Showing papers in "Leadership Quarterly in 1995"
TL;DR: Theoretical development in this area also has undergone many refinements, and the current theory is far different from the early Vertical Dyad Linkage (VDL) work as discussed by the authors.
Abstract: Research into Leader-Member Exchange (LMX) theory has been gaining momentum in recent years, with a multitude of studies investigating many aspects of LMX in organizations. Theoretical development in this area also has undergone many refinements, and the current theory is far different from the early Vertical Dyad Linkage (VDL) work. This article uses a levels perspective to trace the development of LMX through four evolutionary stages of theorizing and investigation up to the present. The article also uses a domains perspective to develop a new taxonomy of approaches to leadership, and LMX is discussed within this taxonomy as a relationship-based approach to leadership. Common questions and issues concerning LMX are addressed, and directions for future research are provided.
5,812 citations
TL;DR: In this paper, the authors integrate a levels-of-analysis framework into the development and extension of transformational leadership theory to examine individualized consideration, a key component of Transformational Leadership, at three different levels of analysis including individual, team, and organization culture.
Abstract: This article integrates a levels-of-analysis framework into the development and extension of transformational leadership theory. The primary focus of the article is on examining individualized consideration, a key component of transformational leadership, at three different levels of analysis including the individual, team, and organization culture. Extensions to Bass' 1985 theory of transformational leadership are offered.
898 citations
TL;DR: This paper used the romance of leadership notion to develop a follower-centric perspective on leadership and highlighted some of the assumptions of this approach, contrasting them with those of a more leader-centered perspective.
Abstract: This article uses the romance of leadership notion to develop a follower-centric perspective on leadership. A social constructionist view is highlighted. I clarify some of the assumptions of this approach, contrasting them with those of a more leader-centered perspective. In an effort to increase the testability of this approach, I outline a general model, paving the way for generating individual and group-level hypotheses, and discuss implications for practice and for future leadership research.
812 citations
TL;DR: The authors argue that while social distance is not a necessary condition for charismatic leadership, fundamental differences between distant charismatic leadership and close charismatic leadership are identified through a theoretical analysis of the two leadership situations and through an exploratory content analysis of interviews about close and distant charismatic leaders.
Abstract: The article addresses the relationship between social distance and charismatic leadership. Current theories of charismatic leadership in organizations have borrowed ideas from the literature on socially distant charismatic leaders and applied them to leadership situations that involve direct contacts between leaders and their immediate subordinates. This article argues that while social distance is not a necessary condition for charismatic leadership, there are fundamental differences between distant charismatic leadership and close charismatic leadership. The article attempts to identify these differences through a theoretical analysis of the two leadership situations and through an exploratory content analysis of interviews about close and distant charismatic leaders.
518 citations
515 citations
TL;DR: This article explored the determinants and consequences of the extent of homogeneity of charisma within a group of followers, discuss the practical implications of their theoretical propositions, and pose new questions for research.
Abstract: Charisma is a fire that ignites followers' energy, commitment, and performance. Charisma resides not in a leader, nor in a follower, but in the relationship between a leader who has charismatic qualities and a follower who is open to charisma, within a charisma-conducive environment. When a leader shares charismatic relationships with all of his or her subordinates, charisma is homogeneous—a raging fire. When a leader shares charismatic relationships with one or a limited number of his or her subordinates, charisma is not homogeneous but variable—pockets of fire. We explore the determinants and consequences of the extent of homogeneity of charisma within a group of followers, discuss the practical implications of our theoretical propositions, and pose new questions for research.
435 citations
TL;DR: In this paper, a model of personality constructs found to contribute to destructive acts in a real-world sample of charismatic leaders is presented, and a LISREL VI analysis provides support for the model.
Abstract: Previous research has examined the characteristics and behaviors of charismatic leaders in an effort to understand their ability to change organizational members. Charismatic leaders present a vision for an organization's future. The leader's beliefs, motives, and self-concept system influence the vision and act as guides for the behaviors the leader uses in bringing about change in the organization. Unfortunately, leaders are not always interested in effecting change for the purpose of benefitting the organization and its members as a whole; rather, the leader may be more interested in personal outcomes. This study tested a model of personality constructs found to contribute to destructive acts in a real-world sample of charismatic leaders. Benchmarks scales were used to operationalize the constructs such that ratings of the degree to which a leader exhibited behaviors indicative of the constructs could be quantified. A LISREL VI analysis provides support for the model. Practical and methodological implications are discussed.
207 citations
TL;DR: In this paper, the authors present a view from the inside out of individualized consideration, vision and egoism in effective leadership, and a re-examination of substitutes for leadership within a levels-of-analysis framework.
Abstract: Section headings and selected papers: Contemporary and Alternative. About the editors. List of contributors. Preface. Introduction and overview. Introduction to Part B. The Contemporary Approaches. Charismatic leadership. On fire: charismatic leadership and levels of analysis (K.J. Klein, R.J. House). Fire: when, where, and for what (M.G. Evans). The folly of knowing an elephant by its tail: why the leadership field needs multiple levels of analysis (J.A. Conger). The role of individual consideration, vision and egoism in effective leadership (E.A. Locke). Unlocking the essence of individualized consideration: a view from the inside out (B.J. Avolio, B.M. Bass). Leader-member exchange. Relationship-based approach to leadership: development of leader-member exchange (LMX) theory of leadership over 25 years: applying a multi-level multi-domain perspective (G.B. Graen, M. Uhl-Bien). The Alternative Approaches. Information processing. Multi-level information-processing explanations of followers' leadership perceptions (R.J. Hall, R.G. Lord). Leadership sense-making - parts, wholes, and beyond (D.V. Day). Levels issues in followers' perceptions of leadership (R.J. Foti). The role of within-individual cognitive structures in determining higher-level effects (R.J. Hall, R.G. Lord). Subtitles for leadership. An examination of substitutes for leadership within a levels-of-analysis framework (P.M. Podsakoff, S.B. MacKenzie). A re-examination of substitutes for leadership within a levels-of-analysis framework (W.D. Murry). The romance of leadership as a follower-centric theory: a social constructionist approach (J.R. Meindl). Conclusion. A multiple-level leadership mosaic. One way to put the pieces together (F. Dansereau, F.J. Yammarino). Author index. Subject index.
181 citations
TL;DR: In this article, a field study was conducted to determine whether the behaviors in the multiple-linkage model are related to leadership effectiveness and advancement, whether these criteria are predicted better by leader behavior descriptions from subordinates than by leader self-reports, and whether the results are influenced by the level of analysis.
Abstract: A field study was conducted to determine whether the behaviors in the multiple-linkage model are related to leadership effectiveness and advancement, whether these criteria are predicted better by leader behavior descriptions from subordinates than by leader self-reports, and whether the results are influenced by the level of analysis. Leader behavior descriptions were obtained from the leaders and their subordinates; data on advancement and effectiveness were obtained from superiors, peers, and subordinates. The results showed that leader effectiveness was related more closely to subordinate descriptions of leader behavior than to leader self-reported behavior. Behavior descriptions from the two sources were equally effective in predicting a manager's advancement in the organization. The leader behaviors that related most strongly to managerial effectiveness also related most strongly to advancement. There was substantial convergence in results for different levels of analysis.
175 citations
TL;DR: In this paper, both affective and cognitive information processing mechanisms may work at a variety of levels (individual, dyad, and group) to determine followers' perceptions of leaders.
Abstract: The information-processing and person perception literatures imply that leadership perceptions will be based on both affective and cognitive processing strategies. We propose that both affective and cognitive information-processing mechanisms may work at a variety of levels (individual, dyad, and group) to determine followers' perceptions of leaders. Although the role of affective processing in leadership perception has been little investigated, it plays a key role in the rapid formation of a general liking (or disliking) that then sets the basis for more elaborate cognitive and affective processing. Especially interesting is the possibility that the development of mutual liking depends not only upon characteristics of individual followers or leaders but also upon dyadic and group-level influences on affective processing. Cognitive processing is also subject to dyad- and group-level effects, as leader characteristics have the potential to cue different prototypes in dyadic relations. Similarly, groups can influence prototype availability, mood, information used, and other determinants of subsequent leadership perceptions.
172 citations
TL;DR: In this paper, a model of individualized leadership from the perspective of formally assigned superiors and subordinates is developed and tested, and it is shown that one mechanism for securing leadership is for a superior to provide support for a subordinate's feelings of self-worth.
Abstract: A model of “individualized leadership” from the perspective of formally assigned superiors and subordinates is developed and tested. “Leadership” is defined as occurring when a superior is able to secure satisfying performance from a subordinate. It is shown that one mechanism for securing leadership is for a superior to provide support for a subordinate's feelings of self-worth. Analysis of data from U.S. and foreign sources indicate that in the absence of support for a subordinate's feelings of self-worth, a superior will not become a leader for that subordinate or receive satisfying performance. In contrast to traditional approaches, the authors show that to be successful, leadership efforts must vary within and between work groups, depending on the individual (subordinate) with whom a superior interacts; thus, the term “individualized leadership.”
TL;DR: In this paper, the authors describe how a single key question about leadership that they developed in graduate school led to a 25-year-long research program and how controversy contributed to the creation of the four developmental stages of a dyadic approach to leadership.
Abstract: This theory development article describes how a single key question about leadership that I developed in graduate school led to a 25-year-long research program. A description of a variety of criticisms of my work shows how controversy contributed to the creation of the four developmental stages of a dyadic approach to leadership. The article concludes with a description of how a new dyadic approach, called individualized leadership, provided an answer to my initial key question.
TL;DR: In this article, a case narrative of Roger Smith's almost decade-long tenure as chair and CEO at General Motors is analyzed using levels-of-analysis theory in combination with the hierarchical organizational levels emphasized in Hunt's framework.
Abstract: Selected aspects of Hunt's (1991) extended multiple-organizational-level leadership model are used in an illustrative analysis of a case narrative emphasizing Roger Smith's almost decade-long tenure as chair and CEO at General Motors. The illustrative analysis compares and contrasts ways in which grounded theory and mainstream perspectives can be applied to help explain what occurred at various hierarchical-organizational levels during Smith's tenure. Propositions based on the case narrative and selected aspects of Hunt's model are developed and discussed in terms of grounded theory and mainstream perspectives. Two illustrative propositions are analyzed using levels-of-analysis theory in combination with the hierarchical organizational levels emphasized in Hunt's framework.
TL;DR: In this paper, the authors show that multiple levels of analysis are needed to understand a leader's choice of autocratic versus participative behaviors, and that leadership scales that simply aggregate behavior across situations are incapable of detecting situational and persons by situation effects.
Abstract: Cumulative research pertaining to the Vroom-Yetton and Vroom-Jago models suggests that multiple levels of analysis are needed to understand a leader's choice of autocratic versus participative behaviors. Leadership scales that simply aggregate behavior across situations are incapable of detecting situational and persons by situation effects that do, in fact, exist. Research designs that capture these effects and that test specific prescriptive models are described.
TL;DR: The contingency model of leadership effectiveness has been the basis for an extensive body of research as mentioned in this paper, but the model has also elicited strong criticisms, and the conceptual definitions of the model's components have often been the subject of debate.
Abstract: The contingency model of leadership effectiveness (Fiedler, 1978) has been the basis for an extensive body of research. During the last three decades, numerous studies have supported its propositions (Peters, Hartke, & Pohlmann, 1985; Strube & Garcia, 1981), but the model has also elicited strong criticisms. This article argues that the contingency model was one of the first models in leadership research that was theoretically multi-level and methodologically multi-source. New evidence and alternative perspectives are offered to address the issues concerning the conceptual definitions of the model's components, which have often been the subject of debate. The discussion concludes with productive avenues for future research in the paradigm and its potential contributions to leadership training and development within a multi-level framework.
TL;DR: The authors examined the relative impact of individual-level and group-level effects of several leader behaviors and substitutes for leadership on employee attitudes, role perceptions, and "inrole" and "extra-role" performance.
Abstract: The goal of this study was to examine the relative impact of individual-level and group-level effects of several leader behaviors and substitutes for leadership on employee attitudes, role perceptions, and “inrole” and “extra-role” performance. Data were collected from 1235 employees from 265 work groups across a variety of organizational settings. The presence of group-level effects was tested with ANOVA, and clear evidence of both group-level and individual-level differences was found. Multiple regression procedures, which controlled for all of the leader behaviors and the substitutes for leadership at both the individual and group levels of analysis, generally showed that: (1) the combination of leader behaviors and substitutes for leadership accounted for substantial amounts of variance in the subordinate's attitudes, role perceptions, and performance; (2) the leadership substitutes accounted for more variance in the subordinate criterion variables than did the leader behaviors; and (3) although the effects of within-group variation in leader behaviors and substitutes for leadership were substantially stronger than between-groups variation on subordinates' attitudes and role perceptions, both within-group and between-groups variation in the leader behaviors and leadership substitutes had important effects on subordinates' inrole and extra-role performance. The implications of these findings are discussed.
TL;DR: In this article, the authors employ an interpretive approach to explore the constructions placed upon the phenomenon of leadership by practicing managers and the particular meanings and assumptions that the term conveys.
Abstract: Recent theory and research has begun to question many of the ontological and epistemological assumptions underpinning mainstream perspectives on leadership, emphasizing its attributional basis and the socially constructed and contested nature of its meaning. This paper attempts to contribute to this emerging critique by employing an interpretive approach in order to explore the constructions placed upon the phenomenon of leadership by practicing managers and the particular meanings and assumptions that the term conveys. The paper draws upon interviews with managers in the construction industry to develop its main argument: that radical critiques of mainstream leadership theory and research often lose sight of the role of subjective interpretation and agency in the formulation and enactment of the “social myth” of leadership and that an interpretive approach, which explores individuals' own “implicit leadership theories,” can make an important contribution to the further understanding of leadership as a socially constructed phenomenon.
TL;DR: In this article, the authors critique the concepts of self-management and self-leadership from a levels-of-analysis perspective, and propose ways in which the individual, the dyad, the group, and the organization can be theoretically melded into existing selfleadership theory.
Abstract: This article critiques the concepts of self-management and self-leadership from a levels-of-analysis perspective. Conceptual and methodological problems in identifying the most pertinent levels of analysis are noted. We articulate the ways in which the individual, the dyad, the group, and the organization can be theoretically melded into existing self-leadership theory. Suggestions for future research are explored, as well as practical applications in the areas of self-managed work teams and high-performance organizations.
TL;DR: In this article, a moderator subgroup study, originally published by Schriesheim and Murphy (1976), is reexamined using the within-group agreement coefficient (rwg), moderated raw-score multiple linear regression, and moderated within-and between-entity analysis (WABA).
Abstract: A moderator subgroup study, originally published by Schriesheim and Murphy (1976), is reexamined using the within-group agreement coefficient (rwg; James, Demaree & Wolf, 1984), moderated raw-score multiple linear regression, and moderated within- and between-entity analysis (WABA; Dansereau, Alutto & Yammarino, 1984; Schriesheim, forthcoming). The results show serious discrepancies in results between the subgroup and regression approaches, the need to exercise care in interpreting the rwg and raw-score regression results, and the necessity of conducting WABA and supplemental within-entity WABA moderation analyses to gain meaningful insight into the phenomena being investigated. Implications and future directions for leadership theory and research are considered.
TL;DR: This paper found that the level of rivalry is positively associated with a new field manager's ability to improve subsequent performance, because it is easier to improve in a low-rivalry context.
Abstract: Using a sample of major league baseball teams, this study provides evidence that leader (field manager) ability and experience are positively associated with subsequent performance for ongoing field managers. Following a succession event, however, only the ability of the new field manager, as measured by his prior record, is important to subsequent performance. We hypothesize that the level of rivalry will be importantly associated with a new field manager's ability to improve subsequent performance, because it is easier to improve in a low-rivalry context. Contrary to the hypothesis, however, our analysis indicates that the abilities of the new field manager are even more important when the team is competing in a high-rivalry context, and tend to matter little in a low-rivalry context.
TL;DR: In this paper, a multivariate and moderator variable approach for examining cross-entity relationships is proposed and demonstrated using the within-and between-entities analysis (WABA) framework.
Abstract: Leadership scholars have increasingly been interested in exploring multi- and cross-level relationships in their research. However, multivariate and moderator variable approaches for examining these relationships are apparently not well-developed and well-understood. Building upon the within- and between-entities analysis (“WABA”) framework of Dansereau, Alutto, and Yammarino (1984), this article first develops and then illustrates how multivariate and moderator analyses may be conducted using the WABA approach. A further extension of WABA, suggested by George and James (1993) and incorporating an analysis for between-entities moderation of within-entities effects, is also proposed and illustrated—allowing researchers to better assess whether obtained within-entity (“parts”) parameter estimates hold across all entities (i.e., indicative of only nonrelative relationships) or not. Finally, three recently raised concerns about WABA, and directions for future research, are considered briefly.
TL;DR: In this paper, the authors examined the impact of organizational performance, the composition of the board of directors, and the age of the CEO on the appointment of an internal or external successor in 240 firms to CEOs who left between 1978 and 1984.
Abstract: This study examined the impact of organizational performance, the composition of the board of directors, and the age of the CEO on the appointment of an internal or external successor in 240 firms to CEOs who left between 1978 and 1984. Poor performance, as measured by abnormal security returns, and a smaller proportion of internal members on the board of directors were associated with an external successor when the departing CEO was younger than traditional retirement age. No significant relationships were found for departing CEOs who had reached retirement age. The results are discussed in the context of leadership exercised by chief executive officers and boards of directors.
TL;DR: The distinction between leadership and management from a broader perspective is examined in this article, where it is argued that organicism and mechanicism, two competing theories or worldviews, are deeply embedded in the leadership-management distinction.
Abstract: Leadership theorists have devoted considerable intellectual energy to debating the distinction between leadership and management. Instead of joining the debate, this article takes another approach and examines the distinction between leadership and management from a broader perspective. It is argued that organicism and mechanicism, two competing theories or worldviews, are deeply embedded in the leadership-management distinction. These two theories, as well as metaphors derived from each, have framed and dominated the scholarly discourse. Consequently, organicism and mechanicism have had an influence on the way scholars talk and write about leadership and management in complex organizations. Both theories have had an influence on the emergence of new concepts and the development of leadership theory.