Journal Cover The Leadership Quarterly
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   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 1048-9843
   Published by Elsevier Homepage  [3044 journals]
  • The aura of charisma: A review on the embodiment perspective as signaling
    • Authors: Susan Reh; Niels Van Quaquebeke; Steffen R. Giessner
      Pages: 486 - 507
      Abstract: Publication date: August 2017
      Source:The Leadership Quarterly, Volume 28, Issue 4
      Author(s): Susan Reh, Niels Van Quaquebeke, Steffen R. Giessner
      Charismatic leaders have consistently been shown to affect followers' performance, motivation, and satisfaction. Yet, what precisely constitutes charisma still remains somewhat enigmatic. So far, research has mainly focused on leader traits, leader behaviors, or the leader follower-relationship, and the subsequent consequences of each on followers' self-concepts. All of these approaches share the notion that leader charisma depends on an explicit interaction between leader and follower. With the present review paper, we extend extant theorizing by arguing that charisma is additionally informed by embodied signals that flow directly from either the leader or the immediate environment. We introduce the embodiment perspective on human perception and describe its utility for theoretically understanding the charismatic effect. Correspondingly, we review studies that show which concrete embodied cues can support the charismatic effect. Finally, we discuss the variety of new theoretical and practical implications that arise from this research and how they can complement existing approaches to charismatic leadership.

      PubDate: 2017-09-02T19:16:08Z
      DOI: 10.1016/j.leaqua.2017.01.001
       
  • A meta-analytic review and future research agenda of charismatic
           leadership
    • Authors: George C. Banks; Krista N. Engemann; Courtney E. Williams; Janaki Gooty; Kelly Davis McCauley; Melissa R. Medaugh
      Pages: 508 - 529
      Abstract: Publication date: August 2017
      Source:The Leadership Quarterly, Volume 28, Issue 4
      Author(s): George C. Banks, Krista N. Engemann, Courtney E. Williams, Janaki Gooty, Kelly Davis McCauley, Melissa R. Medaugh
      Charismatic leadership is a critical construct that draws much attention from both academic and practitioner literatures. Despite the positive attention received by the charisma construct, some have criticized its conceptualization and measurement. These critiques have, in turn, cast doubt on what we know regarding the antecedents and outcomes of charismatic leadership. In this review, we adopt a recently developed definition of charismatic leadership and then conduct a meta-analysis of its antecedents and objective outcomes. Following an examination of 76 independent studies and 36,031 individuals, results indicate that the Big Five traits and cognitive ability vary in their association with charismatic leadership. Other findings show that dimensions of charismatic leadership predict outcomes of interest, such as supervisor-rated task performance, supervisor-rated citizenship behaviors, and group or organization performance. Several shortcomings are identified, however, in testing theoretical and methodological moderating variables. The present research ultimately provides a roadmap for new frontiers in theoretical, measurement and empirical work on charismatic leadership.

      PubDate: 2017-09-02T19:16:08Z
      DOI: 10.1016/j.leaqua.2016.12.003
       
  • Dying for charisma: Leaders' inspirational appeal increases post-mortem
    • Authors: Niklas K. Steffens; Kim Peters; S. Alexander Haslam; Rolf van Dick
      Pages: 530 - 542
      Abstract: Publication date: August 2017
      Source:The Leadership Quarterly, Volume 28, Issue 4
      Author(s): Niklas K. Steffens, Kim Peters, S. Alexander Haslam, Rolf van Dick
      In the present research, we shed light on the nature and origins of charisma by examining changes in a person's perceived charisma that follow their death. We propose that death is an event that will strengthen the connection between the leader and the group they belong to, which in turn will increase perceptions of leaders' charisma. In Study 1, results from an experimental study show that a scientist who is believed to be dead is regarded as more charismatic than the same scientist believed to be alive. Moreover, this effect was accounted for by people's perceptions that the dead scientist's fate is more strongly connected with the fate of the groups that they represent. In Study 2, a large-scale archival analysis of Heads of States who died in office in the 21st century shows that the proportion of published news items about Heads of State that include references to charisma increases significantly after their death. These results suggest that charisma is, at least in part, a social inference that increases after death. Moreover, they suggest that social influence and inspiration can be understood as products of people's capacity to embody valued social groups.

      PubDate: 2017-09-02T19:16:08Z
      DOI: 10.1016/j.leaqua.2016.09.001
       
  • Boas Shamir: The person, his impact and legacy
    • Authors: Galit Eilam-Shamir; Ronit Kark; Micha Popper
      Pages: 563 - 577
      Abstract: Publication date: August 2017
      Source:The Leadership Quarterly, Volume 28, Issue 4
      Author(s): Galit Eilam-Shamir, Ronit Kark, Micha Popper
      This article is divided into three parts. In the first part, Galit, Boas's spouse, chronologically reviews the five periods of Boas's professional life—describing what is special to each period and what connects them—while relating to the centrality of values and the secret of charisma according to Boas Shamir. In the second part, Ronit, Boas's colleague, and his first doctoral student, relates to his role as mentor and presents the unique and novel theoretical perspectives that Boas developed concerning the identities of leaders and followers, and how they interact within the charismatic relationship. In the third part, Micha, Boas's friend and colleague, analyzes the relationship between Boas's personal history, the psycho-historical background in which he grew up, and the origins and uniqueness of his oeuvre.

      PubDate: 2017-09-02T19:16:08Z
      DOI: 10.1016/j.leaqua.2016.03.004
       
  • In learning mode? The role of mindsets in derailing and enabling
           experiential leadership development
    • Authors: Peter A. Heslin; Lauren A. Keating
      Pages: 367 - 384
      Abstract: Publication date: June 2017
      Source:The Leadership Quarterly, Volume 28, Issue 3
      Author(s): Peter A. Heslin, Lauren A. Keating
      In comparison to the vast literature on leadership theories, concepts, and behaviors, relatively less is known about why leaders often learn little from their leadership experiences, as well as how to support them in doing so. We propose that leaders learn more from their challenging leadership experiences when they are in learning mode, defined as intentionally framing and pursuing each element of the experiential learning process with more of a growth than a fixed mindset. We describe how the extent to which leaders are in learning mode stems from salient mindset cues and guides whether they work through the experiential learning process with a predominantly self-improvement or self-enhancement motive. We theorize about several other likely mediators and moderators of when being in learning mode will manifest in experiential leadership development. Practical implications at the micro, meso, and macro levels, as well as within management education are outlined.

      PubDate: 2017-06-11T20:53:14Z
      DOI: 10.1016/j.leaqua.2016.10.010
       
  • Complementary person-supervisor fit: An investigation of supplies-values
           (S-V) fit, leader-member exchange (LMX) and work outcomes
    • Authors: Anders Friis Marstand; Robin Martin; Olga Epitropaki
      Pages: 418 - 437
      Abstract: Publication date: June 2017
      Source:The Leadership Quarterly, Volume 28, Issue 3
      Author(s): Anders Friis Marstand, Robin Martin, Olga Epitropaki
      By applying the supplies-values (S-V) fit approach from the complementary person-environment (P-E) fit literature to the leader-employee perspective, and drawing upon social exchange theory, we examine how fulfillment of different work values is related to Leader-Member Exchange (LMX) and work outcomes. First, polynomial regression analyses combined with response surface analysis of data collected at two time points (N =316) showed that LMX (Time 2) was higher the more the leader fulfills the employee's work values (Time 1). Second, LMX (Time 2) was higher when leader supplies (Time 1) and employee work values (Time 1) were both high than when both were low. Third, analyses of data from a sub-sample of matched leader-employee dyads (N =140), showed that LMX (Time 2) played a mediating role on the relation between S-V fit (Time 1) and work outcomes (Time 2). Specifically, we found eight out of 10 relationships between S-V fit (Time 1) and leader-rated task performance and OCB (Time 2) to be fully mediated by LMX (Time 2). LMX (Time 2) partially mediated the relation between S-V fit (Time 1) and job satisfaction (Time 2) as only two out of five relationships were fully mediated.

      PubDate: 2017-06-11T20:53:14Z
      DOI: 10.1016/j.leaqua.2016.10.008
       
  • Idiosyncratic deals and individual effectiveness: The moderating role of
           leader-member exchange differentiation
    • Authors: Chenwei Liao; Sandy J. Wayne; Robert C. Liden; Jeremy D. Meuser
      Pages: 438 - 450
      Abstract: Publication date: June 2017
      Source:The Leadership Quarterly, Volume 28, Issue 3
      Author(s): Chenwei Liao, Sandy J. Wayne, Robert C. Liden, Jeremy D. Meuser
      Extending prior research on idiosyncratic deals (i-deals), in the current study we examine the functioning of i-deals in the context of leader-member exchange (LMX) differentiation. To that end, we integrate justice, social exchange, and social comparison theories and hypothesize that employee perceptions of their managers' procedural fairness and LMX quality partially mediate (in sequence) the positive relationship between i-deals and individual effectiveness, including job satisfaction, in-role performance, and helping behavior. Furthermore, we propose that LMX differentiation moderates this mediated relationship, such that the mediation effect becomes stronger when LMX differentiation within the group is greater. Data from a U.S. sample of 961 employees and their managers in 71 restaurants supported our hypothesized model. Results shed light on managerial practices regarding how to gain positive effects from i-deals by considering the influence of LMX differentiation.

      PubDate: 2017-06-11T20:53:14Z
      DOI: 10.1016/j.leaqua.2016.10.014
       
  • Erratum to “Effects of relational schema congruence on leader-member
           exchange” The Leadership Quarterly 28/2 (2017) 268–284
    • Authors: Chou-Yu Tsai; Shelley D. Dionne; An-Chih Wang; Seth M. Spain; Francis J. Yammarino; Bor-Shiuan Cheng
      First page: 469
      Abstract: Publication date: June 2017
      Source:The Leadership Quarterly, Volume 28, Issue 3
      Author(s): Chou-Yu Tsai, Shelley D. Dionne, An-Chih Wang, Seth M. Spain, Francis J. Yammarino, Bor-Shiuan Cheng


      PubDate: 2017-06-11T20:53:14Z
      DOI: 10.1016/j.leaqua.2017.05.004
       
  • When managers become leaders: The role of manager network centralities,
           social power, and followers' perception of leadership
    • Authors: Chia-Yen (Chad) Chiu; Prasad Balkundi; Frankie Jason Weinberg
      Pages: 334 - 348
      Abstract: Publication date: April 2017
      Source:The Leadership Quarterly, Volume 28, Issue 2
      Author(s): Chia-Yen (Chad) Chiu, Prasad Balkundi, Frankie Jason Weinberg
      We explore how formal managers' centralities in both positive and negative networks predict followers' perceptions of their leadership. By incorporating social networks and social ledger theory with implicit leadership theories (ILTs), we hypothesize that formally assigned group leaders (managers) who have more positive advice ties and fewer negative avoidance ties are more likely to be recognized as leaders by their followers. Further, we posit that managers' informal networks bring them greater social power, an important attribute differentiating leaders from non-leaders. We conducted two survey-based studies in student and field teams to test the hypotheses. Based on nested data in both studies, we found support for our hypotheses. These results remain robust across the two studies even though they used different designs (cross-sectional versus longitudinal), different samples (field versus students) across different countries (United States versus India), and a host of control variables at both the leader and follower levels. We find that managers who are central in the advice network are socially powerful and are seen as leaders by individual followers. In contrast, managers who are avoided by followers lack informal social power are not seen as leaders. We conclude by discussing the theoretical and practical implications of our findings and the ways in which our theory and results extend ILTs and social network theory.

      PubDate: 2017-03-20T19:28:02Z
      DOI: 10.1016/j.leaqua.2016.05.004
       
  • A moderated mediation model of the relationship between abusive
           supervision and knowledge sharing
    • Authors: Soojin Lee; Seckyoung Loretta Kim; Seokhwa Yun
      Abstract: Publication date: Available online 12 September 2017
      Source:The Leadership Quarterly
      Author(s): Soojin Lee, Seckyoung Loretta Kim, Seokhwa Yun
      This study uses the conservation of resources theory to examine the influence of a leader's destructive behaviors by investigating how emotional exhaustion resulting from abusive supervision affects employees' knowledge-sharing behaviors. Using a moderated mediation framework, this study suggests that organizational justice moderates the positive relationship between abusive supervision and employees' emotional exhaustion and attenuates the negative indirect effect of abusive supervision on employees' knowledge-sharing behaviors. The results of this study, drawn from a sample of 202 dyads comprising full-time employees and their immediate supervisors, support most of its hypotheses. The implications and limitations of the study, as well as directions for future research, are discussed.

      PubDate: 2017-09-14T13:27:27Z
      DOI: 10.1016/j.leaqua.2017.09.001
       
  • Investor response to appointment of female CEOs and CFOs
    • Authors: Eline Brinkhuis; Bert Scholtens
      Abstract: Publication date: Available online 1 September 2017
      Source:The Leadership Quarterly
      Author(s): Eline Brinkhuis, Bert Scholtens
      We study the impact of appointing women to top executive positions from an investor perspective. We analyze whether shareholders value announcement of appointment of women to top positions differently than they do appointment of men. This study uses an international sample of 100 announcements of top executive appointments of women who replace men and investigates how shareholders respond to such appointments. This research combines an event study with a matched pair analysis to compare the response from investors regarding appointment of female versus male CEOs and CFOs. We establish that investors do not seem to value appointment of women significantly differently from that of men. This finding suggests that, from the investor perspective, there appears to be no business case for a particular gender when it comes to appointing a CEO or CFO.

      PubDate: 2017-09-02T19:16:08Z
      DOI: 10.1016/j.leaqua.2017.08.002
       
  • Capturing hearts and minds: The influence of relational identification
           with the leader on followers' mobilization and cardiovascular reactivity
    • Authors: Matthew J. Slater; Martin J. Turner; Andrew L. Evans; Marc V. Jones
      Abstract: Publication date: Available online 26 August 2017
      Source:The Leadership Quarterly
      Author(s): Matthew J. Slater, Martin J. Turner, Andrew L. Evans, Marc V. Jones
      The influence of relational identification (RI) on leadership processes and the effects of social identity leadership on followers' responses to stress have received scant theoretical and research attention. The present research advances theoretical understanding by testing the assertion that high RI with the leader drives follower mobilization of effort and psychophysiological responses to stress. Two experimental scenario studies (Study 1 and Study 2) support the hypothesis that being led by an individual with whom followers perceive high RI increases follower intentional mobilization. Study 2 additionally showed that high (vs. low) RI increases follower resource appraisals and cognitive task performance. A laboratory experiment (Study 3) assessing cardiovascular (CV) reactivity showed that, compared to neutral (i.e., non-affiliated) leadership, being led by an individual with whom participants felt low RI elicited a maladaptive (i.e., threat) response to a pressurized task. In addition, relative to the low RI and neutral conditions, high RI with the leader did not engender greater challenge or threat reactivity. In conclusion, advancing social identity leadership and challenge and threat theory, findings suggest that leaders should be mindful of the deleterious effects (i.e., reduced mobilization and greater threat state) of low RI to optimize follower mobilization of effort and psychophysiological responses to stress.

      PubDate: 2017-09-02T19:16:08Z
      DOI: 10.1016/j.leaqua.2017.08.003
       
  • Inside front cover - Editorial Board
    • Abstract: Publication date: August 2017
      Source:The Leadership Quarterly, Volume 28, Issue 4


      PubDate: 2017-09-02T19:16:08Z
       
  • Call for papers - Economics and Leadership
    • Abstract: Publication date: August 2017
      Source:The Leadership Quarterly, Volume 28, Issue 4


      PubDate: 2017-09-02T19:16:08Z
       
  • Call for papers - Evolution and Biology of Leadership: A New Synthesis
    • Abstract: Publication date: August 2017
      Source:The Leadership Quarterly, Volume 28, Issue 4


      PubDate: 2017-09-02T19:16:08Z
       
  • Call for papers Yearly review
    • Abstract: Publication date: August 2017
      Source:The Leadership Quarterly, Volume 28, Issue 4


      PubDate: 2017-09-02T19:16:08Z
       
  • Reflections on leadership, authority, and lessons learned
    • Authors: Boas Shamir; Galit Eilam-Shamir
      Abstract: Publication date: Available online 29 June 2017
      Source:The Leadership Quarterly
      Author(s): Boas Shamir, Galit Eilam-Shamir


      PubDate: 2017-07-03T07:18:33Z
      DOI: 10.1016/j.leaqua.2017.06.004
       
  • Charisma: New frontiers
    • Authors: John Antonakis; William L. Gardner
      Abstract: Publication date: Available online 28 June 2017
      Source:The Leadership Quarterly
      Author(s): John Antonakis, William L. Gardner


      PubDate: 2017-07-03T07:18:33Z
      DOI: 10.1016/j.leaqua.2017.06.003
       
  • The gender composition of corporate boards: A review and research agenda
    • Authors: Anja Kirsch
      Abstract: Publication date: Available online 20 June 2017
      Source:The Leadership Quarterly
      Author(s): Anja Kirsch
      In recent years, the composition of boards and, particularly, the inclusion of women on boards has attracted significant scholarly interest and public debate. In this article, I comprehensively review the academic literature on board gender composition. Using the systematic review method, I ask whether women directors really are different from men on boards, what factors shape board gender composition, how board gender composition affects organizational outcomes, and finally, why board gender quotas and other forms of regulation are introduced and what outcomes can be expected. Based on my findings, I develop a conceptual framework that clarifies the causal processes underlying both women's access to boards and the effects of women's presence on boards. Finally, I offer a research agenda designed to enrich our understanding of board gender composition.

      PubDate: 2017-06-21T21:04:28Z
      DOI: 10.1016/j.leaqua.2017.06.001
       
  • Seeing eye to eye: A meta-analysis of self-other agreement of leadership
    • Authors: Angela Lee; Nichelle C. Carpenter
      Abstract: Publication date: Available online 20 June 2017
      Source:The Leadership Quarterly
      Author(s): Angela Lee, Nichelle C. Carpenter
      The agreement between a leader's self-rating of leadership and ratings from the leader's subordinates, peers, and superiors (i.e., self-other agreement) is critical to understanding leadership, but questions remain regarding the extent to which leaders are aware of their behaviors. This meta-analysis investigates whether leader-observer agreement is influenced by type of observer and type of leadership. First, we examined the convergence (i.e., correlation) between leader- and observer-ratings along several dimensions of leadership (e.g., initiating structure, consideration, contingent reward, and transformational leadership). Our results indicated that leader-observer correlations were generally moderate and of similar magnitudes for task- and relation-oriented behaviors (with the exception of a strong correlation for contingent reward). Next, we compared leaders' and observers' mean-level ratings (i.e., Cohen's d), and found that leaders generally reported lower or similar levels of task-oriented behaviors but higher levels of relation-oriented behaviors. Last, several variables (e.g., sampling method and study purpose) moderated leader-observer convergence. Implications of these findings for research, theory, and practice are discussed.

      PubDate: 2017-06-21T21:04:28Z
      DOI: 10.1016/j.leaqua.2017.06.002
       
  • Authentic leadership and leaders' mental well-being: An experience
           sampling study
    • Authors: Matthias Weiss; Stefan Razinskas; Julia Backmann; Martin Hoegl
      Abstract: Publication date: Available online 17 June 2017
      Source:The Leadership Quarterly
      Author(s): Matthias Weiss, Stefan Razinskas, Julia Backmann, Martin Hoegl
      Research on authentic leadership has yielded important insights about its effects on subordinates. However, its consequences for the leaders themselves remain largely unexamined. This is problematic, as organizations require their leaders to provide guidance and leaders' mental well-being is a prerequisite for this. Drawing on the theories of ego-depletion and authentic leadership, we investigate the role of authentic leadership in predicting leaders' mental well-being. In an experience sampling study, we apply hierarchical linear modeling to analyze 396 observations from 44 executives. Our multilevel moderated mediation analyses reveal that authentic leadership reduces leaders' stress and increases their work engagement and that these effects are mediated by leader mental depletion. Moreover, we show that the indirect effects are contingent on the extent to which leaders interact with their subordinates: authentic leaders deplete less with increasing follower interaction, while inauthentic leaders deplete less with decreasing follower interaction.

      PubDate: 2017-06-21T21:04:28Z
      DOI: 10.1016/j.leaqua.2017.05.007
       
  • Saying sorry: Ethical leadership and the act of public apology
    • Authors: Sanderijn Cels
      Abstract: Publication date: Available online 16 June 2017
      Source:The Leadership Quarterly
      Author(s): Sanderijn Cels
      How do top representatives exercise ethical leadership in the context of public apologies? This paper examines public apologies made by corporate and government leaders for organizational wrongdoing. Conducting qualitative case-research, our deductive inquiry demonstrates that ethical leadership strategies that have been formulated for organizational contexts are utilized in the public arena and adapted to meet the particular demands of this context. We also inductively derive four aggregate strategies that leaders employ: “articulating values in relation to past and future”; “defining the wrongdoing”; “constructing moral communities” and “differentiating responsibilities”. We discuss the findings vis-à-vis the body of literature on ethical leadership, and identify some thorny ethical issues for further investigation.

      PubDate: 2017-06-16T21:00:50Z
      DOI: 10.1016/j.leaqua.2017.04.001
       
  • The servant leadership advantage: When perceiving low differentiation in
           leader-member relationship quality influences team cohesion, team task
           performance and service OCB
    • Authors: Myriam Chiniara; Kathleen Bentein
      Abstract: Publication date: Available online 9 June 2017
      Source:The Leadership Quarterly
      Author(s): Myriam Chiniara, Kathleen Bentein
      How does servant leaders' unique ability to place each follower's needs above their own influence relationships between followers and impact their collective performance? In a study that integrates principles of servant leadership with the social comparison theoretical framework, we tested a group-level model to examine how servant leadership induces low perceived differentiation in leader-member relationship quality (perceived LMX differentiation) within a group, which strengthens team cohesion and in turn positively influences team task performance and service-oriented organizational citizenship behaviors (service OCB). Our sample comprised 229 employees nested in 67 work teams. Structural equation modeling results indicate that servant leadership significantly predicts low perceived LMX differentiation; perceived LMX differentiation is strongly related to team cohesion such that the lower the perceived differentiation, the stronger the team's cohesiveness. And, team cohesion is also strongly related to both the team's task performance and service OCB. Perceived LMX differentiation and team cohesion mediate the effect of servant leadership on both team task performance and service OCB.

      PubDate: 2017-06-11T20:53:14Z
      DOI: 10.1016/j.leaqua.2017.05.002
       
  • Inside front cover - Editorial Board
    • Abstract: Publication date: June 2017
      Source:The Leadership Quarterly, Volume 28, Issue 3


      PubDate: 2017-06-11T20:53:14Z
       
  • Call for papers - Economics and Leadership
    • Abstract: Publication date: June 2017
      Source:The Leadership Quarterly, Volume 28, Issue 3


      PubDate: 2017-06-11T20:53:14Z
       
  • Call for papers - Evolution and Biology of Leadership: A New Synthesis
    • Abstract: Publication date: June 2017
      Source:The Leadership Quarterly, Volume 28, Issue 3


      PubDate: 2017-06-11T20:53:14Z
       
  • Authentic leadership extends beyond work: A multilevel model of
           work-family conflict and enrichment
    • Authors: Susanne Braun; Karolina W.A.M. Nieberle
      Abstract: Publication date: Available online 30 May 2017
      Source:The Leadership Quarterly
      Author(s): Susanne Braun, Karolina W.A.M. Nieberle
      Drawing on the work-home resources model, we develop a multilevel framework of individual and team perceptions of authentic leadership in relation to followers' work-family conflict (WFC) and enrichment (WFE). Our model suggests that authentic leadership buffers followers' WFC and drives their WFE. In addition, leaders' WFC and WFE are examined as moderators to test the boundary conditions of these relationships. We collected data from 33 leaders and 128 followers at two points of measurement and analyzed them with hierarchical linear modeling. At the individual level, authentic leadership related negatively to WFC and positively to WFE. At the team level, authentic leadership related positively to WFE, but not to WFC. Cross-level interactions indicated that leaders' WFC strengthens the relationship between authentic leadership and followers' WFC. These findings contribute to the theoretical understanding of authentic leadership as a resource at multiple levels in organizations and demonstrate its outcomes beyond work.

      PubDate: 2017-06-02T16:48:55Z
      DOI: 10.1016/j.leaqua.2017.04.003
       
  • Charisma as signal: An evolutionary perspective on charismatic leadership
    • Authors: Allen Grabo; Brian Spisak; Mark van Vugt
      Abstract: Publication date: Available online 30 May 2017
      Source:The Leadership Quarterly
      Author(s): Allen Grabo, Brian Spisak, Mark van Vugt
      We present an evolutionary perspective on charismatic leadership, arguing that charisma has evolved as a credible signal of a person's ability to solve a coordination challenge requiring urgent collective action from group members. We suggest that a better understanding of charisma's evolutionary and biological origins and functions can provide a broader perspective in which to situate current debates surrounding the utility and validity of charismatic leadership as a construct in the social sciences. We outline several key challenges which have shaped our followership psychology, and argue that the benefits of successful coordination in ancestral environments has led to the evolution of context-dependent psychological mechanisms which are especially attuned to cues and signals of outstanding personal leadership qualities. We elaborate on several implications of this signaling hypothesis of charismatic leadership, including opportunities for deception (dishonest signaling) and for large-scale coordination.

      PubDate: 2017-06-02T16:48:55Z
      DOI: 10.1016/j.leaqua.2017.05.001
       
  • Solving the crisis: When agency is the preferred leadership for
           implementing change
    • Authors: Clara Kulich; Vincenzo Iacoviello Fabio Lorenzi-Cioldi
      Abstract: Publication date: Available online 27 May 2017
      Source:The Leadership Quarterly
      Author(s): Clara Kulich, Vincenzo Iacoviello, Fabio Lorenzi-Cioldi
      Glass-cliff research shows that female leaders are preferentially selected in a crisis to signal change and not for their leadership qualifications. In parallel, the management literature urges for agentic “masculine” leadership to turn around organizations in crisis. We hypothesized that, regardless of their gender, agentic leaders should be preferred to communal leaders if leadership qualifications and actual change potential motivate leader selection. Three experimental studies demonstrated that agentic (vs. communal) candidates were perceived to match poorly-performing (vs. strongly-performing) companies. This effect was accounted for by perceptions of agentic candidates' higher suitability, higher task-orientation (versus person-orientation), and higher change potential. We discuss that women face ambiguity as to why they become leaders in crisis contexts: because they are perceived as signaling change, stereotypically linked to their gender, or for their perceived agentic qualities as leaders. In contrast, men become crisis leaders due to their perceived agentic change potential.

      PubDate: 2017-05-28T14:58:49Z
       
  • Ethical leadership and employee knowledge sharing: Exploring
           dual-mediation paths
    • Authors: Yuen Lam Bavik; Pok Man Tang; Ruodan Shao; Long Wai Lam
      Abstract: Publication date: Available online 25 May 2017
      Source:The Leadership Quarterly
      Author(s): Yuen Lam Bavik, Pok Man Tang, Ruodan Shao, Long Wai Lam
      Drawing on social learning and self-determination theories, this study investigates the mediating effects of controlled motivation for knowledge sharing and moral identity in the relationship between ethical leadership and employee knowledge sharing. We conducted a field study with 337 full-time employees to test our hypotheses. Results supported the mediating effects of both controlled motivation and moral identity in accounting for the relationship between ethical leadership and employee knowledge sharing. Our study is among the first to examine whether and why ethical leadership predicts employee knowledge sharing. Theoretical and practical implications are discussed.

      PubDate: 2017-05-28T14:58:49Z
      DOI: 10.1016/j.leaqua.2017.05.006
       
  • Learning from stories of leadership: How reading about personalized and
           socialized politicians impacts performance on an ethical decision-making
           simulation
    • Authors: Logan L. Watts; Alisha M. Ness; Logan M. Steele; Michael D. Mumford
      Abstract: Publication date: Available online 2 May 2017
      Source:The Leadership Quarterly
      Author(s): Logan L. Watts, Alisha M. Ness, Logan M. Steele, Michael D. Mumford
      Stories about notable, 20th-century politicians were investigated as a means by which reading stories of leadership influences subsequent ethical decision-making performance. Undergraduates read four short stories in which charismatic politicians exhibited a personalized, socialized, or neutral power orientation, followed by responding to four ethical dilemmas in the marketing domain—a distant transfer task. Results indicated that reading stories featuring personalized protagonists inhibited subsequent ethical decision-making processes. However, intensity of narrative processing, personal identification with the protagonist, and presence or absence of an ethical salience probe moderated these effects. Implications are discussed regarding the use of stories as a tool for ethical development and the importance of managing stories of leadership circulated throughout organizations and society.

      PubDate: 2017-05-07T21:12:48Z
      DOI: 10.1016/j.leaqua.2017.04.004
       
  • Charismatic rhetoric, integrative complexity and the U.S. Presidency: An
           analysis of the State of the Union Address (SOTU) from George Washington
           to Barack Obama
    • Authors: Ben Wasike
      Abstract: Publication date: Available online 20 April 2017
      Source:The Leadership Quarterly
      Author(s): Ben Wasike
      This study advances Thoemmes and Conway's seminal work on integrative complexity (IC) of U.S. presidents by examining the relationship between IC and charisma in the State of the Union address. I examined a census of SOTU addresses given from George Washington to Barack Obama using Boas Shamir's self-concept based motivational charisma construct. IC and charisma were positively related for presidents in the first terms in office; however, this relation only held for presidents who eventually won reelection. Data also confirmed a positive correlation between charisma and the likelihood of reelection. I describe various trends in the data with respect to charisma and IC for time in office. Overall findings that using IC in leadership studies may be a worthwhile endeavor, as is measuring charisma by computer given that this measure correlated reasonably well with measures of charisma derived from other sources.

      PubDate: 2017-04-25T13:07:10Z
      DOI: 10.1016/j.leaqua.2017.04.002
       
  • Top management team faultlines and firm performance: Examining the CEO-TMT
           interface
    • Authors: Dimitrios Georgakakis; Peder Greve; Winfried Ruigrok
      Abstract: Publication date: Available online 6 April 2017
      Source:The Leadership Quarterly
      Author(s): Dimitrios Georgakakis, Peder Greve, Winfried Ruigrok
      Prior research indicates that the relationship between top management team (TMT) faultlines and firm performance is equivocal. We shed new light on this topic by highlighting the moderating role of the CEO–TMT interface. Analyzing data from large international firms over the period 2005–2009 (347 firm-year combinations), we find that the performance effect of knowledge-based TMT faultlines is significantly altered when the leader of the TMT (i.e., the CEO): (a) socio-demographically resembles incumbent executives, (b) possesses a diverse career background, and (c) shares common socialization experience with other TMT members. Overall, our research reveals that different dimensions of the CEO-TMT interface play a pivotal role in determining the performance effects of knowledge-based TMT subgroups. Implications for upper echelons theory, team diversity, and strategic leadership research are discussed.

      PubDate: 2017-04-11T14:58:48Z
      DOI: 10.1016/j.leaqua.2017.03.004
       
  • Working with creative leaders: Exploring the relationship between
           supervisors' and subordinates' creativity
    • Authors: Gamze Koseoglu; Yi Liu; Christina E. Shalley
      Abstract: Publication date: Available online 16 March 2017
      Source:The Leadership Quarterly
      Author(s): Gamze Koseoglu, Yi Liu, Christina E. Shalley
      We propose that supervisors' own level of creativity is a core component of effective leadership that can be associated with subordinates' self-concept and creativity. Specifically, drawing on the identity theory framework, and role identity theory in particular, we argue that subordinates' creative role identity is an important underlying mechanism in the relationship between supervisors' level of creativity and their subordinates' creativity. Using a sample of 443 employees working with 44 supervisors in an IT firm, we hypothesized and found support for a moderated mediation model. There was a positive indirect relationship between supervisors' creativity and their subordinates' creativity via the subordinates' creative role identity, and this indirect relationship was stronger when employees perceived higher levels of organizational support for creativity.

      PubDate: 2017-03-20T19:28:02Z
      DOI: 10.1016/j.leaqua.2017.03.002
       
  • Perceptions of charisma from thin slices of behavior predict leadership
           prototypicality judgments
    • Authors: Konstantin O. Tskhay; Rebecca Zhu; Nicholas O. Rule
      Abstract: Publication date: Available online 13 March 2017
      Source:The Leadership Quarterly
      Author(s): Konstantin O. Tskhay, Rebecca Zhu, Nicholas O. Rule
      Signaling theory suggests that people use cues transmitted by leaders to form impressions of charisma but the validity of these impressions remains unexplored. Here, we examined whether perceptions of charisma from thin slices of nonverbal behavior relate to inferences based on more information. We tested whether ratings of charisma from 5-, 15-, and 30-s clips (with no audio) of speakers delivering a message predicted evaluations of vision articulation and leadership prototypicality made from 60-s multimedia clips (with audio). The results indicated that thin-slice charisma judgments predicted the criterion scores for leadership prototypicality but not vision articulation from all of the 5-, 15-, and 30-s silent clips. The current data therefore suggest that thin slices of charisma can be valid indicators of leadership.

      PubDate: 2017-03-16T04:50:55Z
      DOI: 10.1016/j.leaqua.2017.03.003
       
  • Dynamic viewpoints on implicit leadership and followership theories:
           Approaches, findings, and future directions
    • Authors: Roseanne J. Foti; Tiffany Keller Hansbrough; Olga Epitropaki; Patrick T. Coyle
      Abstract: Publication date: Available online 13 March 2017
      Source:The Leadership Quarterly
      Author(s): Roseanne J. Foti, Tiffany Keller Hansbrough, Olga Epitropaki, Patrick T. Coyle


      PubDate: 2017-03-16T04:50:55Z
      DOI: 10.1016/j.leaqua.2017.02.004
       
  • Performance feedback, power retention, and the gender gap in leadership
    • Authors: Julia B. Bear; Lily Cushenbery; Manuel London; Gary D. Sherman
      Abstract: Publication date: Available online 27 February 2017
      Source:The Leadership Quarterly
      Author(s): Julia B. Bear, Lily Cushenbery, Manuel London, Gary D. Sherman
      We propose that performance feedback can be a power retention mechanism that puts women at a relative disadvantage and contributes to the lack of women in leadership positions. Feedback is an evaluative process, with the (typically higher-power) source often having considerable discretion and means to deliver feedback and the feedback recipient often being at the mercy of the will of the source. The feedback process, therefore, has a built-in power component that preserves and amplifies existing power differences in organizations (e.g., differences in organizational authority and rank) and disproportionately harms women's leadership development. We develop a theoretical model concerning how power retention conditions (e.g., when giving feedback advances the source's personal status goals) lead to power retention mechanisms in the feedback process, such as patronizing feedback, particularly for female recipients. We discuss how gender moderates feedback delivery and reactions to feedback, which influence the persistent gender gap in leadership, subsequently reinforcing the power retention conditions. We conclude by discussing areas for future research, potential power equalization forces, and practical suggestions for how organizations can change this cycle.

      PubDate: 2017-03-03T12:45:58Z
      DOI: 10.1016/j.leaqua.2017.02.003
       
  • How leader humility helps teams to be humbler, psychologically stronger,
           and more effective: A moderated mediation model
    • Authors: Arménio Rego; Bradley Owens; Susana Leal; Ana Melo; Miguel Pina e Cunha; Lurdes Gonçalves; Paula Ribeiro
      Abstract: Publication date: Available online 14 February 2017
      Source:The Leadership Quarterly
      Author(s): Arménio Rego, Bradley Owens, Susana Leal, Ana Melo, Miguel Pina e Cunha, Lurdes Gonçalves, Paula Ribeiro
      We hypothesize that (a) the level of humility expressed by leaders predicts team performance through, serially, team humility and team PsyCap, and (b) the strength (i.e., consensus within the team) of the leader humility, team humility and team PsyCap moderates the paths of that hypothesized model. A sample comprising 82 teams (82 leaders; 332 team members) was collected. Team members reported leader humility, team humility and team PsyCap. Leaders reported team performance. To handle the risks of common method bias, each mediating path of the hypothesized model is based on data from two different subsamples within each team. Our model's most novel theoretical contribution is the (moderated mediated) connection between leader humility, collective humility, and team PsyCap, and this was consistently supported in our data. Our inconsistent findings dealing with the relationship between team PsyCap and performance is well established in the literature and our results in both sub-samples were in the theorized direction. The study contributes to understand why, how and when humble leaders are more effective.

      PubDate: 2017-02-17T09:08:45Z
      DOI: 10.1016/j.leaqua.2017.02.002
       
  • Supervisor's HEXACO personality traits and subordinate perceptions of
           abusive supervision
    • Authors: Kimberley Breevaart; Reinout E. de Vries
      Abstract: Publication date: Available online 13 February 2017
      Source:The Leadership Quarterly
      Author(s): Kimberley Breevaart, Reinout E. de Vries
      Abusive supervision is detrimental to both subordinates and organizations. Knowledge about individual differences in personality related to abusive supervision may improve personnel selection and potentially reduce the harmful effects of this type of leadership. Using the HEXACO personality framework, we hypothesized that subordinates perceive leaders high on Agreeableness and Honesty-Humility as less abusive. In a sample of 107 unique supervisor-subordinate dyads that filled out the online questionnaire, we found that both Agreeableness and Honesty-Humility were negatively related to subordinate perceptions of abusive supervision. Our findings contribute to our understanding of the origins of abusive supervision and hopefully stimulate future research on supervisor personality and abusive supervision.

      PubDate: 2017-02-17T09:08:45Z
      DOI: 10.1016/j.leaqua.2017.02.001
       
  • Incorporating temporality into implicit leadership and followership
           theories: Exploring inconsistencies between time-based expectations and
           actual behaviors
    • Authors: Kent K. Alipour; Susan Mohammed; Patricia N. Martinez
      Abstract: Publication date: Available online 19 January 2017
      Source:The Leadership Quarterly
      Author(s): Kent K. Alipour, Susan Mohammed, Patricia N. Martinez
      Given that time is such a critical contextual variable in organizations and effectiveness indicators rarely exclude timeliness, we argue that temporal individual differences are an unfortunate omission from implicit leadership theories (ILTs) and implicit followership theories (IFTs). Both implicit theories and time-based individual differences are commonly undiscussed, but their subtle effects can manifest explicitly in behaviors and consequences that have real implications for leaders and followers in organizations. Therefore, in this conceptual paper, we draw attention to time patience (the extent to which individuals are unconcerned with or unfocused on deadlines and the passage of time), time perspective (the relative importance of past, present, and future events in ongoing thought processes and decision-making), polychronicity (the preference for multitasking), and pacing style (the manner in which individuals distribute their effort over time in working toward deadlines) as neglected, but research-worthy components of followers' ILTs and leaders' IFTs. By infusing time-related characteristics into leadership research, we not only consider the content and structure of temporal ILTs and IFTs, but also draw attention to potential inconsistency in leaders' temporal IFTs and followers' actual behaviors, as well as followers' temporal ILTs and leaders' actual behaviors. Further, we offer propositions that have prescriptive value in specifying the conditions under which temporal ILT and IFT inconsistency will be more or less detrimental to leader-follower coordination.

      PubDate: 2017-01-23T01:58:21Z
      DOI: 10.1016/j.leaqua.2016.11.006
       
  • The view over one's shoulder: The causes and consequences of leader's envy
           of followers
    • Authors: Dina Leheta; Nikolaos Dimotakis; Jeff Schatten
      Abstract: Publication date: Available online 4 January 2017
      Source:The Leadership Quarterly
      Author(s): Dina Leheta, Nikolaos Dimotakis, Jeff Schatten
      We propose a social comparison-based framework in which leaders' meta-perceptions of power relative to their followers can be a source of envy, which can then lead to varied behaviors. We provide a model summarizing the main points of this framework, and develop propositions discussing how and when these effects operate. We start by discussing why perceived power differentials between leader and follower are expected to cause envy in the leader-follower relationship, and the contingencies that might affect such relationships. We then discuss how the aversive character of envy can provoke different types of action on the part of leaders aimed at reducing or eliminating this emotion. Furthermore, we propose different conditions that can increase the likelihood that the leader would choose one of these courses of action over another. Finally, we end with a discussion of the implications of leader-follower social comparisons and envy for research in the leadership field and for practice.

      PubDate: 2017-01-07T07:52:14Z
      DOI: 10.1016/j.leaqua.2016.12.002
       
 
 
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