http://leadership.net.pl/JLM/issue/feed Journal of Leadership and Management 2021-02-11T12:27:30+01:00 Adam Szpaderski editorinchief@leadership.net.pl Open Journal Systems <p><span style="font-size: 10.0pt; font-family: 'Arial',sans-serif;">Journal of Leadership and Management is listed in Cabells Journalytics</span></p> http://leadership.net.pl/JLM/article/view/178 Lessons Learned from Fortune 100 Companies on Job Applicant Attraction 2021-02-11T12:21:32+01:00 U. Yeliz Eseryel yeliz@eseryel.com Deniz Eseryel support1@leadership.net.pl Richard Hendrik Booij support1@leadership.net.pl <p>This research identifies which recruitment characteristics attract potential user interest on social media network LinkedIn, measured by the number of likes the posting received on LinkedIn. This research provides an insight on the recruitment message’s content, form, and function. We contribute to the existing research on social media with practical recommendations. This fills a gap in the recruitment literature, which has been criticized for being too theoretical and lacking practical relevance by focusing not only on the theory but also on the social media behavior of successful employers in practice. To answer our research question, we conducted content analysis using 2020 corporate LinkedIn postings of the Fortune Magazine 100 “Best companies to work for”. We developed a list of 15measures to identify the job- and organizational attractiveness, organized around three main categories: content, form, and function. We found the specific elements of form, function and success on LinkedIn that contributes to user interaction. In terms of content, challenging and interesting work, prestige of the job, company reputation and location contributed to user interaction, whereas the mention of supportive, competent and warm coworkers, did not contribute to user interaction and the description of the job position as prestigious contributed negatively. We found that the form elements of picture, color and audio/video, functional elements of questions contribute to more user interaction. Furthermore, while salary and opportunities for improvement are improvement job selection criteria highlighted in the literature, the practice of Fortune 100 companies show that for the user interaction in social hiring, they are not included. Lastly, the use of links negatively influenced user interaction on social media. Our study confirms the importance of content, form, and function in relation to job and organizational attractiveness on social media. We provide a practical insight into which elements of content, form and function to use for successful online recruitment efforts on LinkedIn.</p> 2020-12-09T00:00:00+01:00 Copyright (c) 2020 Author & JLM http://leadership.net.pl/JLM/article/view/179 Debunking the Minimum Wage Law 2021-02-11T12:22:59+01:00 Kallan Trombino wblock@loyno.edu Walter E. Block wblock@loyno.edu <p>The minimum wage is immoral in that it criminalizes consensual adult behavior. It is uneconomic in that it precludes from employment all those with a productivity level below that stipulated by this pernicious law. The case for its repeal is herein made.</p> 2020-12-09T00:00:00+01:00 Copyright (c) 2020 Author & JLM http://leadership.net.pl/JLM/article/view/181 The Creation of Extra-Planetary Refueling Stations Through Private Enterprise 2021-02-11T12:24:24+01:00 Cole Green wblock@loyno.edu Walter E. Block wblock@loyno.edu <p>If humanity is to have permanent lift-off from the third rock from the Sun, we would do well to establish extra-planetary refueling stations. This should be accomplished via private enterprise, not government.</p> 2020-12-09T20:03:45+01:00 Copyright (c) 2020 Author & JLM http://leadership.net.pl/JLM/article/view/182 Ticket Scalping 2021-02-11T12:25:22+01:00 Jodis M. Hegg wblock@loyno.edu Walter E. Block wblock@loyno.edu <p>Not only are there laws against ticket scalping, this practice is widely seen as illicit. The present paper is an attempt to justify this practice, and, also, to explain why it occurs.</p> 2020-12-09T00:00:00+01:00 Copyright (c) 2020 Author & JLM http://leadership.net.pl/JLM/article/view/180 How Designating An Unnecessary Leader Effects Individual Performance 2021-02-11T12:27:30+01:00 David C. Howe dhowe@wtamu.edu Rahul S. Chauhan support1@leadership.net.pl <p>Whereas leaders are prevalent and often integral components of groups, the ways and circumstances under which the formal designation of a leader affects individuals in a group has been underexplored – particularly when a leader designation is unnecessary. This study explores the relationship between a leader’s designation and group members’ performance in contexts where a leader is unnecessary. Results from an experiment indicate that, in contexts where a leader is not seen as legitimate, there is a negative effect of a designating an unnecessary leader on group members’ performance. Two forms of legitimacy, relational and instrumental, are examined as a means of attenuating the negative relationship between an unnecessary leader’s designation and group members’ performance. Results suggest that when both forms of legitimacy are present, the negative relationship between an unnecessary leader’s designation and group members’ performance is attenuated. This research uncovers a context under which leaders begin to affect their followers by establishing a negative relationship between leaders and group members before they even interact.</p> 2020-12-09T20:00:42+01:00 Copyright (c) 2020 Author & JLM