Author
Richard H. G. Field
Other affiliations: Claremont Graduate University, Simon Fraser University
Bio: Richard H. G. Field is an academic researcher from University of Alberta. The author has contributed to research in topics: Normative model of decision-making & Vroom–Yetton decision model. The author has an hindex of 16, co-authored 36 publications receiving 2220 citations. Previous affiliations of Richard H. G. Field include Claremont Graduate University & Simon Fraser University.
Papers
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VU University Amsterdam1, University of Pennsylvania2, University of Maryland, Baltimore3, Cornell University4, New Mexico State University5, Qatar Airways6, Louisiana Tech University7, Université du Québec8, Stockholm School of Economics9, University of Buenos Aires10, University of Alberta11, University of Indonesia12, University of Queensland13, Bellevue University14, London Business School15, Western Illinois University16, University of Memphis17, Fudan University18, Boğaziçi University19, University of Reading20, University of South Africa21, Athens University of Economics and Business22, Ludwig Maximilian University of Munich23, University of Calgary24, University of Burgundy25, National Sun Yat-sen University26, Hong Kong Polytechnic University27, Indian Institute of Management Ahmedabad28, City University of Hong Kong29, Lincoln University (New Zealand)30, University of Lethbridge31, Wayne State University32, University College Dublin33, Indiana University34, Kuwait University35, Technion – Israel Institute of Technology36, University of Giessen37, The Chinese University of Hong Kong38, University of Zurich39, Fordham University40, Complutense University of Madrid41, University of Nebraska–Lincoln42, INCAE Business School43, National University of Malaysia44, Opole University45, Hong Kong Baptist University46, Tbilisi State University47, Ohio State University48, University of Wrocław49, Alexandria University50, University of San Francisco51, Melbourne Business School52, Bentley University53, University of Los Andes54, I-Shou University55, Johannes Kepler University of Linz56, International Labour Organization57, Smith College58, Copenhagen Business School59, Chungnam National University60, National University of Singapore61, Tilburg University62, Hong Kong University of Science and Technology63, Thammasat University64, Sewanee: The University of the South65, FernUniversität Hagen66, Soochow University (Suzhou)67, University of St. Gallen68, Kumamoto University69
TL;DR: In this paper, the authors focus on culturally endorsed implicit theories of leadership (CLTs) and show that attributes associated with charismatic/transformational leadership will be universally endorsed as contributing to outstanding leadership.
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.
1,227 citations
TL;DR: In this article, an evolutionary developmental perspective is used to create an evolutionary tree of leadership theory and reveal the path along which it has evolved, and nine evolutionary eras are identified, and requirements for a tenth era of leadership theories are discussed.
Abstract: Leadership is one of the most complex and multifaceted phenomena to which organisational and psychological research has been applied. An evolutionary developmental perspective is used to create an evolutionary tree of leadership theory and reveal the path along which it has evolved. Nine evolutionary eras are identified, and requirements for a tenth era of leadership theory are discussed. These eras provide a broad framework for researchers and practising managers to categorise existing, and evaluate future, theories.
184 citations
Posted Content•
TL;DR: The climate construct is defined and key issues concerning climate, which have been identified by past research, are addressed and a model which represents the traditional conceptualization of climate is given.
Abstract: Climate is presented as a perceptual attribute on an organizational, group, and individual level. The climate construct is defined and key issues concerning climate, which have been identified by past research, are addressed. These issues are level of analysis, measurement, validity, redundancy and usefulness. A model which represents the traditional conceptualization of climate is given. This model is later revised by integrating aspects from the discussion of the key issues. The paper concludes with recommendations for future climate research.
152 citations
TL;DR: The authors found that constructive controversy accounts for 45 per cent of variance of decision success whereas the Vroom-Yetton model accounted for 5 per cent, and that the contribution is provided by constructive discussions of opposing opinions when actually generating the decision.
Abstract: Empirical tests have indicated that following the Vroom-Yetton Normative Model of leadership predicts reliably to successful managerial decision-making. However, it does not consider the kind of social interaction among decision makers. Recent experiments have demonstrated that controversy constructively discussed can facilitate decision-making. To see whether constructive controversy can supplement the Vroom-Yetton model, 58 managers enrolled in an executive-level MBA programme described a successful and unsuccessful decision-making experience by answering the Vroom-Yetton questions and by indicating the extent those involved in making the decision experienced constructive controversy. Results indicate that both the Vroom-Yetton model and constructive controversy are significantly related to successful decision-making. A regression analysis indicated that constructive controversy accounted for 45 per cent of the variance of decision success whereas the Vroom-Yetton model accounted for 5 per cent. While the Vroom-Yetton model is useful at the preplanning stage for choosing a decision style, much greater contribution is provided by constructive discussions of opposing opinions when actually generating the decision.
146 citations
Posted Content•
TL;DR: This paper found that social context (competitive or cooperative) and decision strategy (consensus or majority voting) affected decision acceptance, understanding, decision time, and affective reactions to the group, although decision quality was not affected.
Abstract: A laboratory study of group decision making found that social context (competitive or cooperative) and decision strategy (consensus or majority voting) affected decision acceptance, understanding, decision time, and affective reactions to the group, although decision quality was not affected.
85 citations
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TL;DR: In this paper, social learning theory is used as a theoretical basis for understanding ethical leadership and a constitutive definition of the ethical leadership construct is proposed. But, little empirical research focuses on an ethical dimension of leadership.
3,547 citations
TL;DR: In this article, a literature review focuses on the emerging construct of ethical leadership and compares this construct with related concepts that share a common concern for a moral dimension of leadership (e.g., spiritual, authentic, and transformational leadership).
Abstract: Our literature review focuses on the emerging construct of ethical leadership and compares this construct with related concepts that share a common concern for a moral dimension of leadership (e.g., spiritual, authentic, and transformational leadership). Drawing broadly from the intersection of the ethics and leadership literatures, we offer propositions about the antecedents and outcomes of ethical leadership. We also identify issues and questions to be addressed in the future and discuss their implications for research and practice. Our review indicates that ethical leadership remains largely unexplored, offering researchers opportunities for new discoveries and leaders opportunities to improve their effectiveness.
2,542 citations
TL;DR: In this article, the authors review the history of the social scientific study of leadership and the prevailing theories of leadership that enjoy empirical support and identify the contributions of the trait, behavioral, contingency and neocharismatic paradigms and the results of empirical research on prevailing theories.
1,789 citations
TL;DR: The Team Climate Inventory (TCI) as mentioned in this paper is a multi-dimensional measure of facet-specific climate for innovation within groups at work, which measures the level of the proximal work group.
Abstract: Summary This paper reports the development and psychometric validation of a multi-dimensional measure of facet-specific climate for innovation within groups at work: the Team Climate Inventory (TCI). Brief reviews of the organizational climate and work group innovation literatures are presented initially, and the need for measures of facet-specific climate at the level of the proximal work group asserted. The four-factor theory of facet-specific climate for innovation, which was derived from these reviews, is described, and the procedures used to operationalize this model into the original version measure described. Data attesting to underlying factor structure, internal homogeneity, predictive validity and factor replicability across groups of the summarized measure are presented. An initial sample of 155 individuals from 27 hospital management teams provided data for the exploratory factor analysis of this measure. Responses from 121 further groups in four occupations (35 primary health care teams, 42 social services teams, 20 psychiatric teams and 24 oil company teams; total Na 971) were used to apply confirmatory factor analysis techniques. This five-factor, 38-item summarized version demonstrates robust psychometric properties, with acceptable levels of reliability and validity. Potential applications of this measure are described and the implication of these findings for the measurement of proximal work group climate are discussed. #1998 John Wiley & Sons, Ltd.
1,786 citations
TL;DR: This paper reviewed and evaluated major theories of leadership and summarized findings from empirical research on leadership and presented an integrating conceptual framework to show how the different theories and lines of research fit together to improve managerial practice.
1,602 citations