Showing papers in "Leadership Quarterly in 2007"
TL;DR: In this article, a definition of destructive leadership is proposed, which emphasizes negative outcomes for organizations and individuals linked with and affected by them and outlines the toxic triangle: the characteristics of leaders, followers, and environmental contexts connected with destructive leadership.
Abstract: Destructive leadership entails the negative consequences that result from a confluence of destructive leaders, susceptible followers, and conducive environments. We review how destructive leadership has been discussed in the literature and note that it has not been clearly defined. Building on prior research, we develop a definition of destructive leadership that emphasizes negative outcomes for organizations and individuals linked with and affected by them. Then we outline the toxic triangle: the characteristics of leaders, followers, and environmental contexts connected with destructive leadership. We illustrate the dynamics of the framework using Fidel Castro's career as the dictator of Cuba.
806 citations
TL;DR: In this paper, the authors propose a definition and a descriptive model of destructive leadership behavior, defined as the systematic and repeated behaviour by a leader, supervisor or manager that violates the legitimate interest of the organisation by undermining and/or sabotaging the organisation's goals, tasks, resources, and effectiveness and/ or the motivation, well-being or job satisfaction of his/her subordinates.
Abstract: This paper proposes a definition and a descriptive model of destructive leadership behaviour. Destructive leadership behaviour is defined as the systematic and repeated behaviour by a leader, supervisor or manager that violates the legitimate interest of the organisation by undermining and/or sabotaging the organisation's goals, tasks, resources, and effectiveness and/or the motivation, well-being or job satisfaction of his/her subordinates. Three categories of such destructive leadership are identified in the proposed model: tyrannical, derailed, and supportive–disloyal leadership behaviour. The model may provide a useful link between the field of leadership and research on bullying, counterproductive behaviour, and aggression at work. The model contributes to a more nuanced concept of destructive leadership showing how destructive leadership behaviours also may have constructive elements.
758 citations
TL;DR: In this article, the authors present an integrative model of trust in leadership and present an integrated model to examine the factors that foster trust in leaders and the outcomes of this trust, but no comprehensive model has been presented to systematically examine these factors.
Abstract: Leaders have been argued to play a key role in determining organizational effectiveness across all levels (e.g., individual, team, unit) that exist within organizations. A key component in a leader's ability to be effective within such environments is the degree to which subordinates and co-workers trust him/her. Therefore, it is not surprising that researchers and practitioners alike are interested in identifying the mechanisms through which trust in leadership can be developed as well as those factors which moderate this relationship [e.g., Gillespie, N. A., Mann, L. (2004). Transformational leadership and shared values: The building blocks of trust. Journal of Managerial Psychology, 19, 588–607; Kouzes and Posner, 1995; Roberts, K. H., O'Reilly, C. A. (1974). Failures in upward communication in organizations: Three possible culprits. Academy of Management Journal, 17, 205–215; Whitener, E. M. (1997). The impact of human resource activities on employee trust. Human Resource Management Review, 7, 389–404]. Despite this, research that has addressed the factors that foster trust in leaders and the outcomes of this trust has been disjointed and, as yet, no comprehensive model has been presented to systematically examine these factors. Therefore, the purpose of this article will be to present an integrative model of trust in leadership.
702 citations
TL;DR: In this article, the authors proposed a model made up of four categories of leadership skill requirements: Cognitive skills, interpersonal skills, business skills, and strategic skills, which are then tested in a sample of approximately 1000 junior, mid-level, and senior managers, comprising a full career track in the organization.
Abstract: Leadership scholars have called for additional research on leadership skill requirements and how those requirements vary by organizational level. In this study, leadership skill requirements are conceptualized as being layered (strata) and segmented (plex), and are thus described using a strataplex. Based on previous conceptualizations, this study proposes a model made up of four categories of leadership skill requirements: Cognitive skills, Interpersonal skills, Business skills, and Strategic skills. The model is then tested in a sample of approximately 1000 junior, midlevel, and senior managers, comprising a full career track in the organization. Findings support the “plex” element of the model through the emergence of four leadership skill requirement categories. Findings also support the “strata” portion of the model in that different categories of leadership skill requirements emerge at different organizational levels, and that jobs at higher levels of the organization require higher levels of all leadership skills. In addition, although certain Cognitive skill requirements are important across organizational levels, certain Strategic skill requirements only fully emerge at the highest levels in the organization. Thus a strataplex proved to be a valuable tool for conceptualizing leadership skill requirements across organizational levels.
498 citations
TL;DR: This article examined the abusive supervision-job performance relationship with job performance measured using formal performance appraisal ratings, supervisor ratings, and self-ratings and found that abusive supervision is negatively related to two of the three performance ratings (i.e., formal and supervisor ratings) and that the meaning of work moderated all three relationships.
Abstract: This study examines the abusive supervision–job performance relationship with job performance measured using formal performance appraisal ratings, supervisor ratings, and self-ratings Additionally, we predict that the meaning one gains from work moderates these relationships We used a sample composed of supervisor–subordinate dyads from an automotive organization to investigate our hypotheses Results show that abusive supervision is negatively related to two of the three performance ratings (ie, formal and supervisor ratings) and that the meaning of work moderated all three of these relationships Strengths, limitations, practical implications, and directions for future research are provided
411 citations
TL;DR: In this article, the interactive effects of abusive supervision, ingratiation, and positive affect (PA) on strain and turnover intentions were investigated. But, they did not consider the effect of passive supervision.
Abstract: We conducted a study to test the interactive effects of abusive supervision, ingratiation, and positive affect (PA) on strain (i.e., job tension and emotional exhaustion) and turnover intentions. We hypothesized that employees' use of ingratiation, when coupled with high levels of PA, would neutralize the adverse effects of abusive supervision on each outcome. Conversely, ingratiation tactics were hypothesized to have a detrimental influence on work outcomes in conditions of increased abusive supervision when employees' PA was low. Partial support was found for each hypothesis, with results indicating that low PA individuals who refrained from ingratiation experienced more strain and turnover intentions than other individuals. Implications of these results as well as strengths, limitations, and avenues for future research are discussed.
389 citations
TL;DR: The authors examined how the perceived expectations of the leader, customers, and family influence individuals' creative involvement at work and found that these self-expectations for creativity were associated with creative involvement.
Abstract: We examined how the perceived expectations of the leader, customers, and family influence individuals' creative involvement at work. The perceived expectations of all three of these reference groups were positively associated with employee's self-expectations for creativity. These self-expectations for creativity, in turn, were associated with creative involvement at work. This latter effect was stronger among participants who reported higher self-efficacy for creativity. Implications for how leaders support followers' creative behavior are discussed.
378 citations
TL;DR: In this paper, a field study of employees involved in a major acquisition integration addressed the relationships that leadership and climate had with subordinate acquisition acceptance, performance, and job satisfaction in an uncertain environment.
Abstract: This field study of employees involved in a major acquisition integration addressed the relationships that leadership and climate had with subordinate acquisition acceptance, performance, and job satisfaction in an uncertain environment. Transformational leadership was positively related to acquisition acceptance, supervisor-rated performance, and job satisfaction (p < .01). Transformational leaders also impacted subordinate outcomes through the perceived climate they created for goal clarity and support for creative thinking. Both goal clarity and support for creative thinking partially mediated the relationship between transformational leadership and job satisfaction (p < .01; N = 447). Goal clarity did not mediate the relationship between transformational leadership and performance, but was positively related to performance (p < .05; N = 344). Support for creative thinking fully mediated the relationship between transformational leadership and acquisition acceptance (p < .01; N = 432). Implications for future research and for managers engaged in acquisition integrations are discussed.
372 citations
TL;DR: In this paper, the role of leadership in complex systems is investigated and it is shown that as enablers, leaders disrupt existing patterns of behavior, encourage novelty, and make sense of emerging events for others.
Abstract: As complex systems, organizations exist far from equilibrium where the ongoing interaction of system components leads to emergent and self-organizing behavior. What, then, is the role of leadership in systems where change often emerges in unexpected ways? In this paper, we build on the work of Marion and Uhl-Bien who suggest that in complex systems leaders enable rather than control the future. While traditional views of leadership focus on the leader's responsibility for determining and directing the future through heavy reliance on control mechanisms, we offer empirical support for a different view of leadership based on a complexity perspective of organizations. Our findings show that as enablers, leaders disrupt existing patterns of behavior, encourage novelty, and make sense of emerging events for others. The results of our qualitative study include a set of research propositions as well as a discussion of the implications for managers and researchers.
349 citations
TL;DR: In this article, the authors argue that strategic leaders play a crucial role in moving organizations to the edge of chaos and aid in organizational learning and adaptation by influencing the tags that produce the structure of interactions among organizational agents.
Abstract: Organizations are increasingly being described as complex adaptive systems (CAS). In this view, the behavior and structure of an organization emerges out of the interaction of a collection of organizational agents. Seemingly, there is no role for strategic leadership because the system self-organizes. We argue that strategic leaders play a crucial role in moving organizations to the “edge of chaos” and aid in organizational learning and adaptation by influencing the tags that produce the structure of interactions among organizational agents. Through dialogue and storytelling, strategic leaders shape the evolution of agent interactions and construct the shared meanings that provide the rationale by which the past, the present, and the future of the organization coalesce.
304 citations
TL;DR: In this article, the convergence, divergent, and criterion validity of two instruments, the Multifactor Leadership Questionnaire (MLQ-5X) and the Conger and Kanungo Scales (CKS), was explored.
Abstract: This study aimed at empirically clarifying the similarities and differences between transformational, transactional, and charismatic leadership. More specifically, the convergent, divergent, and criterion validity of two instruments, the Multifactor Leadership Questionnaire (MLQ-5X) and the Conger and Kanungo Scales (CKS), was explored. It was found that transformational and charismatic leadership showed a high convergent validity. Moreover, these leadership styles were divergent from transactional leadership. With regard to criterion validity, subjective (e.g. satisfaction) as well as objective (profit) performance indicators were assessed. Firstly, results indicated that transformational as well as charismatic leadership augmented the impact of transactional leadership on subjective performance. In addition, transformational and charismatic leadership both contribute unique variance to subjective performance, over and above the respective other leadership style. Secondly, transformational leadership had an impact on profit, over and above transactional leadership. This augmentation effect could not be confirmed for charismatic leadership. Furthermore, transformational leadership augmented the impact of both transactional and charismatic leadership on profit. Implications for leadership theory and practice are discussed.
TL;DR: The authors explored the assumptions made with regard to (a) subordinates, (b) leaders, (c) context, and (d) the processes involved in leadership, revealing a number of problems ranging from simple methodological issues to more substantive theory-based concerns.
Abstract: Since the turn of the century, the area of leadership has seen notable growth in the amount of research conducted. As such, it now seems appropriate to evaluate how most leadership research is conducted, considering in particular the assumptions that are made when conducting the typical leadership study. Specifically, we explored the assumptions made with regard to (a) subordinates, (b) leaders, (c) context, and (d) the processes involved in leadership. Consideration of these assumptions reveals a number of problems ranging from simple methodological issues to more substantive theory-based concerns. Potential remedies are presented, along with a consideration of the long-term impact associated with the typical leadership study approach.
TL;DR: A review of the role of attributions in leadership processes can be found in this paper, where the authors argue that attributions account for significant proportions of the variance in leadership behaviors.
Abstract: The purpose of this article is to review literature that has focused on the role of attributions in leadership processes and to explore and explain how the study of attributions does, and can, contribute to our understanding of the dynamics of leadership. The historical roots of attribution research are discussed, along with early attributional research in the leadership area. Two streams of attributional criticisms are addressed and recent attributional research relevant to leadership is reviewed. We argue and demonstrate that attributions account for significant proportions of the variance in leadership behaviors. We conclude with suggestions for including attributional perspectives in comprehensive models of leader behavior.
TL;DR: In this paper, the authors examine the leader as a bully, and explore potential consequences of strategic leader bullying behavior through the development of a conceptual model, concluding that bullying behavior is construed as a form of organizational politics.
Abstract: The concept of destructive leadership has generated considerable interest and research by a number of scholars under rubrics such as “abusive supervision” and “incivility,” and certainly represents an appropriate forum for this special issue. In the present article, we examine the leader as a bully, and explore potential consequences of strategic leader bullying behavior through the development of a conceptual model. Building upon recent work by Salin [Salin, D. (2003). Bullying and organizational politics in competitive and rapidly changing work environments. International Journal of Management and Decision Making , 4, 35–46], leader bullying behavior is construed as a form of organizational politics. We explore the implications of bullying as an influence behavior that is employed strategically to convey particular images and exercise influence in specific situations, potentially producing positive outcomes. Finally, the implications of this conceptualization and directions for future research in this relatively new area of scientific inquiry are discussed.
TL;DR: Locke as mentioned in this paper contributed a chapter to the critique section of the edited book, Shared Leadership: Reframing the Hows and Whys of Leadership, published by Sage, focusing on what shared leadership can and should look like at the top of organizations.
Abstract: Edwin Locke contributed a chapter to the critique section of Craig Pearce and Jay Conger’s (2003a) edited book, Shared Leadership: Reframing the Hows and Whys of Leadership, published by Sage. In this letter exchange, they continue their dialogue on this important topic. They focus in particular on clarifying what each means by “shared leadership” and on what shared leadership can and should look like at the top of organizations.
TL;DR: This paper examined the major approaches used to understand leader cognition noting that cognitive models are typically domain-based and examined leader cognition in one domain held to be critical to leader performance, cognition under conditions of crisis or change.
Abstract: Leadership is typically understood as a process of social influence. The effective exercise of influence, however, requires leaders to think. In the present effort, we examine the major approaches used to understand leader cognition noting that cognitive models are typically domain based. Subsequently, we examine leader cognition in one domain held to be critical to leader performance — cognition under conditions of crisis or change. Leaders typically formulate solutions to the problems broached by crises through generation of sensemaking systems. The generation of sensemaking systems is held to depend on case-based, or experiential, knowledge as well as multiple processes (e.g., scanning, case analysis, forecasting). The implications of these knowledge structures and processing operations for understanding leader performance are discussed.
TL;DR: In this paper, the authors use principles from multilevel theory, complexity theory, and connectionist theory to integrate existing gender bias explanations into a comprehensive model of gender bias in leadership, one that can be used to examine and understand how throughout the leadership process gender bias occurs and can affect women negatively.
Abstract: We use principles from multilevel theory, complexity theory, and connectionist theory to integrate existing gender bias explanations into a comprehensive model of gender bias in leadership, one that can be used to examine and understand how throughout the leadership process gender bias occurs and can affect women negatively. The synthesis of connectionism and complexity theories provides an opportunity to suggest novel solutions to this important leadership problem, but it also shows why multiple solutions applied at individual, group, and organizational levels all may be required to change the way agents and systems of agents respond to potential female leaders.
TL;DR: In this paper, the authors examined the relative impact of leader behaviors with respect to two unexplored issues: the differences between the building and erosion of subordinates' trust in their leader, and the difference between situations in which the subordinate are highly vulnerable or less vulnerable as a result of the leader's actions.
Abstract: Leaders' behaviors manifesting ability, integrity and benevolence play a central role in enhancing followers' trust in the leader. The current paper examines the relative impact of these leader behaviors with respect to two unexplored issues: the differences between the building and erosion of subordinates' trust in their leader, and the differences between situations in which the subordinate are highly vulnerable or less vulnerable as a result of the leader's actions. On the basis of content analysis of 988 critical incidents collected from 733 cadets in officers training courses, we compared the relative importance of the different leadership behaviors in trust-building versus trust-erosion incidents and in situations varying in their magnitude of followers' vulnerability. The findings show that behaviors reflecting leader ability and integrity were more salient in trust-erosion incidents and that behaviors reflecting leader benevolence were more salient in trust-building incidents. Greater subordinate vulnerability increased the importance of behaviors reflecting leader integrity or ability (depending on the nature of the vulnerability) compared to behaviors reflecting the leader's benevolence, and vulnerability increased the likelihood that trust would be eroded. We discuss the implications of these findings for both theory and practice.
TL;DR: Berson et al. as discussed by the authors examined the relationship between leaders' personal attributes, leadership style and vision content, and found that Charismatic leadership was most positively associated with inspirational vision themes, whereas contingent reward leadership was more positive associated with instrumental vision themes.
Abstract: This study examines the relationship between leaders' personal attributes, leadership style and vision content. One hundred eighty three corporate managers from six industries, who completed a 14-week leadership development course, provided self-reports of their need for social approval, self-monitoring, and need for social power by the second week of the course. Eight hundred and nine subordinates provided ratings of their manager's leadership style by the third week of the course. Upon completion of the course, the managers wrote vision statements which were coded using Berson, Shamir, Avolio, & Popper's [Berson, Y., Shamir, B., Avolio, B. J., & Popper, M. (2001). The relationship between vision strength, leadership style, and content. The Leadership Quarterly, 12, 53–73] vision theme categories. Charismatic leadership was most positively associated with inspirational vision themes, whereas contingent reward leadership was most positively associated with instrumental vision themes. Leaders' need for social approval, self-monitoring, and need for social power moderated these relationships.
TL;DR: In this paper, a model of the interactive effects of perceived job characteristics and potentially destructive leader traits on the physical and psychological strain of their subordinates and their job attitudes and commitment to the organization was tested.
Abstract: This study tested a model of the interactive effects of perceived job characteristics and potentially destructive leader traits on the physical and psychological strain of their subordinates and their job attitudes and commitment to the organization. A composite measure of the characteristics of enriched jobs (job scope) was positively related to more favorable outcomes (e.g., organizational commitment) and negatively related to unfavorable outcomes (e.g., somatic complaints). Hierarchical linear modeling tested the moderating effects of leader hostility and leader negative affectivity on the effects of perceived job scope. Subordinates ( n = 203) with leaders ( n = 47) scoring high on hostility and low job scope consistently exhibited less favorable outcomes than subordinates with low hostility supervisors and low job scope and high hostility supervisors and high job scope . Leader trait negative affectivity exhibited similar interaction effects for three of the outcomes (organizational commitment, overall job satisfaction, and anxiety). The implications of these findings for leadership are discussed.
TL;DR: In this paper, the authors developed and tested a multilevel model of norm formation and found that both leader expectations and staff expectations had a significant impact on the norms that teams adopted around collaborative problem solving.
Abstract: We developed and tested a multilevel model of norm formation. Both leader expectations and staff expectations had a significant impact on the norms that teams adopted around collaborative problem solving. In addition, there was an interaction between the expectations of the leader and the staff. We found that when staff initially held low expectations of collaborative problem solving behaviors, leaders who held high expectations of such behaviors were able to significantly raise the collaborative problem solving norms established by their teams. Team problem solving norms significantly influenced individual team members' problem solving behaviors.
TL;DR: In this paper, the authors examine the view that, in complex adaptive systems (CAS), organizations are moved toward the edge of chaos and will exhibit "order for free" behaviors, and argue that leadership researchers can help foster the evolution of a new type of dynamic emergent hierarchy that yields a sustained desired order across time.
Abstract: This conceptual article critically examines the view that, in complex adaptive systems (CAS), organizations are moved toward the edge of chaos and will exhibit “order for free” behaviors. Will organizations naturally self-organize to seek greater fitness? We suggest that, as hierarchies, organizations may be collectively led to establish a dynamic system where bottom-up structuration emerges to increase the long-term viability of the organization. Thus, it is our contention that while there is order for free, a desired order is not. To examine if a desired order for free emerges calls for analyses emphasizing the interplay among leadership, organization hierarchy, and CAS perspectives where these are systematically compared and contrasted. Based on such compare and contrast interplay, we argue that leadership researchers can help foster the evolution of a new type of dynamic emergent hierarchy that yields a sustained desired order across time.
TL;DR: This paper examined the degree to which consensus in group members' perceptions of various leadership-climate constructs moderated the relationship between emotional exhaustion and work commitment, and found that group's consensus regarding transformational leadership and laissez-faire leadership were both cross-level contextual moderators that interacted with individual member's emotional exhaustion to explain individual-level work commitment.
Abstract: Consensus constructs are a common topic in level-of-analysis research and, yet, leadership researchers have failed to consider their theoretical appeal as a contextual factor in the explanation of work-related attitudes and behaviors. Drawing on a sample of 27 naturally occurring occupational groups composed of 828 U.S. Air Force personnel, we examined the degree to which consensus in group members' perceptions of various leadership-climate constructs moderated the relationship between emotional exhaustion and work commitment. Results showed that group members' consensus regarding transformational leadership and laissez-faire leadership were both cross-level contextual moderators that interacted with individual member's emotional exhaustion to explain individual-level work commitment, even after controlling for mean group-level ratings of leadership climate.
TL;DR: In this paper, the authors evaluated the equivalence of the trust scales developed by Mayer and Davis and found that the trust scale had poor psychometric properties across the board, rendering invariance tests inappropriate.
Abstract: This paper contributes to the research on supervisor trustworthiness by assessing the measurement equivalence of the trust scales developed by Mayer and Davis [Mayer, R. C., & Davis, J. H. (1999). The effect of the performance appraisal system on trust for management: A field quasi-experiment. Journal of Applied Psychology, 84, 123–136] across three samples: U.S., Turkey and Singapore. This study found the trust scale to have poor psychometric properties across the board, rendering invariance tests inappropriate. Analysis of the antecedents of trust scales supported the metric equivalence of the integrity measure, but several items of the ability and benevolence scales appeared to be interpreted differently by respondents from collectivist-high power distant versus individualist-low power distant cultures. We advocate the formation of a multinational team of trust and leadership scholars to develop scales in which items reflect not a single culture but are more applicable both in meaning and choice of expression to many cultures.
TL;DR: The authors found that during down periods in the economy, the Chairman communicates that the situation is less certain with reduced amount of activity and an emphasis on present tense language that indicates that current concerns are paramount.
Abstract: Alan Greenspan's tenure as Federal Reserve Board Chairman has been highlighted by his highly publicized leadership. One important and readily visible manifestation of his leadership has been his communication style. While research concerning the communication component of leadership has primarily analyzed CEO and presidential communications, this paper utilizes content analysis to provide a descriptive analysis of Chairman Greenspan's communications and his responsiveness to changes in the economic environment. We find that during down periods in the economy, the Chairman communicates that the situation is less certain with reduced amount of activity and an emphasis on present tense language that indicates that current concerns are paramount. In contrast, during buoyant periods of economic activity, the Chairman's language indicates a stronger sense of certainty. Such language patterns help the public place their economic circumstances in context, and may contribute to perceptions of Greenspan's effectiveness as a leader.
TL;DR: In this paper, the authors report on a longitudinal study of West Point college students over four years, addressing three questions: (1) do military officer-cadets grow or change in their basic level of psychosocial development [Kegan, R. (1982). The Evolving Self: Problem and Process in Human Development. Cambridge, MA: Harvard University Press.
Abstract: Efforts to educate and develop future military officers aim to produce highly competent, ethical and effective leaders to serve the nation. But while there is general agreement about desired outcomes, the underlying developmental processes associated with these outcomes are not well understood. How do we grow such leaders? This paper reports on a longitudinal study of West Point college students over four years, addressing three questions: (1) do military officer-cadets grow or change in their basic level of psychosocial development [Kegan, R. (1982). The Evolving Self: Problem and Process in Human Development. Cambridge, MA: Harvard University Press.], (2) is the level of psychosocial development related to performance as leaders, and (3) do activities in high school predict later psychosocial development? Two groups of cadets were studied from their freshman or sophomore year to their senior year at the academy. Results show significant positive developmental growth over time for 47% of study participants, with most of this growth occurring from sophomore to senior year. Furthermore, psychosocial development predicts several peer, subordinate and supervisor ratings of cadet performance as leaders during the upperclass (junior and senior) years, a time when cadets take on substantial leadership roles. In addition, early performance ratings by high school teachers, as well as active participation in high school extracurricular activities both predict psychosocial development levels for freshman and sophomores. These findings lend support to Kegan's theoretical model, and suggest that greater attention be paid to these basic processes of human psychosocial development that can influence leader performance in important ways.
TL;DR: In this article, the authors use control theory to argue that the higher than unexpected level of work effort is due to the fact that certain work environments can return control to those who otherwise would have little, essentially serving as a substitute for a high quality LMX relationship.
Abstract: Our focus in this study was on uncovering which contextual factors positively influenced the level of work effort of employees who experience a low quality relationship with their supervisor. We use control theory to argue that the higher than unexpected level of work effort is due to the fact that certain work environments can return control to those who otherwise would have little, essentially serving as a substitute for a high quality LMX relationship. Data collected from 1179 employees in two organizations from the southwestern United States demonstrated that, for employees reporting low quality relationships with their supervisor, low supervisor competence, decentralized decision making, and low politics perceptions were related to high individual work effort. The scholarly and practical implications of these findings are discussed, and directions for future research in this area are offered.
TL;DR: In this paper, the authors describe how non-linear dynamical systems concepts of attractors, bifurcations, and self-organization culminate in a swallowtail catastrophe model for the leadership emergence process, and present the experimental results that the model has produced thus far for creative problem solving, production and coordination-intensive groups.
Abstract: The process by which leaders emerge from leaderless groups is well-documented, but not nearly as well understood. This article describes how non-linear dynamical systems concepts of attractors, bifurcations, and self-organization culminate in a swallowtail catastrophe model for the leadership emergence process, and presents the experimental results that the model has produced thus far for creative problem solving, production, and coordination-intensive groups. Several control variables have been identified that vary in their function depending on what type of group is involved, e.g. creative problem solving, production, and coordination-intensive groups. The exposition includes the relevant statistical strategies that are based on non-linear regression along with some directions for new research questions that can be explored through this non-linear model.
TL;DR: In this article, the authors present a review and synthesize fourteen distinct approaches that have appeared to date in which computer simulation is used in leadership research, including individuals, dyads, groups, and the organization itself.
Abstract: This article reviews and synthesizes fourteen distinct approaches that have appeared to date in which computer simulation is used in leadership research. The research has touched several levels of analysis, including individuals, dyads, groups, and the organization itself. After a brief overview of the four main techniques used, each model is described and its findings are discussed. All of the findings are then synthesized in a discussion of the implications for research, and a series of 14 propositions is offered. The potential of this method and its contribution to a new paradigm in leadership research are discussed.
TL;DR: The authors examined 80 historically notable leaders and found that attributes of ideological leadership influenced the amount of violence and the occurrence of institutional and cultural violence, accounting for variance in institutional violence above and beyond characteristics of leaders, in general, found to contribute to violence.
Abstract: Recent events have called attention to the potential of ideological leaders to incite violence. The present study examined 80 historically notable leaders. Violent and non-violent leaders were compared to violent and non-violent ideological leaders in a historiometric analysis examining individual, group, organization, and environmental variables that might predispose ideological leaders to violence. When criteria examining different manifestations of violence were regressed on the discriminant function scores resulting from this comparison of leader types, it was found that attributes of ideological leadership influenced the amount of violence, and the occurrence of institutional and cultural violence — accounting for variance in institutional and cultural violence above and beyond characteristics of leaders, in general, found to contribute to violence. The implications of these observations for understanding the sources of leader violence and the origins of violence among ideological leaders are discussed.