Settlements in corporate bribery cases: an illusion of choice?

European Journal of Law and Economics - Despite prosecutors’ difficulties in proving corporate bribery, nearly all enforcement actions end with a settlement at the pretrial stage. Compared to...     

What is a service of general economic interest?

European Journal of Law and Economics - The definition of the concept a “service of general economic interest” (SGEI) known from Article 106(2) treaty of the functioning of the European...     

The changing forms of corruption in China

Crime, Law and Social Change - China’s famed growth has created a paradox of huge proportions that is associated with how this development could happen despite the well documented issue of...     

Is Leadership in the Eye of the Beholder? A Study of Intended and Perceived Leadership Practices and Organizational Performance

Leadership is a matter of both intentions and perceptions, which do not necessarily always match. Because employees’ motivation and commitment are only affected by leadership if they notice it, employee‐perceived leadership is expected to have a stronger correlation with organizational performance than leader‐intended leadership. This expectation is tested for transformational and transactional leadership, as both types of practices are expected to increase performance. Using a sample of 1,621 teachers and 79 Danish high school principals, the authors find that leader‐intended and employee‐perceived transformational and transactional leadership are only weakly correlated and that only employee‐perceived leadership practices (both transformational and transactional) are significantly related to objectively measured school performance. The results show that it is important to distinguish between intended and perceived leadership and that leaders should be aware of how their practices are perceived.