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  [3175 journals]
  • Seeing eye to eye: A meta-analysis of self-other agreement of leadership
    • Authors: Angela Lee; Nichelle C. Carpenter
      Pages: 253 - 275
      Abstract: Publication date: April 2018
      Source:The Leadership Quarterly, Volume 29, Issue 2
      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: 2018-04-15T16:15:57Z
      DOI: 10.1016/j.leaqua.2017.06.002
  • Learning from stories of leadership: How reading about personalized and
           socialized politicians impacts performance on an ethical decision-making
    • Authors: Logan L. Watts; Alisha M. Ness; Logan M. Steele; Michael D. Mumford
      Pages: 276 - 294
      Abstract: Publication date: April 2018
      Source:The Leadership Quarterly, Volume 29, Issue 2
      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: 2018-04-15T16:15:57Z
      DOI: 10.1016/j.leaqua.2017.04.004
  • Solving the crisis: When agency is the preferred leadership for
           implementing change
    • Authors: Clara Kulich; Vincenzo Iacoviello; Fabio Lorenzi-Cioldi
      Pages: 295 - 308
      Abstract: Publication date: April 2018
      Source:The Leadership Quarterly, Volume 29, Issue 2
      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: 2018-04-15T16:15:57Z
      DOI: 10.1016/j.leaqua.2017.05.003
  • Authentic leadership and leaders' mental well-being: An experience
           sampling study
    • Authors: Matthias Weiss; Stefan Razinskas; Julia Backmann; Martin Hoegl
      Pages: 309 - 321
      Abstract: Publication date: April 2018
      Source:The Leadership Quarterly, Volume 29, Issue 2
      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: 2018-04-15T16:15:57Z
      DOI: 10.1016/j.leaqua.2017.05.007
  • Ethical leadership and employee knowledge sharing: Exploring
           dual-mediation paths
    • Authors: Yuen Lam Bavik; Pok Man Tang; Ruodan Shao; Long Wai Lam
      Pages: 322 - 332
      Abstract: Publication date: April 2018
      Source:The Leadership Quarterly, Volume 29, Issue 2
      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: 2018-04-15T16:15:57Z
      DOI: 10.1016/j.leaqua.2017.05.006
  • 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
      Pages: 333 - 345
      Abstract: Publication date: April 2018
      Source:The Leadership Quarterly, Volume 29, Issue 2
      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: 2018-04-15T16:15:57Z
      DOI: 10.1016/j.leaqua.2017.05.002
  • The gender composition of corporate boards: A review and research agenda
    • Authors: Anja Kirsch
      Pages: 346 - 364
      Abstract: Publication date: April 2018
      Source:The Leadership Quarterly, Volume 29, Issue 2
      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: 2018-04-15T16:15:57Z
      DOI: 10.1016/j.leaqua.2017.06.001
  • Leadership behavior and employee well-being: An integrated review and a
           future research agenda
    • Authors: Ilke Inceoglu; Geoff Thomas; Chris Chu; David Plans; Alexandra Gerbasi
      Pages: 179 - 202
      Abstract: Publication date: February 2018
      Source:The Leadership Quarterly, Volume 29, Issue 1
      Author(s): Ilke Inceoglu, Geoff Thomas, Chris Chu, David Plans, Alexandra Gerbasi
      Leadership behavior has a significant impact on employee behavior, performance and well-being. Extant theory and research on leadership behavior, however, has predominantly focused on employee performance, treating employee well-being (typically measured as job satisfaction) as a secondary outcome variable related to performance, rather than as an important outcome in and of itself. This qualitative state of the science review examines the process by which leadership behavior (i.e., change, relational, task, passive) affects employee well-being. We identify five mediator groupings (social-cognitive, motivational, affective, relational, identification), extend the criterion space for conceptualizing employee well-being (i.e., psychological: hedonic, eudaimonic, negative; and physical), examine the limited evidence for differential processes that underlie the leader behavior-employee well-being relationship and discuss theoretical and methodological problems inherent to the literature. We conclude by proposing a theoretical framework to guide a future research agenda on how, why and when leadership behavior impacts employee well-being.

      PubDate: 2018-04-15T16:15:57Z
      DOI: 10.1016/j.leaqua.2017.12.006
  • Motivational or dispositional' The type of inference shapes the
           effectiveness of leader anger expressions
    • Authors: Bo Shao; Lu Wang; Herman H.M. Tse
      Abstract: Publication date: Available online 7 May 2018
      Source:The Leadership Quarterly
      Author(s): Bo Shao, Lu Wang, Herman H.M. Tse
      Existing leadership research has presented conflicting views on the effects of leader anger expressions. The present research aims to reconcile these findings by proposing that the type of inferences followers make (i.e., motivation-focused inference or trait-focused inference) is a key factor determining the outcomes of leader anger expressions. Through one survey study (Study 1) and two experimental studies (Studies 2 and 3), the present research indicates that the effectiveness of leader anger expressions is associated with the type of inferences followers draw from the anger. In general, we found support for the negative relationship between trait-focused inferences and leader effectiveness, but were unable to properly test the positive relationship between motivation-focused inferences and leader effectiveness due to the lack of appropriate instrumental variables. We also investigated whether followers' implicit theories of personality (i.e., entity versus incremental theory) would moderate the effect of leader anger expressions on the type of inferences made by followers, which in turn shapes leader effectiveness. The results of Study 3 provide evidence of the moderating role of implicit theories of personality. Theoretical contributions and practical implications of the present research are discussed.

      PubDate: 2018-05-15T04:07:27Z
      DOI: 10.1016/j.leaqua.2018.04.002
  • A reconceptualization of authentic leadership: Leader legitimation via
           follower-centered assessment of the moral dimension
    • Authors: Yusuf M. Sidani; W. Glenn Rowe
      Abstract: Publication date: Available online 2 May 2018
      Source:The Leadership Quarterly
      Author(s): Yusuf M. Sidani, W. Glenn Rowe
      We explore some challenges that face authentic leadership scholarship including problems related to how the construct is understood and measured. We present a model of authentic leadership that looks at it, not as a leadership style, but as an outcome of a legitimation process. Authentic leadership represents legitimated follower perceptions of a leader's authenticity which are activated by moral judgments. We explain how a follower-centered assessment of the moral component helps explain leadership dynamics in situations involving ethical relativism, thus alleviating concerns regarding the presumed moral component of the construct. The overlap between leaders' and followers' value systems leads to impressions of authenticity, even in cases in which there are no clear universal moral standards. An authentic person's behavior cannot be labeled as “leadership” unless it is embraced by a follower who grants moral legitimacy to the leader. We then discuss the implications of our study for scholars and practitioners.

      PubDate: 2018-05-15T04:07:27Z
      DOI: 10.1016/j.leaqua.2018.04.005
  • Inequality rules: Resource distribution and the evolution of dominance-
           and prestige-based leadership
    • Authors: Richard Ronay; William W. Maddux; William von Hippel
      Abstract: Publication date: Available online 1 May 2018
      Source:The Leadership Quarterly
      Author(s): Richard Ronay, William W. Maddux, William von Hippel
      Ballooning levels of societal inequality have led to a resurgence of interest in the economic causes and consequences of wealth disparity. What has drawn less attention in the scientific literature is how different levels of resource inequality influence what types of individuals emerge as leaders. In the current paper we take a distal approach to understanding the psychological consequences of inequality and the associated implications for leadership. We describe how the distribution of resources in contrasting animal and small-scale human societies incentivizes dominance-oriented versus prestige-oriented leadership strategies, and we use this framework to tease out a number of implications for modern organizational environments. In particular, we suggest that higher levels of inequality attract and favor dominance-oriented rather than prestige-oriented leaders, and that inequality incentivizes leaders to favor their own self-interest over the interests of the organizations they lead. We describe the features of modern organizations that might facilitate the emergence of dominance-oriented leadership and discuss the downstream consequences for organizations. Finally, we explore the contextual and cultural moderators of inequality's relationship with leader/follower dynamics.

      PubDate: 2018-05-15T04:07:27Z
      DOI: 10.1016/j.leaqua.2018.04.004
  • How leader role identity influences the process of leader emergence: A
           social network analysis
    • Authors: Navio Kwok; Samuel Hanig; Douglas J. Brown; Winny Shen
      Abstract: Publication date: Available online 30 April 2018
      Source:The Leadership Quarterly
      Author(s): Navio Kwok, Samuel Hanig, Douglas J. Brown, Winny Shen
      Contemporary theories on leadership development emphasize the importance of having a leader identity in building leadership skills and functioning effectively as leaders. We build on this approach by unpacking the role leader identity plays in the leader emergence process. Taking the perspective that leadership is a dynamic social process between group members, we propose a social network-based process model whereby leader role identity predicts network centrality (i.e., betweenness and indegree), which then contributes to leader emergence. We test our model using a sample of 88 cadets participating in a leadership development training course. In support of our model, cadets who possess a stronger leader role identity at the beginning of the course were more likely to emerge as leaders. However this relationship was only mediated by one form of network centrality, indegree centrality, reflecting one's ability to build relationships within one's group. Implications for research and practice are discussed.

      PubDate: 2018-05-15T04:07:27Z
      DOI: 10.1016/j.leaqua.2018.04.003
  • Paradox versus dilemma mindset: A theory of how women leaders navigate the
           tensions between agency and communion
    • Authors: Wei Zheng; Ronit Kark; Alyson L. Meister
      Abstract: Publication date: Available online 26 April 2018
      Source:The Leadership Quarterly
      Author(s): Wei Zheng, Ronit Kark, Alyson L. Meister
      A wealth of literature documents that women leaders can face simultaneous and yet conflictual demands for both agency and communion, due to the incongruence of their leader role and gender role demands. However, we still know little about why some women cope with the tensions between agency and communion better than others and what implications are involved. Using a paradox perspective, we develop a theoretical model to explain how women leaders experience and respond to agency-communion tensions, which impacts their intrapersonal and interpersonal outcomes. Specifically, we propose that in response to experiencing tensions fueled by the dual demands for agency and communion, women leaders can adopt a paradox mindset that simultaneously embraces agency and communion, or a dilemma mindset that dichotomizes agency and communion. The paradox mindset helps women leaders build psychological resilience, identity coexistence, and leadership effectiveness, whereas those who adopt a dilemma mindset experience depleted resilience, identity separation, and lowered leadership effectiveness. Further, our model highlights individual, interpersonal, and organizational conditions that shape women's experience and stimulate a paradox mindset versus a dilemma mindset. We conclude by discussing theoretical and practical implications of our model.

      PubDate: 2018-05-15T04:07:27Z
      DOI: 10.1016/j.leaqua.2018.04.001
  • The queen bee: A myth' The effect of top-level female leadership on
           subordinate females
    • Authors: Paulo Roberto Arvate; Gisele Walczak Galilea; Isabela Todescat
      Abstract: Publication date: Available online 12 April 2018
      Source:The Leadership Quarterly
      Author(s): Paulo Roberto Arvate, Gisele Walczak Galilea, Isabela Todescat
      We investigate the effect of female leadership on gender differences in public and private organizations. Female leadership was constructed using a quasi-experiment involving mayoral elections, and our research used a sample of 8.3 million organizations distributed over 5600 Brazilian municipalities. Our main results show that when municipalities in which a woman was elected leader (treatment group) are compared with municipalities in which a male was elected leader (control group) there was an increase in the number of top and middle managers in public organizations. Two aspects contribute to the results: time and command/role model. The time effect is important because our results are obtained with reelected women – in their second term – and the command/role model (the queen bee phenomenon is either small, or non-existent) is important because of the institutional characteristics of public organizations: female leaders (mayor) have much asymmetrical power and decision-making discretion, i.e., she chooses the top managers. These top managers then choose middle managers influenced by female leadership (a role model). We obtained no results for private organizations. Our work contributes to the literature on leadership by addressing some specific issues: an empirical investigation with a causal effect between the variables (regression-discontinuity design – a non-parametric estimation), the importance of role models, and how the observed effects are time-dependent. Insofar as public organizations are concerned, the evidence from our large-scale study suggests that the queen bee phenomenon may be a myth; instead, of keeping subordinate women at bay, our results show that women leaders who are afforded much managerial discretion behave in a benevolent manner toward subordinate women. The term “Regal Leader” instead of “Queen Bee” is thus a more appropriate characterization of women in top positions of power.

      PubDate: 2018-04-15T16:15:57Z
      DOI: 10.1016/j.leaqua.2018.03.002
  • Team incentives, task assignment, and performance: A field experiment
    • Authors: Josse Delfgaauw; Robert Dur; Michiel Souverijn
      Abstract: Publication date: Available online 10 April 2018
      Source:The Leadership Quarterly
      Author(s): Josse Delfgaauw, Robert Dur, Michiel Souverijn
      The performance of a work team commonly depends on the effort exerted by the team members as well as on the division of tasks among them. However, when leaders assign tasks to team members, performance is usually not the only consideration. Favouritism, employees' seniority, employees' preferences over tasks, and fairness considerations often play a role as well. Team incentives have the potential to curtail the role of these factors in favor of performance — in particular when the incentive plan includes both the leader and the team members. This paper presents the results of a field experiment designed to study the effects of such team incentives on task assignment and performance. We introduce team incentives in a random subsets of 108 stores of a Dutch retail chain. We find no effect of the incentive, neither on task assignment nor on performance.

      PubDate: 2018-04-15T16:15:57Z
      DOI: 10.1016/j.leaqua.2018.03.003
  • The effects of leadership change on team escalation of commitment
    • Authors: Hanna Kalmanovich-Cohen; Matthew J. Pearsall; Jessica Siegel Christian
      Abstract: Publication date: Available online 5 April 2018
      Source:The Leadership Quarterly
      Author(s): Hanna Kalmanovich-Cohen, Matthew J. Pearsall, Jessica Siegel Christian
      Although teams benefit from developing plans and processes that boost efficiency and reduce uncertainty, they may become too attached to these plans and escalate commitment when an alternative response is needed. Drawing on theories of team leadership, team processes and escalation of commitment, we propose that a change in leadership can help the team reduce commitment to outdated plans and avoid further escalation over time. Across two studies, we tested and found support for our hypotheses and provide evidence that leadership change can break the cycle of escalation by enhancing leader-driven team reflection and refocusing the team on error correction instead of additional investment. We discuss how the results of these studies extend existing theory and add to our understanding of the important role leaders play in enhancing team adaptation and preventing team escalation.

      PubDate: 2018-04-15T16:15:57Z
      DOI: 10.1016/j.leaqua.2018.03.004
  • Call for papers - Leader Power: Rigorous Insights on its Causes and
    • Abstract: Publication date: April 2018
      Source:The Leadership Quarterly, Volume 29, Issue 2

      PubDate: 2018-04-15T16:15:57Z
  • Call for papers - Evolution and Biology of Leadership: A New Synthesis
    • Abstract: Publication date: April 2018
      Source:The Leadership Quarterly, Volume 29, Issue 2

      PubDate: 2018-04-15T16:15:57Z
  • Call for papers - Special Registered Report Issue on Replication and
           Rigorous Retesting of Leadership Models
    • Abstract: Publication date: April 2018
      Source:The Leadership Quarterly, Volume 29, Issue 2

      PubDate: 2018-04-15T16:15:57Z
  • Call for papers - Special Issue on Strategic Leadership and Strategic
    • Abstract: Publication date: April 2018
      Source:The Leadership Quarterly, Volume 29, Issue 2

      PubDate: 2018-04-15T16:15:57Z
  • Leadership, creativity, and innovation: A critical review and practical
    • Authors: David J. Hughes; Allan Lee; Amy Wei Tian; Alex Newman; Alison Legood
      Abstract: Publication date: Available online 30 March 2018
      Source:The Leadership Quarterly
      Author(s): David J. Hughes, Allan Lee, Amy Wei Tian, Alex Newman, Alison Legood
      Leadership is a key predictor of employee, team, and organizational creativity and innovation. Research in this area holds great promise for the development of intriguing theory and impactful policy implications, but only if empirical studies are conducted rigorously. In the current paper, we report a comprehensive review of a large number of empirical studies (N = 195) exploring leadership and workplace creativity and innovation. Using this article cache, we conducted a number of systematic analyses and built narrative arguments documenting observed trends in five areas. First, we review and offer improved definitions of creativity and innovation. Second, we conduct a systematic review of the main effects of leadership upon creativity and innovation and the variables assumed to moderate these effects. Third, we conduct a systematic review of mediating variables. Fourth, we examine whether the study designs commonly employed are suitable to estimate the causal models central to the field. Fifth, we conduct a critical review of the creativity and innovation measures used, noting that most are sub-optimal. Within these sections, we present a number of taxonomies that organize extant research, highlight understudied areas, and serve as a guide for future variable selection. We conclude by highlighting key suggestions for future research that we hope will reorient the field and improve the rigour of future research such that we can build more reliable and useful theories and policy recommendations.

      PubDate: 2018-04-15T16:15:57Z
      DOI: 10.1016/j.leaqua.2018.03.001
  • Call for Papers - Leader Power: Rigorous Insights on its Causes and
    • Abstract: Publication date: February 2018
      Source:The Leadership Quarterly, Volume 29, Issue 1

      PubDate: 2018-04-15T16:15:57Z
  • Call for papers - Evolution and Biology of Leadership: A New Synthesis
    • Abstract: Publication date: February 2018
      Source:The Leadership Quarterly, Volume 29, Issue 1

      PubDate: 2018-04-15T16:15:57Z
  • Call for papers - Special Registered Report Issue on Replication and
           Rigorous Retesting of Leadership Models
    • Abstract: Publication date: February 2018
      Source:The Leadership Quarterly, Volume 29, Issue 1

      PubDate: 2018-04-15T16:15:57Z
  • Call for papers - Special Issue on Strategic Leadership and Strategic
    • Abstract: Publication date: February 2018
      Source:The Leadership Quarterly, Volume 29, Issue 1

      PubDate: 2018-04-15T16:15:57Z
  • Do voters get it right' A test of the ascription-actuality trait
           theory of leadership with political elites
    • Authors: Madeleine Wyatt; Jo Silvester
      Abstract: Publication date: Available online 15 February 2018
      Source:The Leadership Quarterly
      Author(s): Madeleine Wyatt, Jo Silvester
      Are the traits preferred by voters also associated with success in political office' Drawing on the ascription-actuality trait theory of leadership the present study examines whether traits ascribed to politicians predict leadership outcomes differently to the actual traits they possess. We collected self-ratings of politicians' personality (N = 138) using the NEO-PI-R (actual traits) and observer ratings of politicians' facial appearance (ascribed traits) to examine their relationship with (a) leadership emergence, measured using share of vote in election, and (b) in-role leadership effectiveness, rated anonymously by political and local authority colleagues. Facial appearance predicted leadership emergence but not effectiveness. Personality had a more nuanced relationship with leadership outcomes. Conscientiousness predicted effectiveness but not emergence, and Agreeableness revealed a trait paradox, positively predicting emergence and negatively predicting effectiveness. These findings suggest a need to understand the contested nature of political leadership and qualities required for different aspects of political roles.

      PubDate: 2018-02-26T19:28:33Z
      DOI: 10.1016/j.leaqua.2018.02.001
  • Ethical leadership and employee success: Examining the roles of
           psychological empowerment and emotional exhaustion
    • Authors: Scott B. Dust; Christian J. Resick; Jaclyn A. Margolis; Mary B. Mawritz; Rebecca L. Greenbaum
      Abstract: Publication date: Available online 12 February 2018
      Source:The Leadership Quarterly
      Author(s): Scott B. Dust, Christian J. Resick, Jaclyn A. Margolis, Mary B. Mawritz, Rebecca L. Greenbaum
      The current study aims to advance ethical leadership theory and research in two ways. First, we propose that psychological empowerment is a comprehensive motivational mechanism linking ethical leadership with employee current in-role success and future success potential. Second, we propose that employee emotional exhaustion is a disruptive psychological state that dampens the empowering effects of ethical leaders. Findings from two field studies illustrate that emotional exhaustion impairs the motivational efforts of ethical leaders by attenuating the direct effects on psychological empowerment and the indirect effects on employees' current success and success potential. Theoretical and practical implications are discussed.

      PubDate: 2018-02-26T19:28:33Z
      DOI: 10.1016/j.leaqua.2018.02.002
  • Assassination of political leaders: The role of social conflict
    • Authors: Andra Serban; Francis J. Yammarino; Kristin Lee Sotak; Juliet Banoeng-Yakubo; Alexander B.R. Mushore; Chanyu Hao; Kristie A. McHugh; Michael D. Mumford
      Abstract: Publication date: Available online 3 February 2018
      Source:The Leadership Quarterly
      Author(s): Andra Serban, Francis J. Yammarino, Kristin Lee Sotak, Juliet Banoeng-Yakubo, Alexander B.R. Mushore, Chanyu Hao, Kristie A. McHugh, Michael D. Mumford
      Given human aggression and warfare are often described as the most pressing behavioral problems of our time, we focus on a related phenomenon, with large-scale social, political, and economic consequences: assassination of political leaders. We explore the role of social conflict as a predictor of political assassination and use historiometric methods and an extensive archival dataset to identify and code for contextual factors associated with social conflict and political homicide. Our results indicate an increase in social conflict increases the likelihood of assassination; moreover, environmental constraints and traditional culture predict leader assassination through social conflict. We discuss implications of these findings and suggest future research on contextual factors, assassination of political leaders, and their collective-level impact.

      PubDate: 2018-02-05T02:04:14Z
      DOI: 10.1016/j.leaqua.2018.01.003
  • Core self-evaluations mediate the association between leaders' facial
           appearance and their professional success: Adults' and children's
    • Authors: Erik Dietl; Nicholas Rule; Gerhard Blickle
      Abstract: Publication date: Available online 2 February 2018
      Source:The Leadership Quarterly
      Author(s): Erik Dietl, Nicholas Rule, Gerhard Blickle
      Although the link between facial appearance and success is well established, the mechanisms responsible for this association have remained elusive. Evolutionary theory suggests that perceived leadership characteristics should be important for men's self-concept. Drawing on implicit leadership theory and evolutionary perspectives, we therefore examined the associations between first impressions based on facial appearance, core self-evaluations (CSEs), leadership role occupancy, and career success among a sample of working men. In Study 1, we found that CSEs mediated the relationship between individuals' facial appearance and measures of their success as leaders. In Study 2, we replicated these results using children's ratings of facial appearance, thus suggesting that basic properties of the targets' faces communicated their leadership ability more than the perceivers' life experience or acquired knowledge. These results suggest that people may use facial appearance as a diagnostic tool to determine the leadership ability of others.

      PubDate: 2018-02-05T02:04:14Z
      DOI: 10.1016/j.leaqua.2018.01.002
  • Righting a wrong: Retaliation on a voodoo doll symbolizing an abusive
           supervisor restores justice
    • Authors: Lindie H. Liang; Douglas J. Brown; Huiwen Lian; Samuel Hanig; D. Lance Ferris; Lisa M. Keeping
      Abstract: Publication date: Available online 1 February 2018
      Source:The Leadership Quarterly
      Author(s): Lindie H. Liang, Douglas J. Brown, Huiwen Lian, Samuel Hanig, D. Lance Ferris, Lisa M. Keeping
      When a subordinate receives abusive treatment from a supervisor, a natural response is to retaliate against the supervisor. Although retaliation is dysfunctional and should be discouraged, we examine the potential functional role retaliation plays in terms of alleviating the negative consequences of abusive supervision on subordinate justice perceptions. Based on the notion that retaliation following mistreatment can restore justice for victims, we propose a model whereby retaliation following abusive supervision alleviates the negative effect of abusive supervision on subordinate justice perceptions. In two experimental studies (Study 1 and 2), whereby we manipulated abusive supervision and subordinate symbolic retaliation—in particular, harming a voodoo doll that represents the abusive supervisor—we found general support for our predictions. Theoretical and practical implications are discussed.

      PubDate: 2018-02-05T02:04:14Z
      DOI: 10.1016/j.leaqua.2018.01.004
  • Leadership for organizational adaptability: A theoretical synthesis and
           integrative framework
    • Authors: Mary Uhl-Bien; Michael Arena
      Abstract: Publication date: Available online 10 January 2018
      Source:The Leadership Quarterly
      Author(s): Mary Uhl-Bien, Michael Arena
      One of the biggest challenges facing leaders today is the need to position and enable organizations and people for adaptability in the face of increasingly dynamic and demanding environments. Despite this we know surprisingly little about this topic. In this paper we provide a theoretical synthesis and integrative review of research from strategy, organization theory, innovation, networks, and complexity to provide a framework of leadership for organizational adaptability. Our review shows that leadership for organizational adaptability is different from traditional leadership or leading change. It involves enabling the adaptive process by creating space for ideas advanced by entrepreneurial leaders to engage in tension with the operational system and generate innovations that scale into the system to meet the adaptive needs of the organization and its environment. Leadership for organizational adaptability calls for scholars and practitioners to recognize organizational adaptability as an important organizational outcome, and enabling leadership (i.e., enabling the adaptive process through adaptive space) as a critical form of leadership for adaptive organizations.

      PubDate: 2018-02-05T02:04:14Z
      DOI: 10.1016/j.leaqua.2017.12.009
  • The Leadership Quarterly Yearly Review: Pushing the frontiers of
           leadership scholarship
    • Authors: David V. Day
      Abstract: Publication date: Available online 10 January 2018
      Source:The Leadership Quarterly
      Author(s): David V. Day

      PubDate: 2018-02-05T02:04:14Z
      DOI: 10.1016/j.leaqua.2018.01.001
  • Charismatic leadership: Eliciting and channeling follower emotions
    • Authors: Thomas Sy; Calen Horton; Ronald Riggio
      Abstract: Publication date: Available online 3 January 2018
      Source:The Leadership Quarterly
      Author(s): Thomas Sy, Calen Horton, Ronald Riggio
      Research on charismatic leadership has been criticized for the ambiguity of its central construct. Attempts to define and measure charisma have frequently treated it as a complex construct consisting of multiple components. However, little work has been done to develop a theoretical model that offers a parsimonious rationale explaining why certain leadership attributes are considered “charismatic” while others are not, or how these attributes combine to produce charismatic effects. Addressing these issues, we present a model that situates emotion as the primary variable in the charismatic process. We use recent research on the moral emotions to frame a theory of followership-relevant emotions (FREs) that describes how leaders use emotions such as compassion, admiration, and anger to compel their followers to act. We then discuss the Elicit-Channel (EC) model of charismatic leadership, positing that the charismatic relationship is a five-step, cyclical process. In the EC model, leaders elicit highly motivating emotions from their followers and then channel those emotions to produce action that, if successful, results in outcomes such as positive affect and trust. These outcomes then enable the leader to continue the cycle, eliciting emotion once more. We conclude by offering a research agenda, addressing potential methodological concerns, and discussing future directions.

      PubDate: 2018-02-05T02:04:14Z
      DOI: 10.1016/j.leaqua.2017.12.008
  • A systematic review of executive coaching outcomes: Is it the journey or
           the destination that matters the most'
    • Authors: Andromachi Athanasopoulou; Sue Dopson
      Abstract: Publication date: Available online 3 January 2018
      Source:The Leadership Quarterly
      Author(s): Andromachi Athanasopoulou, Sue Dopson
      In this article, we focus on a specific type of personal and professional development practice -executive coaching- and present the most extensive systematic review of executive coaching outcome studies published in peer-reviewed scholarly journals to date. We focus only on coaching provided by external coaches to organizational members. Our purpose is twofold: First, to present and evaluate how executive coaching outcome studies are designed and researched (particularly regarding methodological rigor and context-sensitivity). Secondly, to provide a comprehensive review of what we know about executive coaching outcomes, what are the contextual drivers that affect coaching interventions and what the current gaps in our understanding of coaching practice. On that basis, we discuss and provide a research agenda that might significantly shift the field. We argue that methodological rigor is as important as context-sensitivity in the design of executive coaching outcome studies. We conclude with a discussion of implications for practice.

      PubDate: 2018-02-05T02:04:14Z
      DOI: 10.1016/j.leaqua.2017.11.004
  • Construct redundancy in leader behaviors: A review and agenda for the
    • Authors: George C. Banks; Janaki Gooty; Roxanne L. Ross; Courtney E. Williams; Nicole T. Harrington
      Abstract: Publication date: Available online 30 December 2017
      Source:The Leadership Quarterly
      Author(s): George C. Banks, Janaki Gooty, Roxanne L. Ross, Courtney E. Williams, Nicole T. Harrington
      Leadership remains a popular and heavily researched area in the social sciences. Such popularity has led to a proliferation of new constructs within the leadership domain. Here, we argue that such construct proliferation without pruning is unhealthy and violates the principle of parsimony. Our purpose was to examine construct redundancy via a comprehensive review of task-oriented, relational, passive, and inspirational leader behaviors as well as values-based and moral leadership behaviors. Our findings, as indexed via meta-analytic correlations, reveal that construct redundancy remains problematic for the leadership literature. In addition, many of the values-based and moral behavior models correlated heavily with constructs traditionally examined as outcome variables (e.g., trust, LMX, justice). Implications for future research are discussed in regards to construct redundancy and how to avoid endogeneity bias in primary studies in the leadership literature.

      PubDate: 2018-02-05T02:04:14Z
      DOI: 10.1016/j.leaqua.2017.12.005
  • Contextual leadership: A systematic review of how contextual factors shape
           leadership and its outcomes
    • Authors: Burak
      Abstract: Publication date: Available online 28 December 2017
      Source:The Leadership Quarterly
      Author(s): Burak Oc

      PubDate: 2018-02-05T02:04:14Z
  • Autocratic leaders and authoritarian followers revisited: A review and
           agenda for the future
    • Authors: P.D. Harms; Dustin Wood; Karen Landay; Paul B. Lester; Gretchen Vogelgesang Lester
      Abstract: Publication date: Available online 27 December 2017
      Source:The Leadership Quarterly
      Author(s): P.D. Harms, Dustin Wood, Karen Landay, Paul B. Lester, Gretchen Vogelgesang Lester
      Despite a long history within the field of leadership, the subject of authoritarianism and how it influences leadership and leadership processes has been neglected in recent decades. However, recent global events make it clear that a better understanding of authoritarianism is needed and that leadership researchers would benefit from a renewed interest in studying why followers embrace autocratic leaders. The nature of authoritarian character, how authoritarian values develop, and how it is measured will be discussed. We will also review autocratic leadership, the factors that make it more likely, its consequences for followers, and the moderators of its effects. A future research agenda for the study of authoritarian character and autocratic leadership will be provided.

      PubDate: 2018-02-05T02:04:14Z
      DOI: 10.1016/j.leaqua.2017.12.007
  • Implicit theories of leadership: Stability and change over two decades
    • Authors: Lynn R. Offermann; Meredith R. Coats
      Abstract: Publication date: Available online 21 December 2017
      Source:The Leadership Quarterly
      Author(s): Lynn R. Offermann, Meredith R. Coats
      Much has changed in the last 20years, but have people's naïve conceptions of leaders changed as well' Paralleling Offermann et al.'s (1994) study of the content of implicit leadership theories with new samples, the present study investigates ILT stability and change across a 20-year period. Results indicate that, as in 1994, Sensitivity, Dedication, Tyranny, Charisma, Strength, Masculinity, and Intelligence were confirmed as ILT factors. Analyses revealed a new factor, Creativity, and the rearranging of some characteristics across factors. The nine-factor, 46-item scale was confirmed with an independent sample, yielding superior fit indices to the eight-factor solution. This supports the view of ILTs as having both remarkably stable elements despite organizational and societal changes as well as contextually-sensitive elements. Open-ended characteristics had no references to females despite reference to males, as in 1994; thus, “think leader, think male” appears to persist in terms of naïve conceptions of leadership.

      PubDate: 2017-12-26T15:13:45Z
      DOI: 10.1016/j.leaqua.2017.12.003
  • In search of missing time: A review of the study of time in leadership
    • Authors: Elizabeth A. Castillo; Mai P. Trinh
      Abstract: Publication date: Available online 18 December 2017
      Source:The Leadership Quarterly
      Author(s): Elizabeth A. Castillo, Mai P. Trinh
      Many studies describe leadership as a dynamic process. However, few examine the passage of time as a critical dimension of that dynamism. This article illuminates this knowledge gap by conducting a systematic review of empirical studies on temporal effects of leadership to identify if and how time has been considered as a factor. After synthesizing key findings from the review, the article discusses methodological implications. We propose that a computational science approach, particularly agent-based modeling, is a fruitful path for future leadership research. This article contributes to leadership scholarship by shedding light on a missing variable (time) and offering a novel way to investigate the temporal, dynamic, emergent, and recursive aspects of leadership. We demonstrate the usefulness of agent-based modeling with an example of leader-member exchange relationship development.

      PubDate: 2017-12-26T15:13:45Z
      DOI: 10.1016/j.leaqua.2017.12.001
  • Moving beyond the employee: The role of the organizational context in
           leader workplace aggression
    • Authors: Payal Nangia Sharma
      Abstract: Publication date: Available online 16 December 2017
      Source:The Leadership Quarterly
      Author(s): Payal Nangia Sharma
      Management and psychology scholars are increasingly seeking to examine how organizational characteristics that contextualize leadership shape the occurrence, impact, and prevention of leader workplace aggression. However, a comprehensive review of this literature has not yet been conducted, so a systematic understanding is lacking regarding questions including: (1) when, why and how is such aggression more likely to occur; (2) how do contextual factors enable or constrain effects of these leader behaviors on employees; and (3) how can organizations proactively manage their internal dynamics to prevent or reduce such incidences' Drawing on Porter and McLaughlin's (2006) components of organizational context, I review existing leader aggression research that intersects with seven categories: (1) culture/climate; (2) goals/purposes; (3) people/composition; (4) processes; (5) state/condition; (6) structure; and (7) time. I then offer theoretical propositions for future work, which are grounded in the roles and responsibilities inherent to the nature of leadership and coupled with the changing nature of organizational life. As a result, I set the research agenda for the next decade of organizational context×leader workplace aggression studies.

      PubDate: 2017-12-17T17:50:41Z
      DOI: 10.1016/j.leaqua.2017.12.002
  • Leader individual differences, situational parameters, and leadership
           outcomes: A comprehensive review and integration
    • Authors: Stephen J. Zaccaro; Jennifer P. Green; Samantha Dubrow; MaryJo Kolze
      Abstract: Publication date: Available online 13 December 2017
      Source:The Leadership Quarterly
      Author(s): Stephen J. Zaccaro, Jennifer P. Green, Samantha Dubrow, MaryJo Kolze
      In this article, we provide a wide-ranging review of recent research on leader individual differences. The review focuses specifically on the explosion of such research in the last decade. The first purpose of this review is to summarize and integrate various conceptual frameworks describing how leader attributes influence leader emergence and leader effectiveness. The second purpose is to provide a comprehensive review of empirical research on this relationship. Also, most prior reviews primarily examined leader personality traits; this review includes a broader array of leader attributes, including cognitive capacities, personality, motives and values, social skills, and knowledge and expertise. The final broad purpose of this paper is to review and integrate situational and contextual parameters into our conceptual framing of leader individual differences. Few, if any, prior reviews have systematically accounted for the critical role of such parameters in cuing, activating, or delimiting the effects of particular leader attributes. We do so in this article.

      PubDate: 2017-12-17T17:50:41Z
      DOI: 10.1016/j.leaqua.2017.10.003
  • Blazing new trails or opportunity lost' Evaluating research at the
           intersection of leadership and entrepreneurship
    • Authors: Shane W. Reid; Aaron H. Anglin; John E. Baur; Jeremy C. Short; M. Ronald Buckley
      Abstract: Publication date: Available online 8 December 2017
      Source:The Leadership Quarterly
      Author(s): Shane W. Reid, Aaron H. Anglin, John E. Baur, Jeremy C. Short, M. Ronald Buckley
      More than a decade ago, scholars formally conceptualized the potential synergy between leadership and entrepreneurship scholarship. Our work highlights research accomplishments occurring at the interface of these two intellectual areas as well as identifying untapped possibilities for continued research. We highlight how recent efforts have witnessed a mutual exchange of ideas that present opportunities benefiting both fields. Drawing from four key domains of entrepreneurship previously proposed to mutually inform future leadership research efforts, we make suggestions for integrating entrepreneurial opportunities, the roles of individual and entrepreneurial teams, the modes of organizing entrepreneurial ventures, and differing entrepreneurial environments with key trends important to leadership research, such as servant leadership and leader-member exchange theory. Overall, our work provides an assessment of the state of the art surrounding the coalescence of leadership and entrepreneurship research and sets an agenda for the next decade of research at this intersection.

      PubDate: 2017-12-11T20:55:46Z
      DOI: 10.1016/j.leaqua.2017.11.005
  • Leader-member exchange and organizational citizenship behaviors:
           Contextual effects of leader power distance and group task interdependence
    • Authors: Smriti Anand; Prajya Vidyarthi; Sandra Rolnicki
      Abstract: Publication date: Available online 6 December 2017
      Source:The Leadership Quarterly
      Author(s): Smriti Anand, Prajya Vidyarthi, Sandra Rolnicki
      In this paper we explore the context of the relationship between leader-member exchange and organizational citizenship behaviors (OCB). We maintain that workgroup leader's power distance and the extent of task interdependence in the group exert cross-level effects on the LMX-OCB relationship. We assert that leader power distance attenuates the relationship between LMX and OCB, and this effect is stronger in workgroups with high degree of task interdependence. Results of hierarchical linear modeling analysis of data gathered from 245 employees nested in 54 workgroups supported our hypotheses. LMX-OCB relationship was weaker in workgroups led by high power distance leaders. Further, the three-way cross-level interaction between LMX, leader power distance and group task interdependence demonstrated that the tendency for LMX to have a stronger positive effect on OCB when leader power distance was low rather than high was more pronounced in high task interdependence teams.

      PubDate: 2017-12-11T20:55:46Z
      DOI: 10.1016/j.leaqua.2017.11.002
  • Inside front cover - Editorial Board
    • Abstract: Publication date: December 2017
      Source:The Leadership Quarterly, Volume 28, Issue 6

      PubDate: 2017-11-02T20:46:10Z
  • Acting with the best of intentions… or not: A typology and model of
           impression management in leadership
    • Authors: Jessica A. Peck; Mary Hogue
      Abstract: Publication date: Available online 31 October 2017
      Source:The Leadership Quarterly
      Author(s): Jessica A. Peck, Mary Hogue
      Impression management (IM) is important for effective leadership. Followers accept influence from individuals who meet their perceptions of what it means to be a leader, and IM is an important way of impacting those perceptions. Yet, the extant literature on leader IM is fragmented. We unify the literature in this area by creating a multi-dimensional typology and multi-level model of IM in leadership. We examine the multi-dimensional nature of IM as a construct composed of information processing, communicative, and goal-directed components, thereby creating eight IM archetypes. Then, we examine how IM can be used to impact follower perceptions of the leader through the lenses of transformational/charismatic, authentic, and leader categorization theories. This research unites a currently fragmented area of research and sparks new questions about how leader behaviors can be used to influence followers toward multi-level leadership outcomes.

      PubDate: 2017-11-02T20:46:10Z
      DOI: 10.1016/j.leaqua.2017.10.001
  • Affect and leader-member exchange in the new millennium: A state-of-art
           review and guiding framework
    • Authors: Herman H.M. Tse; Ashlea C. Troth; Neal M. Ashkanasy; Amy L. Collins
      Abstract: Publication date: Available online 25 October 2017
      Source:The Leadership Quarterly
      Author(s): Herman H.M. Tse, Ashlea C. Troth, Neal M. Ashkanasy, Amy L. Collins
      The idea that affect plays a key role in leader-member exchange (LMX) processes is not new, but it has become a subject of considerable research attention since the turn of the Millennium. This interest has, however, resulted in a multiplicity of views that have tended to obfuscate rather than clarify the affect-LMX nexus. To deal with this lack of clarity, we conducted a systematic integration of affect-LMX literature published in leading journals since 2000, including the role of personal affectivity, discrete affect, emotional intelligence, emotional labor, and affective climate. We structured our review using a multilevel framework of affect that encompasses five levels of analysis: (1) within-person, (2) between persons, (3) interpersonal, (4) team, and (5) organizational levels; as well as consideration of cross-level effects. We address in particular three fundamental issues that we argue may have hampered the development of the affect-LMX nexus in the literature: theoretical diversity, problems of data analysis, and measurement issues. We conclude by discussing opportunities for future research across the different levels and develop a set of research questions that we hope will help to promote research into the role of affect in LMX.

      PubDate: 2017-10-26T12:39:35Z
      DOI: 10.1016/j.leaqua.2017.10.002
  • Leadership and generations at work: A critical review
    • Authors: Cort W. Rudolph; Rachel S. Rauvola; Hannes Zacher
      Abstract: Publication date: Available online 2 October 2017
      Source:The Leadership Quarterly
      Author(s): Cort W. Rudolph, Rachel S. Rauvola, Hannes Zacher
      We present a critical review of theory, empirical research, and practical applications regarding generational differences in leadership phenomena. First, we consider the concept of generations both historically and through contemporary arguments related to leadership. Second, we outline and refute various myths surrounding the idea of generational differences in general, and critique leadership theories that have been influenced by these myths. Third, we describe the results of a literature review of primary empirical studies that have invoked the notion of generational differences to understand leadership phenomena. Finally, we argue that the lifespan developmental perspective represents a useful alternative to generational representations, as it better captures age-related dynamics that are relevant to leadership, followership, and leadership development. Ultimately, our work serves as a formal call for a moratorium to be placed upon the application of the ideas of generations and generational differences to leadership theory, research, and practice.

      PubDate: 2017-10-05T08:19:21Z
      DOI: 10.1016/j.leaqua.2017.09.004
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