Transformational leadership, corporate cultism and the spirituality paradigm: An unholy trinity in the workplace?

Leadership is a perennially popular topic in the academic and practitioner literature on management. In particular, the past twenty years have witnessed an explosive growth of interest in what has been termed 'transformational leadership' (henceforth, TL). The theory is closely linked to the growth in what has been defined as corporate culturism - an emphasis on the importance of cohereat cultures, as a means of securing competitive advantage. This article outlines the central components of TL theory, and subjects the concept to a critical analysis. In particular, similarities are identified between the components concerned and the characteristics of leadership practice in organizations generally defined as cults. This connection has been previously unremarked in the literature. These similarities are comprehensively reviewed. Trends towards what can be defined as corporate cultism in modem management practice are also discussed. We conclude that TL models are overly concerned with the achievement of corporate cohesion to the detriment of internal dissent Such dissent is a vital ingredient of effective decision-making. It is suggested that more inclusive and participatory models of the leadership process are required.

A review of the genus Ledermuelleriopsis Willmann (Acari : Prostigmata : Stigmaeidae)

The mite family Stigmaeidae (Acari:Prostigmata) is of considerable importance in biological control, but its genera are often poorly defined and have never been subjected to cladistic analysis. Herein, we report the stigmaeid genus Ledermuelleriopsis Willmann from Australia for the first time, present a preliminary phylogenetic analysis that demonstrates that Eustigmaeus Berlese and Ledermuelleriopsis Willman are distinct, review the genus at the world level, and provide diagnostic characters of the adult females for each of the 21 known species. We also catalogue habitats, distributions and localities of holotypes. Four new species from Australia are described and illustrated: L. parvilla, sp. nov. from old dune sand, L. barbellata, sp. nov. from wet-sandy heath litter, and L. pustulosa, sp. nov. and L. claviseta, sp. nov. from dry eucalypt forest litter. A key to adult females of all known Ledermuelleriopsis species is provided. The Australian species and L. incisa Wood from New Zealand can be separated from all other members of the genus by a synapomorphy: the reduction of the number of setae on the aggenital shield to one pair. Results of a preliminary morphological cladistic analysis for those stigmaeid genera in which the larvae and adults of both sexes are known, indicate that Ledermuelleriopsis is basal to a clade containing Cheylostigmaeus Willman and Eustigmaeus.

Cultures within culture: Unity and diversity of two generations of employees in state-owned enterprises

This study adopts integration and differentiation perspectives to examine why unity and diversity of organizational cultures emerged as a function of economic reform, and how subcultural differences were reflected in employees' perceptions of cultural practices. Data were gathered from in-depth interviews and a large-scale survey in two large, state-owned enterprises in north-east China. Results indicated that, although all employees were oriented towards a common set of cultural themes, the two generations of employees did not exemplify the themes in the same way. Specifically, unity was illustrated by employees' desire to maintain Harmony and to reduce Inequality. Diversity was revealed by first-generation employees' higher ratings on Loyalty, Security and even Bureaucracy. The findings are discussed in the light of traditional Chinese cultural values, political ideology and the social context. Implications are drawn for organizational cultural theory and research.

Job uncertainty and personal control during downsizing: A comparison of survivors and victims

This study developed and tested a model of job uncertainty for survivors and victims of downsizing. Data were collected from three samples of employees in a public hospital, each representing three phases of the downsizing process: immediately before the announcement of the redeployment of staff, during the implementation of the downsizing, and towards the end of the official change programme. As predicted, levels of job uncertainty and personal control had a direct relationship with emotional exhaustion and job satisfaction, In addition, there was evidence to suggest that personal control mediated the relationship between job uncertainty and employee adjustment, a pattern of results that varied across each of the three phases of the change event. From the perspective of the organization's overall climate, it was found that levels of job uncertainty, personal control and job satisfaction improved and/or stabilized over the downsizing process. During the implementation phase, survivors experienced higher levels of personal control than victims, but both groups of employees reported similar levels of job uncertainty. We discuss the implications of our results for strategically managing uncertainty during and after organizational change.