Benjamin M Galvin
Biographic Data
| ID | 4441491 |
|---|---|
| NAME | Benjamin M Galvin |
| GIVEN NAMES | Benjamin M |
| FAMILY NAME | Galvin |
| SIGNATURE | GALVIN B M |
| AFFILIATIONS | Brigham Young University |
| ORCID | 0000-0001-5995-3170 |
| VERIFIED | Yes |
| TOTAL WORKS | 8 |
| TOTAL CITATIONS | 10 |
| WORKS AS AUTHOR | 8 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 2011 |
| LATEST PUBLICATION YEAR | 2025 |
| H-INDEX | 2 |
Existing Personal Leadership Prototypes Versus Organizational Leadership Prototypes
Based on qualitative data collected at the United States Military Academy (West Point), this research enhances our understanding of how individuals manage tensions between leading with authenticity and organizational pressures for conformity, resulting from a lack of alignment between their existing personal leadership prototypes and organizational prototypes of leadership. Our theoretical model moves beyond existing research on leader identity c…
Job crafting to ensure a balance between focus and connection
Recent work environment developments coupled with the pandemic have provided employees with increased opportunities to shape their workspaces. In semi‐structured interviews conducted with 40 employees working on large‐scale construction projects in two different work environments (open office and virtual work settings), we examined how and why job crafting was undertaken. Our analysis of the interview data revealed that, across both types of work…
A theoretical integration of leader emergence and leadership effectiveness
There is a long and rich history of research on the concept of leader emergence. Much of this research positions leader emergence alongside leadership effectiveness as an epiphenomenal criterion in leadership research. Although this view has enhanced our understanding of factors that influence leader emergence and leadership effectiveness individually, our understanding of the potential alignment or misalignment of these concepts remains opaque. …
Inclusive leadership
Changing the focus of locus (of control)
Locus of control—a fundamental individual difference variable that reflects individuals' beliefs about the degree of control they have over events in their lives—has been formally studied for more than 50 years. Early scholarship demonstrated that locus of control was a key predictor of various work‐related outcomes, ranging from job attitudes and affect to motivation and behavior. Despite this evidence, the majority of contemporary organizationa…
Situational Strength as a Moderator of the Relationship Between Organizational Identification and Work Outcomes
Organizational identification theory suggests that the extent to which employees perceive a sense of oneness with their employer positively influences their workplace attitudes and behavior. We investigated situational strength as a potential moderator by exploring the extent to which the relationship between organizational identification and employee outcomes is attenuated when employee discretion is restricted. In particular, we examined whethe…
The Development of Motivation to Lead and Leader Role Identity
Leadership development has been continually recognized by organizations as a competence and a mind-set that is worthy of substantial time and resources. Although various approaches have stressed the development of skills or behaviors, it is becoming increasingly apparent that the development of attitudes and belief systems is also relevant. In an effort to increase knowledge in this area, the authors conducted a quasi-experimental study to unders…
A Multilevel Systems Model of Leadership
This study uses a control theory to develop a multilevel systems model of leadership. The model outlines the processes that senior leaders can use to influence others across hierarchical levels of management and clarifies the mechanisms that link leadership across levels of management—goal cascading, alignment, and the bypass channel of communication. The authors discuss leadership behaviors needed to effectively influence others across a cyberne…
A theoretical integration of leader emergence and leadership effectiveness
There is a long and rich history of research on the concept of leader emergence. Much of this research positions leader emergence alongside leadership effectiveness as an epiphenomenal criterion in leadership research. Although this view has enhanced our understanding of factors that influence leader emergence and leadership effectiveness individually, our understanding of the potential alignment or misalignment of these concepts remains opaque. …
A Multilevel Systems Model of Leadership
This study uses a control theory to develop a multilevel systems model of leadership. The model outlines the processes that senior leaders can use to influence others across hierarchical levels of management and clarifies the mechanisms that link leadership across levels of management—goal cascading, alignment, and the bypass channel of communication. The authors discuss leadership behaviors needed to effectively influence others across a cyberne…
The Development of Motivation to Lead and Leader Role Identity
Leadership development has been continually recognized by organizations as a competence and a mind-set that is worthy of substantial time and resources. Although various approaches have stressed the development of skills or behaviors, it is becoming increasingly apparent that the development of attitudes and belief systems is also relevant. In an effort to increase knowledge in this area, the authors conducted a quasi-experimental study to unders…
Existing Personal Leadership Prototypes Versus Organizational Leadership Prototypes
Based on qualitative data collected at the United States Military Academy (West Point), this research enhances our understanding of how individuals manage tensions between leading with authenticity and organizational pressures for conformity, resulting from a lack of alignment between their existing personal leadership prototypes and organizational prototypes of leadership. Our theoretical model moves beyond existing research on leader identity c…
Situational Strength as a Moderator of the Relationship Between Organizational Identification and Work Outcomes
Organizational identification theory suggests that the extent to which employees perceive a sense of oneness with their employer positively influences their workplace attitudes and behavior. We investigated situational strength as a potential moderator by exploring the extent to which the relationship between organizational identification and employee outcomes is attenuated when employee discretion is restricted. In particular, we examined whethe…
A Multilevel Systems Model of Leadership
This study uses a control theory to develop a multilevel systems model of leadership. The model outlines the processes that senior leaders can use to influence others across hierarchical levels of management and clarifies the mechanisms that link leadership across levels of management—goal cascading, alignment, and the bypass channel of communication. The authors discuss leadership behaviors needed to effectively influence others across a cyberne…
The Development of Motivation to Lead and Leader Role Identity
Leadership development has been continually recognized by organizations as a competence and a mind-set that is worthy of substantial time and resources. Although various approaches have stressed the development of skills or behaviors, it is becoming increasingly apparent that the development of attitudes and belief systems is also relevant. In an effort to increase knowledge in this area, the authors conducted a quasi-experimental study to unders…
Inclusive leadership
Changing the focus of locus (of control)
Locus of control—a fundamental individual difference variable that reflects individuals' beliefs about the degree of control they have over events in their lives—has been formally studied for more than 50 years. Early scholarship demonstrated that locus of control was a key predictor of various work‐related outcomes, ranging from job attitudes and affect to motivation and behavior. Despite this evidence, the majority of contemporary organizationa…
Situational Strength as a Moderator of the Relationship Between Organizational Identification and Work Outcomes
Organizational identification theory suggests that the extent to which employees perceive a sense of oneness with their employer positively influences their workplace attitudes and behavior. We investigated situational strength as a potential moderator by exploring the extent to which the relationship between organizational identification and employee outcomes is attenuated when employee discretion is restricted. In particular, we examined whethe…
A theoretical integration of leader emergence and leadership effectiveness
There is a long and rich history of research on the concept of leader emergence. Much of this research positions leader emergence alongside leadership effectiveness as an epiphenomenal criterion in leadership research. Although this view has enhanced our understanding of factors that influence leader emergence and leadership effectiveness individually, our understanding of the potential alignment or misalignment of these concepts remains opaque. …
Job crafting to ensure a balance between focus and connection
Recent work environment developments coupled with the pandemic have provided employees with increased opportunities to shape their workspaces. In semi‐structured interviews conducted with 40 employees working on large‐scale construction projects in two different work environments (open office and virtual work settings), we examined how and why job crafting was undertaken. Our analysis of the interview data revealed that, across both types of work…
Existing Personal Leadership Prototypes Versus Organizational Leadership Prototypes
Based on qualitative data collected at the United States Military Academy (West Point), this research enhances our understanding of how individuals manage tensions between leading with authenticity and organizational pressures for conformity, resulting from a lack of alignment between their existing personal leadership prototypes and organizational prototypes of leadership. Our theoretical model moves beyond existing research on leader identity c…
Psychology (8 works) · Social Psychology (8 works) · Job Satisfaction and Organizational Behavior (7 works) · Political science (7 works) · Computer Science (5 works) · Management and Organizational Studies (5 works) · Social Psychology (5 works) · Public relations (4 works) · Job performance (3 works) · Job satisfaction (3 works)