Teamwork, Leadership and Gender in Organizations

Abstract

[ ]team members tend to elaborate more work-related information when teams are more learning-orientated Analysis of a sample of 75 CEO succession events in an emerging economy, the author shows that new CEO outsiderness, without managerial discretion context influences, has no direct effect on post-succession performance [ ]market complexity, but not munificence, provides CEOs with more discretion in the Turkish context, thus strengthening the positive relationship between CEO origin and firm performance Analysis of data from a sample of 356 Gen Y employees (born between 1980–2000) from IT industry in Delhi (NCR, India) reveals that organizational learning has a direct influence on affective commitment of Gen Y employees while competency development mediates the relationship between them [ ]strategic leadership positively moderates the link between organizational learning and competency development In the paper, “Authentic Leadership Outcomes in Detail Orientated Occupations: Commitment, Role-Stress and Intentions to Leave”, the authors Kalay, Brender-Ilan and Kantor employ the Certified Public Accounting (CPA) as a context to examine if CPA managers exhibiting an authentic leadership style are capable of strengthening the commitment of their subordinates and, at the same time, reducing role-stress and intentions to leave