Ram N. Aditya

Bio: Ram N. Aditya is an academic researcher from Louisiana Tech University. The author has contributed to research in topics: Leadership & Leadership studies. The author has an hindex of 5, co-authored 5 publications receiving 3391 citations. Previous affiliations of Ram N. Aditya include Temple University.

Culture specific and cross-culturally generalizable implicit leadership theories: Are attributes of charismatic/transformational leadership universally endorsed?

Abstract: This study focuses on culturally endorsed implicit theories of leadership (CLTs). Although cross-cultural research emphasizes that different cultural groups likely have different conceptions of what leadership should entail, a controversial position is argued here: namely that attributes associated with charismatic/transformational leadership will be universally endorsed as contributing to outstanding leadership. This hypothesis was tested in 62 cultures as part of the Global Leadership and Organizational Behavior Effectiveness (GLOBE) Research Program. Universally endorsed leader attributes, as well as attributes that are universally seen as impediments to outstanding leadership and culturally contingent attributes are presented here. The results support the hypothesis that specific aspects of charismatic/transformational leadership are strongly and universally endorsed across cultures.

Cross-cultural research on organizational leadership: A critical analysis and a proposed theory.

Abstract: What is expected of leaders, what leaders may and may not do, and the influence that leaders have varies considerably as a result of the cultural forces to which leaders are subjected. In this chapter we present a review of the scope and domain of cross cultural organizational leadership research. We begin with a review the concept of culture and the definition of leadership and advance our own definitions of these terms. We then present a review of cross cultural leadership research findings to date and advance three empirically supported theoretical generalizations. Following the literature review we turn to a discussion of several theoretical issues relevant to the study of cross cultural leadership and organizational practices. Our review indicates that there are several unresolved issues concerning cross cultural theory and investigation including appropriate ways of measuring cultural phenomena, the processes by which cultural forces influence the members of collectivities, the scope and domain of cultural effects, and the moderating influence of external variables such as international competition, military agression, external political pressures, exposure to international media, and technological forces. We offer some suggestions for the resolution of these issues. We present a preliminary theoretical framework intended to be a basis for guiding future cross cultural leadership and advance a set of competing hypotheses, tests of which we believe will help shed light on many of the currently unresolved issues. Some methodological suggestions for the improvement of cross cultural research and theory are also advanced. With respect to etic (generalizable) phenomena we seek to identify falsifiable nomothetic (law like) statements on which theories concerning cross cultural phenomena can be built. Nomothatic research is directed toward the discovery of behavioral regularities, global behavior patterns, and law like relationships among variables. We also advocate the use of multiple measures of cultural phenomena. We believe that a nomothetic multimethod approach will be helpful in explaining and predicting such phenomena and will be useful in resolving many of the issues specified in the present essay. Although our own approach is based on quantitative analysis, we believe that ethnographic and other qualitative research approaches are required to provide insights and enhance understanding of specific cultural entities, to identify emic (culture specific) manifestations of cultural forces, and to generate theoretical hypotheses and prescriptive assertions to be tested quantitively.

The psychology of deception in marketing: A conceptual framework for research and practice

Abstract: The Federal Trade Commission's current policy statements on deceptive and unfair marketing practices are predicated primarily on economic considerations, ignoring the broader ramifications of trade policy for society as well as specific considerations with regard to the individual consumer. In part, this is due to the fact that research in this area has addressed only isolated aspects of the problem of deception in marketing. This article takes a pluralistic perspective on the issue in an attempt to stimulate research into hitherto unexplored avenues and provide a platform for future policy. The relevant psychological processes in consumer behavior are discussed in the light of product attributes and situational characteristics in a framework that takes into account the needs of the individual as well as the broader values of society. © 2001 John Wiley & Sons, Inc.

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

Abstract: 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.

Transformational and transactional leadership: a meta-analytic test of their relative validity.

Abstract: This study provided a comprehensive examination of the full range of transformational, transactional, and laissez-faire leadership. Results (based on 626 correlations from 87 sources) revealed an overall validity of .44 for transformational leadership, and this validity generalized over longitudinal and multisource designs. Contingent reward (.39) and laissez-faire (-.37) leadership had the next highest overall relations; management by exception (active and passive) was inconsistently related to the criteria. Surprisingly, there were several criteria for which contingent reward leadership had stronger relations than did transformational leadership. Furthermore, transformational leadership was strongly correlated with contingent reward (.80) and laissez-faire (-.65) leadership. Transformational and contingent reward leadership generally predicted criteria controlling for the other leadership dimensions, although transformational leadership failed to predict leader job performance.

The effects of leader and follower emotional intelligence on performance and attitude: An exploratory study

Abstract: Recently, increasing numbers of scholars have argued that emotional intelligence (EI) is a core variable that affects the performance of leaders. In this study, we develop a psychometrically sound and practically short EI measure that can be used in leadership and management studies. We also provide exploratory evidence for the effects of the EI of both leaders and followers on job outcomes. Applying Gross' emotion regulation model, we argue that the EI of leaders and followers should have positive effects on job performance and attitudes. We also propose that the emotional labor of the job moderates the EI–job outcome relationship. Our results show that the EI of followers affects job performance and job satisfaction, while the EI of leaders affects their satisfaction and extra-role behavior. For followers, the proposed interaction effects between EI and emotional labor on job performance, organizational commitment, and turnover intention are also supported.

Personality and leadership: a qualitative and quantitative review.

Abstract: This article provides a qualitative review of the trait perspective in leadership research, followed by a meta-analysis. The authors used the five-factor model as an organizing framework and meta-analyzed 222 correlations from 73 samples. Overall, the correlations with leadership were Neuroticism .24, Extraversion .31, Openness to Experience .24, Agreeableness .08, and Conscientiousness .28. Results indicated that the relations of Neuroticism, Extraversion, Openness to Experience, and Conscientiousness with leadership generalized in that more than 90% of the individual correlations were greater than 0. Extraversion was the most consistent correlate of leadership across study settings and leadership criteria (leader emergence and leadership effectiveness). Overall, the five-factor model had a multiple correlation of .48 with leadership, indicating strong support for the leader trait perspective when traits are organized according to the five-factor model.