Christensen, R. (2002), Plane Answers to Complex Questions: The Theory of Linear Models (3rd ed.), New York: Springer-Verlag. Crocker, D. C. (1980), Review of Linear Regression Analysis, by G. A. F. Seber, Technometrics, 22, 130. Datta, B. N. (1995), Numerical Linear Algebra and Applications, Paci c Grove, CA: Brooks/Cole. Draper, N. R. (2002), “Applied Regression Analysis Bibliography Update 2000–2001,” Communications in Statistics: Theory and Methods, 2051– 2075. Golub, G. H., and Van Loan, C. F. (1996), Matrix Computations (3rd ed.), Baltimore, MD: Johns Hopkins University Press. Graybill, F. A. (2000), Theory and Application of the Linear Model, Paci c Grove, CA: Brooks/Cole. Hocking, R. R. (2003), Methods and Applications of Linear Models: Regression and the Analysis of Variance (2nd ed.), New York: Wiley. Porat, B. (1993), Digital Processing of Random Signals, Englewood Cliffs, NJ: Prentice-Hall. Ravishanker, N., and Dey, D. K. (2002), A First Course in Linear Model Theory, Boca Raton, FL: Chapman and Hall/CRC. White, H. (1984), Asymptotic Theory for Econometricians, Orlando, FL: Academic Press.

Generalized Estimating Equations

Thirty years after women became 50 percent of the college graduates in the United States, men still hold the vast majority of leadership positions in government and industry. This means that women’s voices are still not heard equally in the decisions that most affect our lives. In LEAN IN, Sheryl Sandberg examines why women’s progress in achieving leadership roles has stalled, explains the root causes, and offers compelling, commonsense solutions that can empower women to achieve their full potential.

每月一書：Lean In: Women, Work, and the Will to Lead

Explorations in Personality. A Clinical and Experimental Study of Fifty Men of College Age, New York (Oxford University Press) 1938.

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Measuring Sex Stereotypes A Multination Study

Making CEO Narcissism Research Great: A Review and Meta-Analysis of CEO Narcissism:

1University at Buffalo 2University of Illinois atUrbana-Champaign 3University ofMaryland 4NorthwesternUniversity Correspondence KatieBadura,DepartmentofOrganizationand HumanResources,University atBuffalo, School ofManagement, 261JacobsManagementCenter, Buffalo,NY14260-4000. Email: katienib@buffalo.edu Abstract Research has shown that men tend to emerge as leaders more frequently than women. However, societal role expectations for both women and leaders have changed in the decades since the last empirical review of the gender gap in leader emergence (Eagly & Karau, 1991). We leverage meta-analytic evidence to demonstrate that the gender gap has decreased over time, but a contemporary gap remains. To understand why this gap in leader emergence occurs, we draw on social role theory to develop a Gender-Agency/Communion-Participation (GAP) Model—an integrative theoretical model that includes both trait and behavioral mechanisms. Specifically, we examine a sequence of effects: from gender to agentic and communal personality traits, from these traits to behavioral participation in group activities, and ultimately from participation to leader emergence. Themodel is tested using original meta-analyses of the personality andbehavioralmechanisms (coding 1,632effect sizes total). Gender differences in leadership emergence are predominately explained by agentic traits (positive) and communal traits (negative), both directly and through themechanismof participation in group discussions. In addition, several paths in the theoretical model are moderated by situational contingencies. Our study enhances knowledge of the mechanisms and boundary conditions underlying the gender gap in leader emergence.

Gender and leadership emergence: A meta-analysis and explanatory model

To understand how motivation to lead (MTL) fits into the broader leadership literature, we present a meta-analytic review of MTL and test a Distal-Proximal Model of Motivation and Leadership. Using a database of 1,154 effect sizes from 100 primary studies, we found that the 3 types of MTL (affective-identity, social-normative, and noncalculative) had a unique pattern of antecedents and were only modestly correlated, indicating that MTL may be best operationalized as three separate motivational constructs instead of as one overarching construct. Further, the 3 MTL types were generally associated with individuals emerging as leaders, engaging in beneficial leadership behaviors (i.e., more transformational and transactional leadership, as well as less laissez faire leadership), and performing more effectively in leadership roles. Finally, meta-analytic path analysis demonstrated that the three MTL types partially explained the relationship between more distal predictors (i.e., gender, cognitive ability, the Big Five, past leader experience, and leader self-efficacy) and leadership emergence/effectiveness. Interestingly, we found that traits often viewed as beneficial for leadership (extraversion, conscientiousness, and openness) may have a darker side that is transmitted through MTL. Taken together, this study advances theory by clarifying the distinctiveness of the three MTL types, establishing MTL's relationship with leadership outcomes, and identifying MTL's role within the broader leadership domain. (PsycINFO Database Record (c) 2020 APA, all rights reserved).

Motivation to lead: A meta-analysis and distal-proximal model of motivation and leadership

Previous research has shown that narcissism is unrelated to job performance, yet this individual-level effect may be underestimating narcissism’s wider influence on organizational performance. To a...

Examining the “I” in Team: A Longitudinal Investigation of the Influence of Team Narcissism Composition on Team Outcomes in the NBA

Although research has examined the role of disability in the employment cycle, the compensation stage of this process has remained nascent. Drawing on the bias literature and expectancy violation theory, disability within the context of salary negotiation is examined across three consecutive studies. Study 1, a vignette experiment, found that fictitious job candidates with disabilities received similar initial salary offerings relative to fictitious job candidates without disabilities. Our finding of a pay similarity in the initial salary offering phase of the compensation process raises additional questions of whether those with disabilities ultimately receive lower wages than those without disabilities. To address this question, Study 2 used a computer-simulated negotiation to determine if pay differences among those with and without disabilities originate during the negotiation process. As expected, participants with disabilities negotiated lower salaries, and this effect was exacerbated when perceptions of disability discrimination were higher rather than lower. Finally, in an effort to better advise organizations and employees, Study 3 sought to understand if employees with disabilities experience different outcomes when negotiating salary. Using a vignette experimental design, we found that those with disabilities were offered lower final salaries than those without disabilities and that differences in both social and economic outcomes occur through a lower perceived likelihood that the job candidate will negotiate. Collectively, this research offers novel theoretical insights into the role of disability in the negotiation process and provides recommendations to those with disabilities and organizations on how to approach the compensation process. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

Katie L. Badura

Papers

Gender and leadership emergence: A meta-analysis and explanatory model

Motivation to lead: A meta-analysis and distal-proximal model of motivation and leadership

Examining the “I” in Team: A Longitudinal Investigation of the Influence of Team Narcissism Composition on Team Outcomes in the NBA

Everything is negotiable, but not for everyone: The role of disability in compensation.

A theoretical integration of leader emergence and leadership effectiveness: Over, under, and congruent emergence