We examined cynicism as a mediator of the influence of managers’ mission-congruent communication and behavior about ethical standards (a form of supervisory behavioral integrity) on employee attitudes and intended behavior. Results indicated that cynicism partially mediates the relationship between supervisory behavioral integrity and organizational commitment, but not the relationship between supervisory behavioral integrity and intent to comply with organizational expectations for employee conduct.
While offering a public welcome of communicative participation, a communicative dark side of the moderate Enlightenment project emerged. Moderate Enlightenmentrsquo;s corollary companion to wresting power from a limited few is the staggering sense of confidence in the universal ground of assurance that is ldquo;bad faithrdquo; mdash;we fib to ourselves that we can stand above history and affect the future. Absolute conviction of universal access to truth propels through methodological confidence, undergirding the era of ldquo;the rationalrdquo; pursuit of truth, transporting the (...) individual into an ethereal delusionmdash;that one can stand above the historical moment of engagement and cast judgment. This essay calls into question the common assumption that communication begins with the individual. We offer a critique of this assumption in accordance with radical enlightenment scholarship, calling forth a return to Otherness that renders the construct of individual secondary to that which is met.br /. (shrink)
Communicative Understandings of Women's Leadership Development: From Ceilings of Glass to Labyrinth Paths, edited by Elesha L. Ruminski and Annette M. Holba, weaves the disciplines of communication studies, leadership studies, and women's studies to offer theoretical and practical reflection about women's leadership development in academic, organizational, and political contexts. This work claims a space for women's leadership studies and acknowledges the paradigmatic shift from discussing women's leadership using the glass ceiling to what Eagly and Carli identify as the labyrinth of (...) leadership. (shrink)