Publication Type: Invited Paper
Abstract: Ethical behavior has become the norm for organizations today.
Stakeholders expect different types of organizations varying from
business to public sector and NGO's to be "ethical". The paper argues
that as the raison d'être of different types of organizations varies,
the stakeholder expectations also differ. Despite these differences,
ethical behavior is often understood as an on/off mode of behavior.
Ethics in reality, however, are not "one size fits all": organizational
functions and responsibilities differ, stakeholder's expectations of
what is ethical differ and in addition, expectations and norms are
subject to change. During and era when stakeholder expectations can turn
into demands, and stakeholder requests may turn into laws, the raison
d'être of different types of organizations should be taken into
consideration when discussing ethics. The paper asks, what are the most
important ethical requirements for different types of organizations?
Practical examples of colliding stakeholder expectations of ethical
behavior are presented and organizational rights and responsibilities
are discussed.

Publication Type: Conference Paper/Unpublished Manuscript
Abstract: In this paper, I review a portion of the literature regarding standpoint theory and “doing gender” theories. I suggest that a content analysis of pregnancy advice books would provide insight into the operation of both theories. Pregnancy is a uniquely feminine experience that is both an individual, bodily experience and a socially constructed situation. Pregnancy advice books, which are influential at both the individual and social levels, could reveal a great deal of information about the expectations and definitions that are applied to pregnancy in contemporary society.

Publication Type: Conference Paper/Unpublished Manuscript
Abstract: I show how conflict outcomes affect leadership tenure by developing an explanation for popular ex-ante expectations about conflict. Leaders are rewarded or punished not based solely on outcomes, but on how outcomes compare with ex-ante expectations.

Publication Type: Conference Paper/Unpublished Manuscript
Abstract: This study assessed the relative impact of expectations and work values on organizational communication satisfaction. The results of a previous experiment indicated that organizational communication satisfaction was more a function of work value fulfillment than of met expectations. This study tested that finding by asking participants to recall actual work experiences and to complete a series of three questionnaires. Results of OLS regression analyses showed that neither a pure met expectations nor a pure value fulfillment hypothesis best explains organizational communication satisfaction. Instead, the results show that organizational communication satisfaction is a function of both met expectations and work value fulfillment, with work value fulfillment playing the primary role. Additionally, total work experience was found to negatively impact organizational communication satisfaction, while work hours per week were found to positively impact organizational communication satisfaction. Implications for theory, practice, and future research are discussed.

Publication Type: Conference Paper/Unpublished Manuscript
Review Method: Peer Reviewed
Abstract: The historical record and contemporary research both suggest that the American people—elites and masses alike--have more complex and nuanced expectations of presidential leadership than is suggested by the simple idea that “results matter.” In this paper I use that evidence to develop an alternative to the dominant “performance model” of leader appraisal by citizens. My alternative approach incorporates the prudence and the morality of the means used as well as the ends sought or attained by presidents.

I then probe the validity of the alternative in a preliminary way, using the results of interviews in which 71 ordinary citizens from the current president’s home state were asked to identify and discuss their evaluative standards and apply them to President Bush

The interviews partially support the alternative model, painting a more nuanced picture of public expectations than one which equates good leadership exclusively with results. Next steps involve replicating the interviews to test the stability of the expectations they identified and their implications for democratic control of public policy