Basics of qualitative research: Grounded theory procedures and techniques

Emotion and Adaptation

This review examines recent theoretical and empirical developments in the leadership literature, beginning with topics that are currently receiving attention in terms of research, theory, and practice. We begin by examining authentic leadership and its development, followed by work that takes a cognitive science approach. We then examine new-genre leadership theories, complexity leadership, and leadership that is shared, collective, or distributed. We examine the role of relationships through our review of leader member exchange and the emerging work on followership. Finally, we examine work that has been done on substitutes for leadership, servant leadership, spirituality and leadership, cross-cultural leadership, and e-leadership. This structure has the benefit of creating a future focus as well as providing an interesting way to examine the development of the field. Each section ends with an identification of issues to be addressed in the future, in addition to the overall integration of the literature we provide at the end of the article.

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Leadership: Current Theories, Research, and Future Directions

In his Preface the author' says that he started out to review all the more important theories upon the topics ordinarily discussed under human motivation but soon found himself more and more limited to the presentation of his own point of view. This very well characterizes the book. It is a very personal product. It is an outline with some defense of the author's own thinking about instincts and appetites and sentiments and how they function in human behavior. And as the author draws so heavily upon James and McDougall, especially the latter, the book may well be looked upon as a sort of sequel to their efforts. There is a thought-provoking distinction presented between instinct and appetite. An instinct is said to be aroused always by something in the external situation; and, correspondingly, an appetite is said to be aroused by sensations from within the body itself. This places, of course, a heavy emphasis upon the cognitive factor in all instinctive behaviors; and the author prefers to use the cognitive factor, especially the knowledge of that end-experience which will satisfy, as a means of differentiating one instinct from another. In this there is a recognized difference from McDougall who placed more emphasis for differentiation upon the emotional accompaniment. The list of instincts arrived at by this procedure is much like that of McDougall, although the author is forced by his criteria to present the possibility of food-seeking and sex and sleep operating both in the manner of an appetite and also as an instinct. The Shand-McDougall concept of sentiment is taken over and used in the explanation of moral motivation. There is the development within each personality of a sentiment for some moral principle. But this sentiment is not a very powerful motivating factor. It is reinforced by social pressures and by religion, which is treated as an effort of finite man to live in harmony with the infinite reality. Those whose psychological thinking is largely in terms of McDougall will doubtless find this volume a very satisfying expansion; but those who are at all inclined to support their psychological thinking by reference to experimental studies will not be so well pleased. The James-Lange theory, for example, is discussed without mention of the many experimental studies which it has provoked. Theoretical sources appear in general to be preferred to experimental investigations.

Human MotivationThe Mind in Action: A Study of Motives and Values. A. Campbell Garnett

https://cws.journals.yorku.ca/index.php/cws/article/download/14795/13847

Men and Women of the Corporation

The authors investigated the relationship between transformational leadership behavior and group performance in 218 financial services teams that were branches of a bank in Hong Kong and the United States. Transformational leadership influenced team performance through the mediating effect of team potency. The effect of transformational leadership on team potency was moderated by team power distance and team collectivism, such that higher power distance teams and more collectivistic teams exhibited stronger positive effects of transformational leadership on team potency. The model was supported by data in both Hong Kong and the United States, which suggests a convergence in how teams function in the East and West and highlights the importance of team values.

Embracing transformational leadership: team values and the impact of leader behavior on team performance.

Organizational culture can be a powerful force that clarifies what's important and coordinates the work of employees without the costs and inefficiencies of close supervision. Culture also identifies an organization's distinctive competence to external constituencies. In order to effectively employ culture as a leadership tool, managers must recruit and select employees who fit the firm's culture, socialize and train employees to share the firm's values, and reward employees whose efforts reflect and reinforce the firm's culture. In addition, managers must both act and be perceived as acting in ways that are consistent with the values they want employees to share.

Leading by Leveraging Culture

Theory on charismatic leaders suggests that shared values play an important role in promoting employee effort and organizational performance. This article proposes a theoretical model to identify conditions under which charismatic leadership and values inadvertently give rise to employee disenchantment, despite the good intentions of leaders and followers. The model integrates findings from a qualitative longitudinal study of a small advertising firm with prior research to develop new theory on unintended negative consequences of charismatic leadership. We propose that employee sensemaking triggered by strong organizational values can increase the risk of attributions of leader hypocrisy, which lead to employee disenchantment in a process we call the hypocrisy attribution dynamic. Value expansion, organizational tenure, and perceived benefit/harm are proposed to moderate the hypocrisy attribution dynamic, influencing the chances of negative sensemaking about leaders’ behavior. This research sheds light on mechanisms through which charismatic leadership and values achieve their effects, and suggests that value expansion may be a double-edged sword—heightening followers’ experience of meaning at work but also increasing the risk of subsequent disenchantment.

When values backfire: Leadership, attribution, and disenchantment in a values-driven organization

In tandem with a surge of public interest in authenticity, there is a growing number of empirical studies on individual authenticity in work settings. However, these studies have been generated wit...

Being Your True Self at Work: Integrating the Fragmented Research on Authenticity in Organizations

Definition and Core Assumptions About Authenticity ............................. 150 Review of Research on Authenticity in Organizations .............................. 152 Links Between Authenticity and Positive Identity .................................... 154 Authenticity and Private Regard .................................................................. 156 Becoming More Authentic ............................................................................ 157 Pathway 1: Deepening Self-Awareness ................................................... 158 Pathway 2: Peeling Off Masks, or Revealing More of the "True Self" ............................................................................................ 159 Pathway 3: Authentication ........................................................................ 160 Avenues for Future Research: Complicating the Model... ......................... 162 165

Sandra E. Cha

Papers

Embracing transformational leadership: team values and the impact of leader behavior on team performance.

Leading by Leveraging Culture

When values backfire: Leadership, attribution, and disenchantment in a values-driven organization

Being Your True Self at Work: Integrating the Fragmented Research on Authenticity in Organizations

Bringing the inside out: Enhancing authenticity and positive identity in organizations