Showing papers in "Leadership Quarterly in 2005"
TL;DR: Authentic Leadership Development (ALD) as mentioned in this paper is an emerging field of research in the field of leadership development, with a focus on transforming, charismatic, servant, and spiritual leadership perspectives.
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.
3,866 citations
TL;DR: In this paper, a model of authentic leader and follower development is proposed and examined with respect to its relationship to veritable, sustainable follower performance, and positive modeling is viewed as a primary means whereby leaders develop authentic followers.
Abstract: To address present and future leadership needs, a model of authentic leader and follower development is proposed and examined with respect to its relationship to veritable, sustainable follower performance. The developmental processes of leader and follower self-awareness and self-regulation are emphasized. The influence of the leader’s and followers’ personal histories and trigger events are considered as antecedents of authentic leadership and followership, as well as the reciprocal effects with an inclusive, ethical, caring and strength-based organizational climate. Positive modeling is viewed as a primary means whereby leaders develop authentic followers. Posited outcomes of authentic leader–follower relationships include heightened levels of follower trust in the leader, engagement, workplace well-being and veritable, sustainable performance. Testable propositions and directions for exploring them are presented and discussed.
1,813 citations
TL;DR: In this article, a multi-component model of authentic leadership based on recent theoretical developments in the area of authenticity is presented, which consists of self-awareness, unbiased processing, authentic behavior/acting and authentic relational orientation.
Abstract: We sought to examine the concept of authentic leadership and discuss the influences of authenticity and authentic leadership on leader and follower eudaemonic well-being, as well as examine the processes through which these influences are realized. This was accomplished in four ways. First, we provide an ontological definition of authentic leadership, rooted in two distinct yet related philosophical approaches to human well-being: hedonism and eudaemonia. Second, we develop a multi-component model of authentic leadership based on recent theoretical developments in the area of authenticity. The resulting model consists of self-awareness, unbiased processing, authentic behavior/acting and authentic relational orientation. Third, we discuss the personal antecedents (leader characteristics) of authentic leadership as well as the outcomes of authentic leadership for both leaders and followers and examine the processes linking authentic leadership to its antecedents and outcomes. Fourth, we discuss the implications of this work for authentic leadership theory and then provide some practical
1,111 citations
TL;DR: In this paper, a life-story approach to the development of authentic leaders is proposed, based on self-knowledge, self-concept clarity, selfconcordance, and person-role merger, and the extent to which the leader's selfconcept is expressed in his or her behavior.
Abstract: In this paper, we first develop the concepts of authentic leaders, authentic leadership, and authentic leader development. We suggest a definition of authentic leaders, which is based on the leader’s self-concept: his or her self-knowledge, self-concept clarity, self-concordance, and person-role merger, and on the extent to which the leader’s self-concept is expressed in his or her behavior. Following, we offer a life-story approach to the development of authentic leaders. We argue that authentic leadership rests heavily on the self-relevant meanings the leader attaches to his or her life experiences, and these meanings are captured in the leader’s life-story. We suggest that self-knowledge, self-concept clarity, and person-role merger are derived from the life-story. Therefore, the construction of a life-story is a major element in the development of authentic leaders. We further argue that the life-story provides followers with a major source of information on which to base their judgments about the leader’s authenticity. We conclude by drawing some practical implications from this approach and presenting suggestions for further research.
949 citations
TL;DR: In this article, a theory of leadership development is presented, suggesting that changes in leadership skills may be viewed from the perspective of a general theory of learning and expertise, with consideration of the associated changes in information processing and underlying knowledge structures that occur as skill develops.
Abstract: A theory of leadership development is advanced, suggesting that changes in leadership skills may be viewed from the perspective of a general theory of learning and expertise, with consideration of the associated changes in information processing and underlying knowledge structures that occur as skill develops. More specifically, we propose that leadership performance is organized in terms of a progression from novice to intermediate to expert skill levels. At each skill level, the emphasis is on qualitatively different knowledge and information processing capabilities. In addition, because leadership skill development requires proaction on the part of the leader, we propose that identity, meta-cognitive processes, and emotional regulation are critical factors in developing the deeper cognitive structures associated with leadership expertise. Finally, expert leaders may develop unique skills in grounding their identities and leadership activities in coherent, self-relevant, authentic values.
759 citations
TL;DR: Workplace spirituality is defined as a workplace that recognizes that employees have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community.
Abstract: Workplace spirituality is defined as a workplace that recognizes that employees have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community. This definition, based on three fundamental spiritual needs, has implications for how leaders can enhance work unit performance by nurturing the spirit at work. In an exploratory study of six work units in a large hospital system we used an instrument that measures workplace spirituality. The results led to propositions concerning the effect of work unit spirituality on work unit performance and the relationship between work unit spirituality and leadership. Among medical units within the same hospital system, work unit spirituality is greater in some than in others; work unit performance is associated with work unit spirituality; and work unit leaders likely have an impact on the degree to which work units acknowledge and encourage issues of the spirit.
729 citations
TL;DR: In this paper, a review of over 150 studies shows that there is a clear consistency between spiritual values and practices and effective leadership, and that the following practices have been emphasized in many spiritual teachings: showing respect for others, demonstrating fair treatment, expressing caring and concern, listening responsively, recognizing the contributions of others, and engaging in reflective practice.
Abstract: This review of over 150 studies shows that there is a clear consistency between spiritual values and practices and effective leadership. Values that have long been considered spiritual ideals, such as integrity, honesty, and humility, have been demonstrated to have an effect on leadership success. Similarly, practices traditionally associated with spirituality as demonstrated in daily life have also been shown to be connected to leadership effectiveness. All of the following practices have been emphasized in many spiritual teachings, and they have also been found to be crucial leadership skills: showing respect for others, demonstrating fair treatment, expressing caring and concern, listening responsively, recognizing the contributions of others, and engaging in reflective practice.
680 citations
TL;DR: In this article, the authors test the SLT causal model that hypothesizes positive relationships among the qualities of spiritual leadership, spiritual survival, and organizational productivity and commitment using longitudinal data from a newly formed Apache Longbow helicopter attack squadron at Ft. Hood, Texas.
Abstract: Spiritual leadership theory (SLT) is a causal leadership theory for organizational transformation designed to create an intrinsically motivated, learning organization. Spiritual leadership comprises the values, attitudes, and behaviors required to intrinsically motivate one’s self and others in order to have a sense of spiritual survival through calling and membership—i.e., they experience meaning in their lives, have a sense of making a difference, and feel understood and appreciated. The effect of spiritual leadership in establishing this sense of leader and follower spiritual survival is to create value congruence across the strategic, empowered team, and individual levels to, ultimately, foster higher levels of organizational commitment, productivity, and employee well-being. The primary purpose of this research is to test the SLT causal model that hypothesizes positive relationships among the qualities of spiritual leadership, spiritual survival, and organizational productivity and commitment using longitudinal data from a newly formed Apache Longbow helicopter attack squadron at Ft. Hood, Texas. The results provide strong initial support for SLT and its measures. A methodology was developed for establishing a baseline for future organizational development interventions as well as an action agenda for future research on spiritual leadership in general and Army training and development in particular. We conclude that spiritual leadership theory offers promise as a springboard for a new paradigm for leadership theory, research, and practice given that it (1) incorporates and extends transformational and charismatic theories as well as ethics- and valuesbased theories (e.g., authentic and servant leadership) and (2) avoids the pitfalls of measurement model misspecification.
625 citations
TL;DR: In this article, the authors investigated the implications of new directions in social network theory that emphasize networks as both cognitive structures in the minds of organizational members and opportunity structures that facilitate and constrain action.
Abstract: This article investigates, for leadership research, the implications of new directions in social network theory that emphasize networks as both cognitive structures in the minds of organizational members and opportunity structures that facilitate and constrain action. We introduce the four core ideas at the heart of the network research program: the importance of relations, actors' embeddedness, the social utility of connections, and the structural patterning of social life. Then we present a theoretical model of how network cognitions in the minds of leaders affect three types of networks: the direct ties surrounding leaders, the pattern of direct and indirect ties within which leaders are embedded in the whole organization and the interorganizational linkages formed by leaders as representatives of organizations. We suggest that these patterns of ties can contribute to leader effectiveness.
583 citations
TL;DR: The authors argue that much more is required of leaders than transparently conveying and acting on their values, and that achieving relational authenticity requires that followers accord leaders the legitimacy to promote a set of values on behalf of a community.
Abstract: This article presents a relational view of leaders' authenticity by arguing that much more is required of leaders than transparently conveying and acting on their values. Achieving relational authenticity requires that followers accord leaders the legitimacy to promote a set of values on behalf of a community. Only under such conditions can leaders elicit the personal and social identification of followers that can enhance the success of a group, organization, or society. This article presents evidence that obtaining this identification is more challenging for female than male leaders and more generally for members of outsider groups that have traditionally not had access to particular leadership roles. The training of women and outsiders for leadership should focus on these relational aspects of achieving authenticity as a leader.
540 citations
TL;DR: In this paper, the authors argue that leadership is a vehicle for social identity-based collective agency in which leaders and followers are partners, and explore the two sides of this partnership: the way in which a shared sense of identity makes leadership possible, and the way leaders act as entrepreneurs of identity in order to make particular forms of identity and their own leadership viable.
Abstract: Traditional models see leadership as a form of zero-sum game in which leader agency is achieved at the expense of follower agency and vice versa. Against this view, the present article argues that leadership is a vehicle for social identity-based collective agency in which leaders and followers are partners. Drawing upon evidence from a range of historical sources and from the BBC Prison Study, the present article explores the two sides of this partnership: the way in which a shared sense of identity makes leadership possible and the way in which leaders act as entrepreneurs of identity in order to make particular forms of identity and their own leadership viable. The analysis also focuses (a) on the way in which leaders' identity projects are constrained by social reality, and (b) on the manner in which effective leadership contributes to the transformation of this reality through the initiation of structure that mobilizes and redirects a group's identity-based social power.
TL;DR: In this paper, an integrated theoretical model relating CEO transformational leadership (TL), human-enhancing human resource management (HRM), and organizational outcomes, including subjective assessment of organizational performance, absenteeism, and average sales, is presented.
Abstract: Using a field survey and company data of 170 firms in Singapore, we tested an integrated theoretical model relating CEO transformational leadership (TL), human–capital-enhancing human resource management (HRM), and organizational outcomes, including subjective assessment of organizational performance, absenteeism, and average sales. We found that human–capital-enhancing HRM fully mediates the relationship between CEO transformational leadership and subjective assessment of organizational outcomes and partially mediates the relationship between CEO transformational leadership and absenteeism. We discuss practical and theoretical implications.
TL;DR: A comprehensive, qualitative, narrative review of the leadership literature with an explicit focus on levels-of-analysis issues is presented in this article, focusing on conceptual and empirical publications (books, book chapters, and journal articles).
Abstract: The purpose of this article is to present a comprehensive, qualitative, narrative review of the leadership literature with an explicit focus on levels-of-analysis issues. Focusing on conceptual and empirical publications (books, book chapters, and journal articles) over the last 10 years in 17 areas of leadership research, we reviewed and coded 348 journal articles and book chapters for the degree of appropriate inclusion and use of levels of analysis in theory formulation, construct/variable measurement, data analytic techniques, and inference drawing. In general, while the literature on leadership is vast and growing, relatively few studies in any of the areas of leadership research have addressed levels-of-analysis issues appropriately in theory, measurement, data analysis, and inference drawing. Nevertheless, the findings reported are encouraging, as levels issues are still relatively new to the leadership field and some progress clearly has been made in the last decade. The implications of the current state-of-the-science for future research and the advancement of study in leadership are discussed.
TL;DR: In this paper, a recently developed procedure for performing multilevel confirmatory factor analysis (MCFA) is described, and an illustrative example of its application to leadership data reflecting both the organizational and societal level of analysis is provided.
Abstract: Statistical issues associated with multilevel data are becoming increasingly important to organizational researchers. This paper concentrates on the issue of assessing the factor structure of a construct at aggregate levels of analysis. Specifically, we describe a recently developed procedure for performing multilevel confirmatory factor analysis (MCFA) [Muthen, B.O. (1990). Mean and covariance structure analysis of hierarchical data. Paper presented at the Psychometric Society, Princeton, NJ; Muthen, B.O. (1994). Multilevel covariance structure analysis. Sociological Methods and Research, 22, 376–398], and provide an illustrative example of its application to leadership data reflecting both the organizational and societal level of analysis. Overall, the results of our illustrative analysis support the existence of a valid societal-level leadership construct, and show the potential of this multilevel confirmatory factor analysis procedure for leadership research and the field of I/O psychology in general.
TL;DR: In this paper, the authors pointed out that it is premature to focus on designing interventions to develop authentic leaders before taking further steps in defining, measuring, and rigorously researching this construct.
Abstract: Recently researchers have introduced a new leadership construct, referred to as authentic leadership. There has been considerable interest in this new area of study. Scholars conducting work on authentic leadership believe that the recent upswing in corporate scandals and management malfeasance indicate that a new perspective on leadership is necessary. In order to address these negative societal trends, proponents of authentic leadership take a very normative approach, placing a strong emphasis on the creation of interventions to facilitate the development of authenticity. We concur with the basic tenets of this initiative. However, in this article, we note that it is premature to focus on designing interventions to develop authentic leaders before taking further steps in defining, measuring, and rigorously researching this construct. We draw attention to these issues with the hope of insuring that any development initiatives that are implemented are practical and effective for leaders and organizations.
TL;DR: In this paper, the authors propose a different perspective on authenticity in leadership that is based on the framework of the narrative self, which suggests that authenticity is not achieved by self-awareness of one's inner values or purpose, but instead is emergent from the narrative process in which others play a constitutive role in the self.
Abstract: Contemporary leadership theory and practice describes authenticity in relation to self-awareness of one's fundamental values and purpose, and attributes the motivational effects of leadership to the consistency of leader's values and behaviors and the concordance of their values with those of followers. Drawing from hermeneutic philosophy, I offer a different perspective on authenticity in leadership that is based on the framework of the narrative self. This framework suggests that authenticity is not achieved by self-awareness of one's inner values or purpose, but instead is emergent from the narrative process in which others play a constitutive role in the self. Implications of this framework for research and for the practice of ethical leadership are discussed.
TL;DR: In this article, the authors analyze known academic articles for how they characterize workplace spirituality, explore the nexus between spirituality and leadership, and discover essential factors and conditions for promoting a theory of spiritual leadership within the context of the workplace.
Abstract: Spirituality and its relationship to workplace leadership is a compelling issue for management practitioners and researchers. The field of study is still in its infancy and as such is marked by differences in definitions and other basic characteristics. Much of what has been written on this subject has appeared in general, rather than academic publications and consequently may lack rigor. The purpose of this study is to analyze known academic articles for how they characterize workplace spirituality, explore the nexus between spirituality and leadership, and discover essential factors and conditions for promoting a theory of spiritual leadership within the context of the workplace. An emergent process was used to identify and validate eight areas of difference and/or distinction in the workplace spirituality literature: 1.) definition, 2.) connected to religion, 3.) marked by epiphany, 4.) teachable, 5.) individual development, 6.) measurable, 7.) profitable/productive, and 8.) nature of the phenomenon. Eighty-seven scholarly articles were coded for each of these areas. Findings conclude that most researchers couple spirituality and religion and that most either have found, or hypothesize a correlation between spirituality and productivity. The emergent categories offer provocative new avenues for the development of leadership theory.
TL;DR: In this article, a contingency theory of leadership based on the inner values and worldviews of five major religious traditions: Islam, Christianity, Judaism, Hinduism and Buddhism is presented.
Abstract: The purpose of this article is to create the foundation for a contingency theory of leadership based on the inner values and worldviews of five major religious traditions: Islam, Christianity, Judaism, Hinduism and Buddhism. The article identifies similarities and differences in the implicit leadership models among these five religious traditions. It further explores the implications of this model for organizational leadership in an increasingly uncertain and evolving global economy, where not only cultures but also religions, their belief systems and their values, are in increasing contact and interaction. We develop and describe a multiple-level ontological model of being to expand upon and enlarge the currently accepted behavior-based contingency theories of leadership. The article proposes and creates an integrative model of organizational leadership based on inner meaning, leader values, vision and moral examples at multiple levels of being as an extension to prior behavior-based contingency theories of organizational leadership.
TL;DR: The authors argue that self-transcendent values and positive other-directed emotions are important determinants of authentic leadership, and they introduce an interactive approach to the cognitive and emotional processes that motivate authentic leaders to act in ways that are consistent with their self-transforment values.
Abstract: In response to concerns about the morality of inspirational styles of leadership, this article incorporates current theory from the emotion and positive psychology literatures to present an alternative approach to the role of emotions in leadership. Rather than focusing on the detrimental effects of affective responses, this approach suggests that frequent experiences of positive other-directed emotions motivate leaders to act on their other-regarding values [Oakley, J. 1992. Morality and the emotions. London: Routledge]. We begin by arguing that self-transcendent values and positive other-directed emotions are important determinants of authentic leadership. Then, we introduce an interactive approach to the cognitive and emotional processes that motivate authentic leaders to act in ways that are consistent with their self-transcendent values.
TL;DR: In this article, the authors examined the relationship between transformational/transactional leadership perceptions and organizational identification and further explored the moderating role of individual difference variables, such as separateness-connectedness self-schema, and positive and negative affectivity.
Abstract: In this study, we examined the relationship between transformational/transactional leadership perceptions and organizational identification and further explored the moderating role of individual difference variables, such as separateness–connectedness self-schema, and positive and negative affectivity. Data from 502 services employees indicated significant positive effects of transformational and transactional leadership perceptions on organizational identification. Regarding the moderating role of individual differences, our data showed that the positive relationship of transformational leadership and organizational identification was stronger for individuals of low positive affectivity as well as for employees of high negative affectivity. In addition, results indicated that transactional leadership had a stronger positive effect on organizational identification for individuals characterized by a connected self-schema.
TL;DR: The authors examined linkages among managers' personal value system (i.e., intensity of openness to change, traditional, collectivistic work, self-transcendent, and self-enhancement values), charismatic leadership of managers, and three outcome measures.
Abstract: This study used multi-source field data collected in five organizations to examine linkages among managers' personal value system (i.e., intensity of openness to change, traditional, collectivistic work, self-transcendent, and self-enhancement values), charismatic leadership of managers, and three outcome measures. Two-hundred and eighteen managers provided self-reports of their personal values and ratings of their followers' extra effort and organizational citizenship behavior (OCB). Nine-hundred and forty-five subordinates rated the focal managers' charismatic leadership. Superiors of the focal managers provided ratings of managerial performance 2 months after collecting the managers' and subordinates' ratings. Results indicated that traditional, collectivistic work, self-transcendent, and self-enhancement values related positively to charismatic leadership, which predicted managerial performance and followers' extra effort and OCB. Managerial performance moderated the relationships between leaders' values, charismatic leadership, and followers' outcomes.
TL;DR: A review of leader succession research from 1994 to 2004 can be found in this paper, with a brief summary of Kesner and Sebora's [Kesner, I. F., & Sebeda, T. C. (1994). Executive succession: Past, present and future.
Abstract: This article reviews leader succession research from 1994 to 2004. We begin with a brief summary of Kesner and Sebora's [Kesner, I. F., & Sebora, T. C. (1994). Executive succession: Past, present and future. Journal of Management, 20, 327–372.] review of leader succession. We then critically examine intervening progress made by scholars regarding antecedents and consequences of succession. We conclude by critiquing the state of the field from both theoretical and methodological perspectives, and offering recommendations for future research. Generally, succession continues to be an attractive venue for scholars from a wide array of disciplines. Theory and methodology continue to be of variable quality, though some progress has been noted in the past decade on both fronts. Particularly notable research has generally either examined contextual aspects of succession, thus advancing our knowledge beyond main effects research, or used succession phenomena as windows into advancing organization theory.
TL;DR: In this article, a conceptual framework for spiritual leadership of organizational transformation is proposed, drawing on Burrell and Morgan's organizational paradigms, Bernard Lonergan's philosophy, and Daniel Helminiak's extension of Linergan's work, and understandings of spiritual transformation from the field of spirituality.
Abstract: This article proposes a conceptual framework for spiritual leadership of organizational transformation. It begins by pointing out two challenges unaddressed in the current theories of spiritual leadership: 1) the growing epistemological critique of the existing empirical studies of organizational spirituality and 2) the need for a more robust and sophisticated understanding of the “spiritual” aspect of “spiritual leadership.” It addresses the challenges by drawing on Burrell and Morgan's organizational paradigms, Bernard Lonergan's philosophy, Daniel Helminiak's extension of Lonergan's work, and understandings of spiritual transformation from the field of spirituality. It illustrates spiritual leadership for organizational transformation by examining the case of Reell Precision Manufacturing.
TL;DR: In this article, the authors used transformational and transactional contingent reward leadership and physical distance to predict the business unit performance of 101 managers and found that transformational leadership positively predicted unit performance, while contingent reward leader was not related to performance.
Abstract: Measures of transformational and transactional contingent reward leadership and physical distance were used to predict the business unit performance of 101 managers. Results revealed that transformational leadership positively predicted unit performance, while contingent reward leadership was not related to performance. Physical distance between leaders and followers negatively moderated the relationship between transformational leadership and unit performance, and positively moderated the relationship between contingent reward leadership and performance. Implications for future work on leadership at a distance are discussed.
TL;DR: This article examined the influence of affect on the measurement of transformational leadership, as assessed by the MLQ, and its structural relationships with important organizational outcomes in two separate studies and found that while temporary mood states have little impact either on measurement or structural relationships, target-specific affect (ie, liking) influenced both the effect of target specific affect was fully replicated in a second study (N=120) using an independent sample and a more conservative estimate of the liking effect.
Abstract: Despite being the most widely used and popular measure of transformational leadership, the MLQ has not received much attention in terms of possible method biases, either at the item or structural level Based on a priori theory and empirical work, we examined the influence of affect on the measurement of transformational leadership, as assessed by the MLQ, and its structural relationships with important organizational outcomes in two separate studies Results of the first study (N=307) indicated that while temporary mood states have little impact either on measurement or structural relationships, target-specific affect (ie, liking) influenced both The effect of target-specific affect was fully replicated in a second study (N=120) using an independent sample and a more conservative estimate of the liking effect Overall, the results of this research suggest that transformational leadership, at least when assessed with the MLQ, is highly influenced by the interpersonal affect raters feel towards the target being rated (ie, liking) These results are discussed in terms of their implications for future work on transformational leadership and affect
TL;DR: In this paper, the authors examined the impact of leader succession on organizational performance and found that it takes time for a new team leader to take charge, and the taking charge process requires that the team and new leader experience regular-season play together in addition to off-season practice to improve performance in the subsequent season.
Abstract: Our study examines the impact of leader succession on organizational performance. We use organizational learning theory and the concept of time compression diseconomies to frame our conceptual arguments. Previous sports-related studies have concluded that between-season succession (ritual scapegoating theory) does not impact team performance, and within-season succession (vicious-circle theory) tends to worsen team performance. We confirm these conclusions. We also argue that it takes time for a new team leader to “take charge,” and the taking charge process requires that the team and new leader experience regular-season play together in addition to off-season practice to improve performance in the subsequent season (common-sense theory). Evidence from a 60-year data set from the National Hockey League provides support for our hypotheses.
TL;DR: Avolio et al. as mentioned in this paper found that the availability of viable models and an analysis of key causes and key goals, coupled with reflection, led to the generation of evocative visions and somewhat better plans.
Abstract: Although vision is known to be a critical component of outstanding leadership, little is known about how people create viable visions. Drawing from a model of vision formation proposed by Mumford and Strange [Mumford, M. D., & Strange, J. M. (2002). Vision and mental models: The case of charismatic and ideological leadership. In B. J. Avolio & F. J. Yammarino (Eds.), Transformational and charismatic leadership: The road ahead (pp. 109–142). Oxford, England: Elsevier], 212 undergraduates were asked to form a vision for an experimental secondary school where they would be the new principal. In addition to a plan for implementation of their vision, participants were asked to write a speech describing their vision for the school that was to be given to relevant constituencies. The conditions of performance were varied to manipulate the quality of the models available, reflection on past experience in secondary schools, and analysis of key goals and key causes. It was found that the availability of viable models and an analysis of key causes, and key goals, coupled with reflection, led to the generation of evocative visions and somewhat better plans. The implications of these findings for understanding vision formation and leader development are discussed.
TL;DR: In this paper, the authors study the factors influencing the transfer of leadership in family firms to the next generation of the owner family, focusing on the successor figure, and state two general research propositions related to training for leadership and commitment as the main factors affecting the succession process.
Abstract: The objective of this paper is to study the factors influencing the transfer of leadership in family firms to the next generation of the owner family, focusing on the successor figure. After reviewing the relevant literature about family businesses and the successor's development, we state two general research propositions related to training for leadership and commitment as the main factors affecting the succession process. Following these propositions, we look in detail at seven succession case studies taken from the automobile distribution industry. These cases differ in terms of the success of the results. The quality of interpersonal relationships, successors' expectations, and the role of the predecessor appear to be critical in distinguishing between more and less successful processes.
TL;DR: This article examined the relationship between the rated charisma of US presidents and their frequency of use of metaphors in inaugural addresses, and found that metaphor is important for inspiring audience members, which increases our understanding of the process by which charismatic leaders inspire and motivate followers.
Abstract: Two studies examined the relationship between the rated charisma of US presidents and their frequency of use of metaphors in inaugural addresses. In the first study, the incidence of metaphors was recorded from the first-term inaugural addresses of 36 presidents (17 high charisma; 19 low charisma). Charismatic presidents used nearly twice as many metaphors (adjusted for speech length) than non-charismatic presidents. In the second study, judges rated the passages from the speeches that they found most inspirational. Results suggested that metaphors are important for inspiring audience members. This work increases our understanding of the process by which charismatic leaders inspire and motivate followers.
TL;DR: Giacalone et al. as discussed by the authors presented the first edition of Daft's The Leadership Experience (2005) to teach a graduate course in ethics and leadership in 1999, and the course was accepted as a yearly review piece in The Leadership Quarterly.
Abstract: Issues regarding workplace spirituality have been receiving increased attention in the organizational sciences (Giacalone & Jurkiewicz, 2003; Mitroff & Denton, 1999), and the implications of workplace spirituality for leadership theory, research, and practice make this a fast growing area of new research and inquiry by scholars (Giacalone, Jurkiewicz, & Fry, in press). I first became interested in this area when teaching a graduate course in ethics and leadership in 1999 after adopting the first edition of Daft’s text, The Leadership Experience (2005). In it were references on the need to lead from love and not fear, and that hope and faith in a compelling vision are necessary to inspire and challenge people to do their best. What ensued was a 4-year journey that included multiple submissions and rejections from regional and national meetings. Along the way I found and became active in the Management Spirituality and Religion Interest Group at the 2002 Academy of Management Meeting in Denver, Colorado (which has now grown to over 500 members and is larger than several Academy Divisions). That summer, The Leadership Quarterly senior editor Jerry Hunt invited me to Texas Tech to present my ideas on spiritual leadership to the faculty and doctoral students. This culminated in the acceptance of my paper on spiritual leadership at the next year’s Academy of Management meeting in Seattle and the ultimate publication of it as a yearly review piece in The Leadership Quarterly (Fry, 2003). During this period Jerry and I discussed the idea of a special issue on spiritual leadership to help move the field along as spiritual leadership and workplace spirituality are in the preparadigmatic, or initial concept/elaboration, stage of development (Hunt, 1999). At this initial stage, it is important that theories meet the four components that provide the necessary and sufficient conditions for the development of any theoretical model. They must specify (1) the units or variables of interest to the researcher, (2) congruence as defined by the laws of relationship among units of the model that specify how they are associated, (3) boundaries within which the laws of relationship are expected to operate, and (4) contingency effects that specify system states within which the units of the theory take on characteristic values that are deterministic and have a persistence through time (Dubin, 1978; Fry & Smith, 1987). However, we believe it is not enough to just develop good theories. Our hope was that the special issue could be a vehicle for moving the field toward achieving paradigmatic status. Kuhn (1962, p. 175) defined a paradigm as, bAn entire constellation of beliefs, values, techniques, and so on shared by the members of a given community.Q In other words, a paradigm is a philosophical and theoretical framework of a scientific school or discipline within which theories, laws, and generalizations and the methods to test them are formulated. The Leadership Quarterly 16 (2005) 619–622