, and leaders in male sex-typed industries were stereotyped as being mostly competent. We also compared perceptions of leadership effectiveness between social categories from each of the four clusters in Studies 2 (500 MTurk participants) and 3 (397 student participants). These social categories were White men, White women, Arab men, and Arab women. Surprisingly, it was found that the White male leader was not rated as the most effective leader in both studies and instead, the Arab female leader was rated as the most effective leader in Study 3. In addition, we found that perceptions of warmth and competence mediated these relationships. Reasons for these findings are explored, such as the outside context, as well as cognitive mechanisms such as subtyping, double standards of competence, and expectancy-violations. Lastly, we examined whether impression management tactics (self-promotion and ingratiation tactics specifically) would increase perceptions of competence and warmth, and consequently leadership potential, in Studies 4 (321 MTurk participants) and 5 (360 student participants). It was found that self-promotion tactics in an interview setting led to increases in competence perceptions, which then led to greater perceptions of leadership potential. Although ingratiation increased warmth perceptions, it did not always lead to improvements in leadership potential ratings. Therefore, we suggest that self-promotion techniques are a viable method of improving leadership perceptions in an interview and reasons for why such firm conclusions cannot be drawn for ingratiation techniques are explored. Lastly, we discuss future directions for this research and other practical implications.
- ItemOpen AccessPersonalized and Socialized Need for Power: Scale Construction and Validation(2018-01-24) Lee, Naomi; Bourdage, Joshua; Lee, Kibeom; Ogunfowora, Babatunde; Hamilton, LeahThis present study developed psychometrically sound measures of personalized need for Power (nPower) and socialized nPower, and examined the nomological network around these two constructs, by determining the antecedents and consequences of these two sides of nPower. High scores on personalized nPower indicate a high desire to influence others for self-serving means. Conversely, high scores on socialized nPower indicate a high desire to influence others for prosocial, other-serving means. Study 1 focused on item generation and content validation with SMEs. Study 2 focused on refining the final 18-item measure and testing the hypothesized factor structure among a sample of 206 full-time employees spanning various organizations and industries. Overall, the present research suggests that personalized and socialized nPower have factor structures consistent with theory, generates reliable data, is a valid measure, and both nPowers correlate meaningfully with a number of traits (e.g., Honesty Humility) as well as outcomes (i.e., Impression Management).
- ItemOpen AccessSupervisor Unforgiveness in the Workplace: A Risk Protection Framework(2017) Stackhouse, Madelynn Raissa Dawn; Falkenberg, Loren; Ogunfowora, Babatunde; Mourali, Mehdi; Weinhardt, Justin; Griep, Yannick; Bobocel, RamonaAlthough there is growing interest in forgiveness in the workplace as a positive outcome for repairing workplace relationships, little is known about unforgiveness in response to workplace transgressions. This dissertation explores the conditions in which unforgiveness may be a functional response to a transgression. An exploratory qualitative study of supervisor narratives of subordinate transgressions systematically analyzed the nature of workplace unforgiveness, how it differs from forgiveness, and its functional value within the context of supervisor-subordinate relationships (Study 1). While forgiven narratives tended to minimize the offender’s role in the offense, unforgiven narratives tended to emphasize the negative consequences of the offense and portray the offense as diagnostic of moral flaws in the offender’s character. Additionally, in line with a risk protection view of unforgiveness, unforgiven narratives emphasized more rigorous behavioral safeguards to prevent the incident from reoccurring (e.g., changing policies, choosing not to assign future consequential tasks to the transgressor) compared to forgiven narratives. A quantitative critical incident study (Study 2) demonstrates that stronger supervisor unforgiveness post-transgression predicts greater use of task-based and relational exclusion as safeguards. This study further demonstrates that the positive links between supervisor unforgiveness and both types of exclusion safeguards are mediated by self-protection motives. Finally, an experimental study (Study 3) demonstrates that supervisors who express unforgiveness of a subordinate’s offense are viewed as more effective and less passive by third party observers compared to supervisors that forgive. The study also shows that supervisors who express unforgiveness engender reduced team member intentions to turnover from the team and improved team member satisfaction. Study 3 further demonstrates that these effects are mediated by the “doormat effect” – that is, compared to forgiving supervisors, unforgiving supervisors are less likely to be viewed as individuals who let others take advantage of them. Results are discussed in terms of the implications for future studies of workplace forgiveness and unforgiveness and the practical benefits of supervisor unforgiveness under certain circumstances.
- ItemOpen AccessThe consequences of ethical leadership: comparisons with transformational leadership and abusive supervision(2009) Ogunfowora, Babatunde; Lee, KibeomThe present group-level research evaluated the unique contributions of Brown, Trevino, and Harrison's (2005) ethical leadership construct to the leadership literature. The effects of ethical leadership on employee counterproductive work behaviours, organizational citizenship behaviours, organizational commitment, and satisfaction with leader were examined. To establish construct distinctiveness, the effects of ethical leadership were evaluated relative to two ethically-oriented leadership constructs, namely transformational leadership (Bass, 1985) and abusive supervision (Tepper, 2000). Research participants (N = 297) were employees of five not-for-profit organizations working in 58 teams. The results of common factor analysis revealed a large factor defined by ethical and transformational leadership items, and a second smaller factor with abusive supervision items. Ethical leadership also correlated rather strongly (r = .88) with transformational leadership in the total sample. Hierarchical linear modeling (HLM) analyses showed that ethical leadership positively predicted leader satisfaction, organizational citizenship behaviours, and affective organizational commitment at the group level. When compared to transformational leadership and abusive supervision, however, ethical leadership explained little to no unique variance in the outcome variables. Altogether, the present research provides different sources of evidence that suggest that ethical leadership and its effects overlap considerably with transformational leadership. Some theoretical implications of the research findings are discussed.