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The concept of punishment appears in a number of models of leadership. The purpose and context of the present study are unique in several ways. First, there has been virtually no empirical research examining the attributes of leaders in relation to their use of punishment with subordinates. Likewise, previous research has focused on the impact of punishment on subordinate outcomes rather than leader outcomes. Three individual characteristics of the leader that were expected to influence the use of contingent and noncontingent punishment as used by leaders were examined. These were self-esteem, moral reasoning and physical fitness. The extent to which a leader's effective- ness was impacted by his use of contingent and noncontingent punishment was also examined. Second, the data collection procedures used here incorporated different sources for obtaining predictor, leadership, and effectiveness data. Predictor data were obtained from leaders, leader- ship data were obtained from subordinates, and effectiveness data were obtained from the leaders' peers. Third, the study was conducted in a unique setting, an all-male military college, where student leaders are given the authority to indoctrinate under classmen into the military and social culture of the college. 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"type": "text/html" } } }, "creatorSummary": "Howard", "parsedDate": "2006", "numChildren": 2 }, "data": { "key": "UA6A2EXT", "version": 1, "itemType": "journalArticle", "title": "The Role of Culture in Shaping Perceptions of Discrimination among Active Duty and Reserve Forces in the US Military.", "creators": [ { "creatorType": "author", "firstName": "Jack", "lastName": "Howard" } ], "abstractNote": "Organizational culture allows workers in an organization to develop a shared understanding about events that occur within the organization. The US Army has developed its own culture, which allows it to pursue a variety of challenges that it must face. Today’s US Army relies heavily on citizen soldiers, consisting of the Army Reserve and the National Guard. These soldiers come from a different background than the active component soldiers, and as a result, interpret actions taken by the organization and its leaders differently, based on the subculture from which these soldiers come. The present paper examines the effects that culture and status have on perceptions of discrimination and fairness during a recent US military operation. An historical frame of reference of similar experiences in previous military operations is provided, and implications for organizations that employ both permanent and temporary workers are discussed. [ABSTRACT FROM AUTHOR]\nCopyright of Employee Responsibilities & Rights Journal is the property of Springer Science & Business Media B.V. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)", "publicationTitle": "Employee Responsibilities & Rights Journal", "publisher": "", "place": "", "date": "2006", "volume": "18", "issue": "3", "section": "", "partNumber": "", "partTitle": "", "pages": "171-187", "series": "", "seriesTitle": "", "seriesText": "", "journalAbbreviation": "", "DOI": "10.1007/s10672-006-9015-x", "citationKey": "", "url": "", "accessDate": "", "PMID": "", "PMCID": "", "ISSN": "08927545", "archive": "", "archiveLocation": "", "shortTitle": "", "language": "", "libraryCatalog": "EBSCOhost", "callNumber": "23261787", "rights": "", "extra": "", "tags": [ { "tag": "CORPORATE culture", "type": 1 }, { "tag": "CULTURE", "type": 1 }, { "tag": "INTEGRITY", "type": 1 }, { "tag": "MILITARY reserve forces", "type": 1 }, { "tag": "PROFESSIONAL relationships", "type": 1 }, { "tag": "SOCIAL norms", "type": 1 }, { "tag": "SOLDIERS", "type": 1 }, { "tag": "UNITED States", "type": 1 }, { "tag": "UNITED States -- Armed Forces", "type": 1 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"application/json" }, "alternate": { "href": "https://www.zotero.org/groups/career_transitions_military_to_civilian_careers/items/EX2DD686", "type": "text/html" } }, "meta": { "createdByUser": { "id": 715025, "username": "MJZygmont", "name": "", "links": { "alternate": { "href": "https://www.zotero.org/mjzygmont", "type": "text/html" } } }, "creatorSummary": "Hamilton", "parsedDate": "1988-02-01", "numChildren": 1 }, "data": { "key": "EX2DD686", "version": 1, "itemType": "journalArticle", "title": "The Facilitation of Organizational Change: An Empirical Study of Factors Predicting Change Agents' Effectiveness", "creators": [ { "creatorType": "author", "firstName": "Esther E.", "lastName": "Hamilton" } ], "abstractNote": "This article presents the results of an investigation of whether the personality characteristics and behavioral tendencies of effective organization development (OD) consultants differ significantly from those of less effective ones. From an extensive review of the literature by the author and a panel of three judges, three categories of characteristics were derived for testing: openness and responsiveness to others' needs and concerns, comfort with ambiguity and the ability to make sense of it, and comfort with oneself in relation to others. The study subjects, 105 OD consultants in the U.S. Navy, completed three personality instruments. Peers, fellow consulting team members, and superiors of these consultants (also OD consultants) also rated the subjects' consulting effectiveness. Multivariate analyses showed a strong, significant relationship between consultant effectiveness and the characteristics assigned to the three categories. The results strongly support the hypotheses that the personality characteristics and individual tendencies of effective OD consultants differ significantly from those of less effective consultants.", "publicationTitle": "The Journal of Applied Behavioral Science", "publisher": "", "place": "", "date": "February 01 , 1988", "volume": "24", "issue": "1", "section": "", "partNumber": "", "partTitle": "", "pages": "37 -59", "series": "", "seriesTitle": "", "seriesText": "", "journalAbbreviation": "", "DOI": "10.1177/0021886388241006", "citationKey": "", "url": "http://jab.sagepub.com/content/24/1/37.abstract", "accessDate": "2011-09-15T22:42:42Z", "PMID": "", "PMCID": "", "ISSN": "", "archive": "", "archiveLocation": "", "shortTitle": "The Facilitation of Organizational Change", "language": "", "libraryCatalog": "Highwire 2.0", "callNumber": "", "rights": "", "extra": "", "tags": [], "collections": [], "relations": {}, "dateAdded": "2011-09-29T21:25:16Z", "dateModified": "2011-09-29T21:25:16Z" } } ]