Showing papers by "David A. Waldman published in 2012"

Different Approaches Toward Doing the Right Thing: Mapping the Responsibility Orientations of Leaders

Abstract: Executive Overview Responsible leadership is a concept that can help link corporate social responsibility and performance to actions on the part of policy makers and leaders. It may also help to provide a better understanding of the deteriorating reputations of firms and their leaders as perceived by society as a whole and of what might be required from leaders to strengthen the bonds with society. However, the precise manner in which leaders interpret and actually display responsibility is not altogether clear. This lack of clarity coincides with the varying perspectives of responsible leadership that occur in the literature, and it may contribute to the lack of systematic research on how such leadership may ultimately affect firm- and societal-level outcomes. Based on a qualitative analysis of 25 business leaders and entrepreneurs, we identify four orientations that leaders may use to demonstrate responsibility and implement corporate social responsibility. We show how these orientations vary according ...

A multilevel investigation of leader– member exchange, informal leader emergence, and individual and team performance

Abstract: This study examines the antecedents and outcomes of informal leader emergence in work teams. Drawing upon research in vertical and shared leadership, we hypothesized that the relationship between leader--member exchange (LMX) quality and employees’ emergence as informal leaders is moderated by team shared vision such that there is a positive (negative) LMX—leader emergence relationship for teams with high (low) shared vision. Informal leader emergence, in turn, was expected to relate to higher individual and team performance. Results based on multisource and multimethod data collected at 3 points in time (361 followers in 74 work teams) provided support for these hypotheses. The findings highlight the role played by formal leaders and team shared vision in jointly promoting or inhibiting informal leader emergence and thereby impacting individual performance and team effectiveness.

Differentiating transformational and non-transformational leaders on the basis of neurological imaging

Abstract: The purpose of this study was to evaluate the viability of using neurological imaging to classify transformational leaders, versus non-transformational leaders, as identified through existing psychometric methods. Specifically, power spectral analysis measures based on electroencephalograms (EEG) were used to develop and validate a discriminant function that can classify individuals according to their transformational leadership behavior. Resting, eyes closed EEG was recorded from 19 scalp locations for 200 civilian and military leaders. We also assessed follower or peer perceptions of transformational leadership through the use of the Multifactor Leadership Questionnaire (MLQ). Our discriminant analysis, which involved a two-step, neural variable reduction and selection process, was 92.5% accurate in its classification of leaders. Patterns in the spectral measures of the brain of leaders, including activity and network dynamic metrics, are discussed as potential correlates of transformational leadership behavior. The current work provides a better understanding of the latent and dynamic neurological mechanisms that may underpin the transformational leadership qualities of individuals.

A Model of Instrumental Networks: The Roles of Socialized Charismatic Leadership and Group Behavior

Abstract: This article introduces a model of the development of instrumental networks inside organizational groups We provide a theoretical framework and empirically test a series of hypotheses pertaining to the relationships between socialized charismatic leadership (SCL) and its consequences in terms of cooperative and sanctioning group behavior We then examine whether these behaviors predict the density of instrumental networks inside groups and, consequently, their performance Our findings, based on assessments of 70 group leaders and their approximately 500 subordinates, colleagues, and supervisors, show that SCL is associated with heightened levels of cooperation and lower levels of sanctioning in groups Cooperation, in turn, is associated with the instrumental network density of the group Our findings also demonstrate that under conditions of physical proximity, instrumental network density predicts group performance The study provides an understanding of group social psychological processes in relation to the development of instrumental networks inside organizational groups

What Can We Really Learn About Management Practices Across Firms and Countries

Abstract: Executive Overview We provide a rejoinder to the article by Bloom, Sadun, and Van Reenen (this issue). In this paper, we acknowledge positive aspects of their work. However, we also raise both conceptual and methodological issues that need to be addressed as their research efforts move forward. Specific recommendations are provided.