Abstract Informed by social resources theory, we provide an explanation for how political skill enables employees' access to resources, notably expressive network and developmental feedback granted supervisors, thereby enhancing their potential career growth. Employees can further leverage the attained maximize chances growth exercising ingratiation toward supervisors. Data from 399 independent...

Expediency is subtle, but it detrimental to the organization. This study aims discover what at workplace prompts supervisor expediency. Based on literature, predicted that expediency results from high-performance goals. Furthermore, bottom-line mentality acts as a moderator between goals and such high strengthens this relationship. The present study’s theoretical framework grounded transactiona...

We analyze a principal-supervisor-two-agent hierarchy with inefficient supervision. The supervisor may collect an incorrect signal on the agents' effort levels. When reporting to principal, collude one or both agents manipulate in exchange for bribe. In hierarchy, we identify new trade-off between supervision and supervisor-agent collusion: Due supervisory signal, truthfully under collusion pro...

Effects of supervisor and supervisee theoretical orientation on supervisees' perceptions of supervisors' models, roles, and foci were studied, as were variables influencing quality of supervision and supervisee autonomy. Interns (N = 84) from 32 nationwide training sites were surveyed. Cognitive-behavioral supervisors were perceived to be in a consultant role and to focus on skills and strategi...

The current Internet architecture was designed as a mean of connecting pairs of hosts and allow them to reliably exchange packets. The way we use it every day deeply changed from pure communication to (mostly) content distribution. The wish to fill the gap between the underlying architecture and the information-centric nature of the current Internet traffic has inspired many new architectures w...

The degree of association between supervisor and subordinate perceptions of the supervisor's leadership style, use of power by the supervisor, and the supervisor's conflict-management style was studied in 87 organizational units representing five service-oriented organizations. The ability of the supervisors' and subordinates' perceptions, individually and jointly, and the discrepancy between t...