Journal of Leadership and Management http://leadership.net.pl/JLM <p><span style="font-size: 10.0pt; font-family: 'Arial',sans-serif;">Journal of Leadership and Management is listed in Cabells Journalytics</span></p> en-US <p><span lang="EN-US">Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a <strong>Creative Commons Attribution License NonCommercial-ShareAlike 4.0 International</strong> that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal. </span></p> editorinchief@leadership.net.pl (Adam Szpaderski) support@leadership.net.pl (JLM support) Wed, 09 Dec 2020 20:14:56 +0100 OJS 3.1.2.4 http://blogs.law.harvard.edu/tech/rss 60 Lessons Learned from Fortune 100 Companies on Job Applicant Attraction http://leadership.net.pl/JLM/article/view/178 <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> U. Yeliz Eseryel, Deniz Eseryel, Richard Hendrik Booij Copyright (c) 2020 Author & JLM https://creativecommons.org/licenses/by-nc-sa/4.0 http://leadership.net.pl/JLM/article/view/178 Wed, 09 Dec 2020 00:00:00 +0100 Debunking the Minimum Wage Law http://leadership.net.pl/JLM/article/view/179 <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> Kallan Trombino, Walter E. Block Copyright (c) 2020 Author & JLM https://creativecommons.org/licenses/by-nc-sa/4.0 http://leadership.net.pl/JLM/article/view/179 Wed, 09 Dec 2020 00:00:00 +0100 The Creation of Extra-Planetary Refueling Stations Through Private Enterprise http://leadership.net.pl/JLM/article/view/181 <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> Cole Green, Walter E. Block Copyright (c) 2020 Author & JLM https://creativecommons.org/licenses/by-nc-sa/4.0 http://leadership.net.pl/JLM/article/view/181 Wed, 09 Dec 2020 20:03:45 +0100 Ticket Scalping http://leadership.net.pl/JLM/article/view/182 <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> Jodis M. Hegg, Walter E. Block Copyright (c) 2020 Author & JLM https://creativecommons.org/licenses/by-nc-sa/4.0 http://leadership.net.pl/JLM/article/view/182 Wed, 09 Dec 2020 00:00:00 +0100 How Designating An Unnecessary Leader Effects Individual Performance http://leadership.net.pl/JLM/article/view/180 <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> David C. Howe, Rahul S. Chauhan Copyright (c) 2020 Author & JLM https://creativecommons.org/licenses/by-nc-sa/4.0 http://leadership.net.pl/JLM/article/view/180 Wed, 09 Dec 2020 20:00:42 +0100