Self-Reports in Organizational Research: Problems and Prospects

A role congruity theory of prejudice toward female leaders proposes that perceived incongruity between the female gender role and leadership roles leads to 2 forms of prejudice: (a) perceiving women less favorably than men as potential occupants of leadership roles and (b) evaluating behavior that fulfills the prescriptions of a leader role less favorably when it is enacted by a woman. One consequence is that attitudes are less positive toward female than male leaders and potential leaders. Other consequences are that it is more difficult for women to become leaders and to achieve success in leadership roles. Evidence from varied research paradigms substantiates that these consequences occur, especially in situations that heighten perceptions of incongruity between the female gender role and leadership roles.

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Role congruity theory of prejudice toward female leaders.

The Social Psychology of Organizations.

This Special Issue is the result of the inaugural summit hosted by the Gallup Leadership Institute at the University of Nebraska-Lincoln in 2004 on Authentic Leadership Development (ALD). We describe in this introduction to the special issue current thinking in this emerging field of research as well as questions and concerns. We begin by considering some of the environmental and organizational forces that may have triggered interest in describing and studying authentic leadership and its development. We then provide an overview of its contents, including the diverse theoretical and methodological perspectives presented, followed by a discussion of alternative conceptual foundations and definitions for the constructs of authenticity, authentic leaders, authentic leadership, and authentic leadership development. A detailed description of the components of authentic leadership theory is provided next. The similarities and defining features of authentic leadership theory in comparison to transformational, charismatic, servant and spiritual leadership perspectives are subsequently examined. We conclude by discussing the status of authentic leadership theory with respect to its purpose, construct definitions, historical foundations, consideration of context, relational/processual focus, attention to levels of analysis and temporality, along with a discussion of promising directions for future research.

Authentic leadership development: Getting to the root of positive forms of leadership

This chapter is about methods for managing and analyzing qualitative data. By qualitative data the authors mean text: newspapers, movies, sitcoms, e-mail traffic, folktales, life histories. They also mean narratives--narratives about getting divorced, about being sick, about surviving hand-to-hand combat, about selling sex, about trying to quit smoking. In fact, most of the archaeologically recoverable information about human thought and human behavior is text, the good stuff of social science.

Data Management and Analysis Methods

The field of organizational behaviour organization structure and design organization culture learning and personality attitudes, perceptions and judgement career choice and development motivation theories applications of motivation theories stress group formation, development and structure group dynamics communication decision-making conflict in organizations influence, power and politics in organizations leadership organization change and development organizational behaviour in the global context.

Managing Organizational Behavior

We propose moving leadership theory and research to another level—one that recognizes that current leadership scholarship is not invalid but incomplete. Such scholarship needs to be looked at in different ways and with various approaches relevant for different circumstances. Macro views need increasing recognition, but to supplement rather than replace currently emphasized meso/micro perspectives. Also, human agency is not to be replaced with mechanistic prescription, but leadership scholars are in a position to contribute to the strategy and organization theory research that currently minimizes leader influence. This philosophy is illustrated through the interplay of leadership with the four contexts of: stability, crisis, dynamic equilibrium, and edge of chaos; the latter operationalized through a complexity theory/dynamic systems perspective. We discuss each context and leadership, in terms of patterning of attention and network leadership, and conclude with a brief measurement treatment. These contexts encourage researchers to reconsider temporality, causal relations, units of analysis, and dependent variables consistent with the social construction of human agency within the given context, to develop more robust models and leadership understanding.

Toward a contextual theory of leadership

First Things First PART ONE: LEADERSHIP KNOWLEDGE CONTENT AND KNOWLEDGE ORIENTATION Core Concepts for a Multi-Organizational Level Leadership Model The Extended Multi Level Leadership Model Leadership Knowledge Orientation Aspects PART TWO: EXPLORING THE MULTI LEVEL MODEL External Environment, Societal Culture and Leader Critical Tasks Background Factors and Preference Aspects of Individual Capability Individual Capabilities - Cognitive Complexity and Selected Social Cognition Aspects Individual Capabilities - Transactionally Oriented Leadership Skills Individual Capabilities - Transformationally Oriented Leadership Skills Organizational Culture Developmental Implications and Enriching Schema Variety Last Things Last

James G. Hunt

Papers

Managing Organizational Behavior

Toward a contextual theory of leadership

Leadership: A New Synthesis

Leadership: The Cutting Edge.

Organizational adaptation to institutional change: A comparative study of first-order change in prospector and defender banks