Obedience: a simple term. Stanley Milgram, the famous experimental social psychologist, shocked the world with theory about it. Another man, Pol Pot, the infamous leader of the Khmer Rouge, showed how far the desire for obedience could go in human societies. Milgram conducted his experiments in the controlled environment of the US psychology laboratory of the 1960s. Pol Pot experimented with Utopia in the totalitarian Kampuchea of the 1970s. In this article, we discuss the process through which the Khmer Rouge (...) regime created an army of unquestioningly obedient soldiers – including child soldiers. Based on these two cases, we advance a framework on how obedience can be grown or countered. (shrink)

The topic of spirituality is gaining an increasing visibility in organizational studies. It is the authors contention that every theory of organization has explicit or implicit views of spirituality in the workplace. To analyze the presence of spiritual ideologies in management theories, they depart from Barley and Kunda's Administrative Science Quarterly article and analyze management theories as spirituality theories with regard to representations of people and the organization. From this analysis, we extract two major dimensions of people (as dependent or (...) independent workers) and the organization (as spiritually informed or spiritually uninformed) that, in combination, result in a typology that advances four organizational types of spirituality: the soulful organization, the holistic organization, the ascetic organization, and the professional organization. The expression of spirituality in each of these forms is discussed with the aim of contributing to a critically informed analysis of organizational spirituality. (shrink)

In an application of the personality dynamics framework, we advance understanding on the relationship between baseline leader humility and team psychological safety by exploring the roles of humility variability and attractor strength. Specifically, we examine how the consistency of leader-expressed humility across team members operates as a boundary condition in the relationship between leader-expressed humility and team psychological safety. We also explore how the agreement between leader self-reported humility and leader-expressed humility operates as an attractor to predict such a consistency. (...) We test the hypothesized model through a sample of 85 teams, rated by 354 team members. The findings suggest that consistency reinforces, while inconsistency weakens, the effect of leader-expressed humility on team psychological safety. The findings also reveal that SOA relates to the consistency of leader-expressed humility, depending on the level at which the agreement occurs. We conclude that to better understand the outcomes of humble leadership, it is necessary to take into account not only the baseline of humility expressed by the leader, but also his/her humility variability and the strength of the attractor. (shrink)