The need for better incorporation of the construct emotional intelligence (EI) into counterproductive work behavior (CWB) research may be achieved via a unified conceptual framework. Accordingly, the purpose of this paper is to use the Profile Analysis via Multidimensional Scaling (PAMS) approach, and a conceptual framework that unifies motivational process with antecedents and outcomes, to assess differences in EI concerning a variety of constructs: organizational justice, CWB, emotional exhaustion, job satisfaction, and intrinsic motivation. Employing established scales within a framework unifying CWB, intrinsic motivation, EI, organizational justice, and outcome constructs, two EI-based profiles displayed associations with CWB based on responses from 3,293 employees. Both the first core profile, high overall justice and low emotional intelligence, and the second core profile, high emotional intelligence and low work motivation, displayed associations with interpersonal deviance and organizational deviance, as well as emotional exhaustion and job satisfaction. The results are discussed with respect to possible underlying theory and an overarching unified motivation framework that incorporates goal choice, intrinsic motivation, antecedents, and outcomes. We also provide directions for future research and implications for managers in the workplace based on heuristic conceptual frameworks that combine multiple motivational perspectives into a unified model.

The purpose of this study was to investigate the relationship of ethical climate factors, organizational justice dimensions, and LMX. The research was conducted drawing upon the responses of 716 employees in Romania to survey questionnaires. As expected, the three types of organizational justice were highly interrelated. Furthermore, all types of ethical climate were interconnected. In addition, we found that egoistic ethical climate was negatively related significantly to the three types of organizational justice; the principle and benevolent ethical climate was found to relate to the three dimensions of organizational justice and LMX. Unexpectedly, we revealed that a division of the egoistic ethical climate into two separate sub-factors provided further insights into the relationships with organizational justice and LMX

Since 'workaholism' was coined, a considerable body of research was conducted to shed light on its essence. After at least 40 years of studying this important phenomenon, a large variety of definitions, conceptualizations, and measures emerged. In order to try and bring more integration and consensus to this construct, the current research was conducted in two phases. We aimed to formulate a theoretical definitional framework for workaholism, capitalizing upon the Facet Theory Approach. Two basic facets were hypothesized: A. Modalities of workaholism, with 3 elements: cognitive, emotional and instrumental; and B. Resources of workaholism with 2 elements: time and effort. Based on this definitional framework, a structured questionnaire was conceived. In the first phase, the new measure was validated with an Israeli sample comparing two statistical procedures; Factor Analysis (FA) and Smallest Space Analysis (SSA). In the second phase, we aimed to replicate the findings, and to contrast the newly-devised questionnaire with other extant workaholism measures, with a Romanian sample. Theoretical implications and future research suggestions are discussed.

Purpose – This study aims to examine preferences for both transformational and transactional leadership behavior for gender- and age-based cohort differences. The purpose of this research is to enhance leadership and organizational change initiatives in Romania via the identification of age cohort and gender effects with respect to attitudes towards common leadership behaviors. Design/methodology/approach – The research is conducted via a survey through the administration of questionnaires. The sample consists of 324 managers from commercial and service organizations in Romania, a country in which this issue has not previously been investigated. Findings – The findings reveal that there are differences in preferences for leadership behavior based on age cohorts that reached maturity before or after the fall of Ceausescu during the 1989 revolution. Also, female participants displayed a greater preference for transformational leadership behaviors relative to transactional leadership behaviors. Originality/value – This is the first study to examine the effects of leadership preference based on age cohorts in Romania. The study also is one of the first to empirically examine the effects of age cohorts on leadership after the fall of communism in Eastern Europe. As such, these findings offer guidance in the development and implementation of leadership development initiatives and change management interventions for organizations operating in Romania, and present one example of cohort-based and leadership-specific attitude change in a country that is transitioning from communism to a free market system.