The goal of this paper is to review the concept of Charismatic Leadership in virtual teams within the self- determination framework and develop a model to explain how charismatic leadership caused self-determined behaviors. Since virtual context is reasonable for self-determined behavior, it is assumed that, charismatic leadership in virtual teams promotes autonomous motivation in followers and finally leads self-determined behavior by way of satisfying follower need for autonomy, need for competence and need for relatedness. The objective of this paper is to widening the understanding of charismatic leadership in a different context (i.e. in virtual teams) with the supplement of best validated theory of motivation. The implication of this paper provides theoretical explanation of effects of charismatic leadership from the perspective of Self Determination Theory (SDT) which will be a novel interpretation to both these theories. Additionally this investigation raises understanding of motivational effects of charismatic leadership in the virtual context.
{"title":"Self Determination Theory to Explain Charismatic Leadership in Virtual Teams: Proposing an Integrated Model","authors":"Professor (Dr.) U.L.T.P. Gunasekare","doi":"10.5430/IJBA.V7N3P132","DOIUrl":"https://doi.org/10.5430/IJBA.V7N3P132","url":null,"abstract":"The goal of this paper is to review the concept of Charismatic Leadership in virtual teams within the self- determination framework and develop a model to explain how charismatic leadership caused self-determined behaviors. Since virtual context is reasonable for self-determined behavior, it is assumed that, charismatic leadership in virtual teams promotes autonomous motivation in followers and finally leads self-determined behavior by way of satisfying follower need for autonomy, need for competence and need for relatedness. The objective of this paper is to widening the understanding of charismatic leadership in a different context (i.e. in virtual teams) with the supplement of best validated theory of motivation. The implication of this paper provides theoretical explanation of effects of charismatic leadership from the perspective of Self Determination Theory (SDT) which will be a novel interpretation to both these theories. Additionally this investigation raises understanding of motivational effects of charismatic leadership in the virtual context.","PeriodicalId":297165,"journal":{"name":"LRN: Diversity Studies (Topic)","volume":"12 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2016-05-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127485429","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
K. Dunstan, Trish Keeper, T. Truong, Tony van Zijl
Our study examines the relationship between board gender diversity and firm value and, in particular, whether the value relevance of female directors is affected by the level of growth options relative to assets-in-place. Using a sample of 865 firm-years covered by 125 firms listed on the New Zealand Exchange during the period 1998-2007, we found that board gender diversity is value enhancing when applying linear modelling. This relationship is strongest for firms with high levels of growth options. We also explore the possibility that the relationship between board gender diversity and firm value is non-linear. This analysis supports the existence of a concave non-linear relationship with the turning point being the appointment of one female director. This suggests that in New Zealand the benefit gained from board gender diversity can be captured with the appointment of one female director. Given the current overseas regulatory developments promoting the appointment of female directors on boards, our findings suggest that there is a value optimising number of women on boards.
{"title":"The Value Relevance of Board Gender Diversity for NZX Listed Firms and Its Association with Growth Options","authors":"K. Dunstan, Trish Keeper, T. Truong, Tony van Zijl","doi":"10.2139/ssrn.2028720","DOIUrl":"https://doi.org/10.2139/ssrn.2028720","url":null,"abstract":"Our study examines the relationship between board gender diversity and firm value and, in particular, whether the value relevance of female directors is affected by the level of growth options relative to assets-in-place. Using a sample of 865 firm-years covered by 125 firms listed on the New Zealand Exchange during the period 1998-2007, we found that board gender diversity is value enhancing when applying linear modelling. This relationship is strongest for firms with high levels of growth options. We also explore the possibility that the relationship between board gender diversity and firm value is non-linear. This analysis supports the existence of a concave non-linear relationship with the turning point being the appointment of one female director. This suggests that in New Zealand the benefit gained from board gender diversity can be captured with the appointment of one female director. Given the current overseas regulatory developments promoting the appointment of female directors on boards, our findings suggest that there is a value optimising number of women on boards.","PeriodicalId":297165,"journal":{"name":"LRN: Diversity Studies (Topic)","volume":"17 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129703806","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Using data on Executive Compensation from Standard and Poor's ExecuComp, this paper explores the gender gap in top executive jobs and the effect of women CEOs, Chairs, and Directors on the pay of other women executives. The results show a narrowing of the uncorrected gender pay gap from the mid-1990s. Women top executives earn between 8% to 25% less than male executives after controlling for differences in company size, occupational title, and industry. The magnitude of the gender pay gap is statistically related to the gender of the Chief Executive and Corporate Board Chair. Women CEO and Board Chairs bring more top women and at higher pay than is found in non-women-led firms. Specifically, female executives in women-led firms earn between 10-20% more than comparable executive women in male-led firms and are between 3-18% more likely to be among the highest five paid executives in these firms as well. The paper thereby provides strong empirical evidence that women leaders are associated with positive outcomes for women executives in substantive and important ways.
{"title":"Women-Led Firms and the Gender Gap in Top Executive Jobs","authors":"L. Bell","doi":"10.2139/ssrn.773964","DOIUrl":"https://doi.org/10.2139/ssrn.773964","url":null,"abstract":"Using data on Executive Compensation from Standard and Poor's ExecuComp, this paper explores the gender gap in top executive jobs and the effect of women CEOs, Chairs, and Directors on the pay of other women executives. The results show a narrowing of the uncorrected gender pay gap from the mid-1990s. Women top executives earn between 8% to 25% less than male executives after controlling for differences in company size, occupational title, and industry. The magnitude of the gender pay gap is statistically related to the gender of the Chief Executive and Corporate Board Chair. Women CEO and Board Chairs bring more top women and at higher pay than is found in non-women-led firms. Specifically, female executives in women-led firms earn between 10-20% more than comparable executive women in male-led firms and are between 3-18% more likely to be among the highest five paid executives in these firms as well. The paper thereby provides strong empirical evidence that women leaders are associated with positive outcomes for women executives in substantive and important ways.","PeriodicalId":297165,"journal":{"name":"LRN: Diversity Studies (Topic)","volume":"8 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131884199","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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