The role of justice perceptions in formal and informal university technology transfer.

We extend organizational justice theory by investigating the justice perceptions of academic entrepreneurs regarding interactions with their universities. We assess how these justice perceptions influence the propensity of academic entrepreneurs to engage in different forms of commercialization, as well as the moderating role of entrepreneurial identity and prosocial motivation. We test our predictions using data from 1,329 academic entrepreneurs at 25 major U.S. research universities. Our results indicate that organizational justice is positively associated with intentions to engage in formal (i.e., sanctioned) technology transfer, and negatively associated with intentions to engage in informal (unsanctioned and noncompliant) technology transfer, which we characterize as a form of organizational deviance. Our findings also show that entrepreneurial identity and prosocial motivation (i.e., a focus on oneself vs. others) amplify and attenuate, respectively, the relationship between justice perceptions and technology transfer intentions. Finally, although intentions to engage in formal technology transfer predict subsequent behavior, intentions to engage in informal technology transfer do not. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

Leader narcissism and follower outcomes: The counterbalancing effect of leader humility.

[Correction Notice: An Erratum for this article was reported in Vol 100(4) of Journal of Applied Psychology (see record 2015-29666-001). The last name of the second author was misspelled in the Online First version of the article. All versions of this article have been corrected.] In response to recent calls to theorize and examine how multiple leader characteristics may work together in their effects, the current research examines how leader narcissism and humility interact to predict perceived leader effectiveness and follower (i.e., direct-report) job engagement and performance. Although an examination of leaders who are narcissistic yet humble may seem oxymoronic and even paradoxical, researchers have suggested that seemingly contradictory personal attributes may exist simultaneously and may actually work together to produce positive outcomes. Results from survey data from followers and leaders working for a large health insurance organization showed that the interaction of leader narcissism and leader humility is associated with perceptions of leader effectiveness, follower job engagement, and subjective and objective follower job performance. Together, these results suggest that narcissistic leaders can have positive effects on followers when their narcissism is tempered by humility.

A meta-analysis of shared leadership and team effectiveness.

A growing number of studies have examined the "sharedness" of leadership processes in teams (i.e., shared leadership, collective leadership, and distributed leadership). We meta-analytically cumulated 42 independent samples of shared leadership and examined its relationship to team effectiveness. Our findings reveal an overall positive relationship (ρ = .34). But perhaps more important, what is actually shared among members appears to matter with regard to team effectiveness. That is, shared traditional forms of leadership (e.g., initiating structure and consideration) show a lower relationship (ρ = .18) than either shared new-genre leadership (e.g., charismatic and transformational leadership; ρ = .34) or cumulative, overall shared leadership (ρ = .35). In addition, shared leadership tends to be more strongly related to team attitudinal outcomes and behavioral processes and emergent team states, compared with team performance. Moreover, the effects of shared leadership are stronger when the work of team members is more complex. Our findings further suggest that the referent used in measuring shared leadership does not influence its relationship with team effectiveness and that compared with vertical leadership, shared leadership shows unique effects in relation to team performance. In total, our study not only cumulates extant research on shared leadership but also provides directions for future research to move forward in the study of plural forms of leadership.

The psychological and neurological bases of leader self-complexity and effects on adaptive decision-making.

Complex contexts and environments require leaders to be highly adaptive and to adjust their behavioral responses to meet diverse role demands. Such adaptability may be contingent upon leaders having requisite complexity to facilitate effectiveness across a range of roles. However, there exists little empirical understanding of the etiology or basis of leader complexity. To this end, we conceptualized a model of leader self-complexity that is inclusive of both the mind (the complexity of leaders' self-concepts) and the brain (the neuroscientific basis for complex leadership). We derived psychometric and neurologically based measures, the latter based on quantitative electroencephalogram (qEEG) profiles of leader self-complexity, and tested their separate effects on the adaptive decision-making of 103 military leaders. Results demonstrated that both measures accounted for unique variance in external ratings of adaptive decision-making. We discuss how these findings provide a deeper understanding of the latent and dynamic mechanisms that underpin leaders' self-complexity and their adaptability.

Being a responsible leader.

People who administer organizations of various types, including medical practices, are finding it increasingly necessary to demonstrate leadership. The challenge is to understand the meaning of effective leadership and to have guiding principles with regard to its implementation. It is argued here that responsibility represents a key guiding theme that doctors and practice managers can use to chart their day-to-day actions as leaders. Responsibility implies accountability to a broad array of groups and individuals who increasingly expect that leaders act in a manner that is aligned with their interests. This new era of leader accountability raises the question, to whom and what are organizational leaders responsible? In an attempt to answer this question, The author elaborates a broad perspective of responsible leadership and address both internal and external stakeholders to which a leader is responsible. Recommendations and principles are provided for how to balance the needs and interests of various stakeholders when leading one's practice. The article ends with a consideration of important caveats with regard to responsible leadership.

How leaders cultivate social capital and nurture employee vigor: implications for job performance.

This study examined how leader relational behaviors (i.e., relational leadership) cultivate bonding social capital among organizational members and the way bonding social capital augments feelings of vigor at work. In addition, the authors examined how vigor enhances employee job performance. Using a sample of 209 participants in Israeli community centers, the results of structural equation modeling indicate a 2-stage mediation model in which leader relational behaviors are positively related to bonding social capital; this, in turn, results in feelings of vigor, which are positively associated with manager ratings of employee job performance.

Homogenized Fourier transform holographic data storage using phase spatial light modulators and methods for recovery of data from the phase image.

We present a method for homogenizing the Fourier spectrum for holographic digital data storage by use of a phase spatial light modulator (SLM), and methods for the recovery of data from a phase image are implemented and discussed. Binary digital data are displayed on a phase SLM operating in 0 and pi phase modes to optimally remove the intense dc peak so as to obtain a homogenized Fourier spectrum. Methods based on holographic interferometry have been developed and employed for recovery of the original amplitude data page from the phase-data page. A new edge-detection-based method also has been demonstrated and analyzed for reconstruction of the original data. Experimental results are presented to confirm the feasibility of these novel techniques.

Model of noise-grating selectivity in volume holographic recording materials by use of Monte Carlo simulations.

A model describing the angular selectivity of noise gratings in volume holographic recording materials is presented. The noise grating is treated as an ensemble of superimposed, statistically distributed planar gratings. Rigorous coupled-wave analysis is used to treat reconstruction with various polarization states. The model accounts for material properties such as thickness change, absorption, and the angular distribution of scattered light within the recording medium. Results show good agreement with noise gratings that are experimentally formed in a thick cationic ring-opening photopolymer material.

The role of individualism and the Five-Factor Model in the prediction of performance in a leaderless group discussion.

Personality has seen a resurgence in the work performance literature. The Five-Factor Model (FFM) represents a set of personality factors that has received the most attention in recent years. Despite its popularity, the FFM may not be sufficiently comprehensive to account for relevant variation across performance dimensions or tasks. Accordingly, the present study also considers how individualism may predict additional variance in performance beyond the FFM. The study involved 152 undergraduate students who experienced a leaderless group discussion (LGD) exercise. Results showed that while the FFM accounted for variance in students' LGD performance, individualism (independence) accounted for additional, unique variance. Furthermore, analyses of the group compositions revealed curvilinear relationships between the relative amount of extraversion, conscientiousness, and individualism in relation to group-level performance.