Showing papers in "Leadership Quarterly in 2016"
TL;DR: In this paper, the authors employ meta-analytic techniques to compare authentic and transformational leadership theories using 100 independent samples and 25,452 individuals, finding that neither AL nor transformational Leadership add noticeable incremental validity beyond the other construct.
Abstract: While authentic leadership (AL) has seen a dramatic increase in scholarly attention over the last decade, its contribution relative to more established leadership constructs merits investigation. We employ meta-analytic techniques to compare AL and transformational leadership theories using 100 independent samples and 25,452 individuals. The findings reveal that (1) the relationship between authentic and transformational leadership is large in magnitude, suggesting construct redundancy (ρ = .72); (2) neither AL nor transformational leadership add noticeable incremental validity beyond the other construct; (3) AL has a lower relative weight than transformational leadership for the outcomes of follower satisfaction, follower satisfaction with the leader, task performance, and leader effectiveness; and (4) AL demonstrates dominance over transformational leadership when predicting group or organization performance and organizational citizenship behaviors. We recommend future research examine AL at the component level and its relationships with related ethical constructs to potentially differentiate it from transformational leadership.
412 citations
TL;DR: In this article, the authors developed a moderated-mediation model of the psychological processes linking perceptions of ethical leadership and creativity and further argued that these relationships are moderated by a climate for innovation.
Abstract: The study of ethical leadership has emerged as an important topic in relation to understanding the effects of leadership within organizations. We propose that the voice behavior of employees serves as a mechanism reflecting how ethical leadership affects individual creativity. We develop a moderated-mediation model of the psychological processes linking perceptions of ethical leadership and creativity. We further argue that these relationships are moderated by a climate for innovation. Using three-phase multilevel data from multiple sources, we collected data from 291 employees and 58 workgroups from R&D institutions in Taiwan. The HLM results suggest that (1) there is a positive relationship between employee perceptions of ethical leadership and employees' voice behavior, (2) voice behavior is positively related to individual creativity, and (3) the indirect effect of ethical leadership on individual creativity (via voice behavior) is stronger when the employee works in a more innovative climate. The theoretical and practical implications of these findings are also discussed.
345 citations
TL;DR: In this article, the authors proposed that a servant leader's attentive focus on employees' development helps fulfill employees' three basic psychological needs, namely for autonomy, competence and relatedness.
Abstract: How can a servant leader focusing primarily on followers' growth and well-being influence the achievement of organizational outcomes? Despite a growing stream of academic studies exploring positive outcomes of servant leadership practice, little is known empirically about the underlying psychological processes that are activated to enhance individual performance at work. Using the autonomous motivational framework of Self-Determination Theory's (SDT) basic psychological needs (Ryan & Deci, 2000), we propose that a servant leader's attentive focus on employees' development helps fulfill employees' three basic psychological needs, namely for autonomy , competence and relatedness . In turn, satisfaction of each of these three needs fuels employees in a distinct way, either producing an increase in task performance, organizational citizenship behaviors (OCBs) or both. We collected information from 247 supervisor–employee dyads from a large Canadian technology design and manufacturing company. Structural equation modeling results indicate that servant leadership strongly predicted all three needs' satisfaction; autonomy need satisfaction mediated servant leadership's effect on task performance, OCB-Individual (OCB-I) and OCB-Organization (OCB-O); competence need satisfaction mediated servant leadership's effect on task performance only; and relatedness need satisfaction mediated servant leadership's effect on both OCB-I and OCB-O.
344 citations
TL;DR: The authors argue that women leaders assimilate into male-dominated organizations (i.e., organizations in which most executive positions are held by men) by distancing themselves from junior women and legitimizing gender inequality in their organization.
Abstract: This contribution reviews work on the queen bee phenomenon whereby women leaders assimilate into male-dominated organizations (i.e., organizations in which most executive positions are held by men) by distancing themselves from junior women and legitimizing gender inequality in their organization. We propose that rather than being a source of gender inequality, the queen bee phenomenon is itself a consequence of the gender discrimination that women experience at work. We substantiate this argument with research showing that (1) queen bee behavior is a response to the discrimination and social identity threat that women may experience in male-dominated organizations, and (2) queen bee behavior is not a typically feminine response but part of a general self-group distancing response that is also found in other marginalized groups. We discuss consequences of the queen bee phenomenon for women leaders, junior women, organizations and society more generally, and propose ways to combat this phenomenon.
272 citations
TL;DR: In this article, the authors explore the process and implications of stereotype threat for women in leadership, broadly construed, and examine implications for future research and explore practices to reduce the potential for negative stereotype threat effects.
Abstract: In this article, we explore the process and implications of stereotype threat for women in leadership, broadly construed. First, we provide a brief background on the phenomenon of stereotype threat generally. Next, we explore stereotype threat for women in leadership by reviewing a model of stereotype threat in leadership contexts that includes cues to stereotype threat, consequences of stereotype threat, and moderators of stereotype threat appraisals and responses. In this review, in addition to considering research focused squarely on leadership, we include the broader categories of research examining stereotype threat effects in the workplace and in tasks and domains relevant to leadership. Finally, we examine implications for future research and explore practices to reduce the potential for negative stereotype threat effects.
239 citations
TL;DR: In this paper, the conditions under which women are promoted to top leadership positions and exploring the opportunities and challenges they face post-promotion are analyzed, revealing that women are more likely than men to be promoted to high risk leadership positions, and often lack the support or authority to accomplish their strategic goals.
Abstract: Women leaders contribute positively to organizations yet remain significantly underrepresented in corporate leadership positions. While the challenges women face are well-documented, less understood are the factors that shape the experience and success of women who, against significant odds, rise above the glass ceiling. This paper advances scholarship on women and leadership by analyzing the conditions under which women are promoted to top leadership positions and exploring the opportunities and challenges they face post-promotion. We draw on two data sources: comparison of the career trajectories of all women who have ever served as CEO in the Fortune 500 with a matched sample of men CEOs as well as in-depth interviews with women executives across a variety of sectors. Our analysis reveals that women are more likely than men to be promoted to high risk leadership positions and often lack the support or authority to accomplish their strategic goals. As a result, women leaders often experience shorter tenures compared to male peers. We consider the implication of our findings for theory, research and practice.
238 citations
TL;DR: In this paper, gender stereotypes of emotion present a fundamental barrier to women's ability to ascend to and succeed in leadership roles, especially when they are in high-status positions in work contexts.
Abstract: The belief that women are more emotional than men is one of the strongest gender stereotypes held in Western cultures (Shields, 2002). And yet, gender stereotypes of emotion have received little attention from gender and leadership scholars. In this paper, I review the existing research on gender and emotions and propose that gender stereotypes of emotion present a fundamental barrier to women's ability to ascend to and succeed in leadership roles. I first define the nature of people's gender‐emotion stereotypes and outline why perceptions of emotionality may be particularly detrimental to women when they are in high-status positions in work contexts. I then suggest that gender–emotion stereotypes create two complex minefields that female, but not male, leaders have to navigate in order to be successful: (1) identifying how much emotion should be displayed and (2) identifying what kind of emotions should be displayed. Specifically, female leaders can be penalized for even minor or moderate displays of emotion, especially when the emotion conveys dominance (e.g., anger or pride), but being emotionally un expressive may also result in penalties because unemotional women are seen as failing to fulfill their warm, communal role as women. I conclude by considering the interactive role of race and ethnicity with regards to gender stereotypes of emotion and proposing avenues for future research.
231 citations
TL;DR: The glass cliff refers to the tendency for women to be more likely than men to be appointed to leadership positions that are risky and precarious as mentioned in this paper, and it has been studied extensively.
Abstract: The glass cliff refers to the tendency for women to be more likely than men to be appointed to leadership positions that are risky and precarious. This paper reviews the first decade of research into the phenomenon and has three key aims: (a) to summarize and integrate evidence of the glass cliff, (b) to clarify the processes that have been shown to underlie the glass cliff, and (c) to explore the factors that may moderate the glass cliff phenomenon. We show that the glass cliff has had a significant impact on public discourse around women and leadership but is a complex, contextual, and multiply determined phenomenon.
213 citations
TL;DR: The authors argue that more research needs to be done to understand the benefits of board diversity, and that negative stereotypes may be one reason women are underrepresented in management, but it is not clear that promoting them on the basis of positive stereotypes does them or society, a service.
Abstract: Can female directors help save economies and the firms on whose boards they sit? Policy-makers seem to think so. Numerous countries have implemented boardroom gender policies because of business case arguments. While women may be the key to healthy economies, I argue that more research needs to be done to understand the benefits of board diversity. The literature faces three main challenges: data limitations, selection and causal inference. Recognizing and dealing with these challenges is important for developing informed research and policy. Negative stereotypes may be one reason women are underrepresented in management. It is not clear that promoting them on the basis of positive stereotypes does them, or society, a service.
208 citations
TL;DR: The authors examined the interactive effects of racial stereotypes and the agentic biases and found that when specific racial and gendered stereotypes are aligned with a specific dimension of agency, they can gain a more thorough understanding of how agentic bias may hinder women's progression to leadership positions.
Abstract: A significant amount of the research on two types of biases against women leaders—agentic deficiency (perceptions that women have minimal leadership potential) and agentic penalty (backlash for counter-stereotypical behavior)—has generally presumed that the descriptive, prescriptive, and proscriptive stereotypes on which the biases are based are comparable for women across racial groups. We propose that the degree to which agentic deficiencies and penalties occur is contingent on the dimension of agency that is under consideration and its relation to the stereotypes associated with the target's gendered and racial group. The results of our literature review and analysis suggest that when considered in the context of gender and leadership research, at least two dimensions of agency, competence and dominance, closely align with perceptions of agentic deficiency and agentic penalty, respectively. Based on our analysis and the prevalent stereotypes of Black and Asian American women that are likely most relevant to the two types of biases against women leaders, we examined the interactive effects of racial stereotypes and the agentic biases. We suggest that when specific racial and gendered stereotypes are aligned with a specific dimension of agency, we can gain a more thorough understanding of how agentic biases may hinder women's progression to leadership positions.
194 citations
TL;DR: In this paper, a three-way interaction of despotic leadership, leader member exchange (LMX), and perceived organizational politics (POP) was proposed to predict employee job performance, organizational citizenship behaviors (OCBs), and creativity.
Abstract: Using social exchange theory, we propose a three-way interaction of despotic leadership, leader member exchange (LMX), and perceived organizational politics (POP) to predict employee job performance, organizational citizenship behaviors (OCBs), and creativity. Using two-source field data (N = 480) with independent measures for predictors (self-reports) and outcomes (peer-reports), we tested our hypotheses using moderated regression analyses. The results indicate that despotic leadership is negatively related to the three employee outcomes, and that the effects are stronger under conditions of high LMX or high POP. A three-way interaction suggests that the negative relationship between despotic leadership and the three dependent variables is strongest when both LMX and POP are high. Our study addresses an important and unexplored area of the dark side of leadership and its interplay with perceived politics and LMX to better predict important outcomes in a new cultural setting.
TL;DR: In this article, a model centered on legitimacy is proposed to explain why the gender gap in leadership positions persists, in which the author proposes a model for explaining why women have a harder time than men eliciting respect and admiration (i.e., status) from subordinates.
Abstract: In an attempt to explain why the gender gap in leadership positions persists, we propose a model centered on legitimacy. When women hold powerful positions, they have a harder time than men eliciting respect and admiration (i.e., status) from subordinates. As a result, female power-holders are seen as less legitimate than male power-holders. Unless they are able to legitimize their role, relative illegitimacy will prompt a variety of consequences such as more negative subordinate behavior and reduced cooperation when the leader is a woman. Subordinate rejection will likely put female leaders in a precarious mindset, and trigger negative responses toward subordinates; such behavior can confirm negative expectations of female leaders and further undermine female authority in a self-reinforcing cycle of illegitimacy. Leader or organizational features that enhance status attributions and/or lower subordinates' perceptions of power differentials may increase legitimacy for women in leadership roles.
TL;DR: In this article, the authors proposed that beyond an enabling process of empowering leadership enhancing followers' selfefficacy and performance, there is a burdening process in which specific empowering behaviors of the leader increase followers' job induced tension, which in turn diminishes the positive influence of empowered leadership on followers' work role performance.
Abstract: Despite prior work primarily focused on positive outcomes resulting from empowering leadership, scant research in this realm has questioned and examined whether, in all cases, more empowering leadership is actually associated with more desirable outcomes. Based on the cost of autonomy and role theory perspectives, the current study proposes that beyond an enabling process of empowering leadership enhancing followers' self-efficacy and performance, there is a burdening process in which specific empowering behaviors of the leader increase followers' job induced tension, which in turn diminishes the positive influence of empowering leadership on followers' work role performance. The results generally support these contrasting notions, suggesting that there are two faces, enabling and burdening, of empowering leadership. Implications for future research and professional practice on empowering leadership are also discussed.
TL;DR: In this article, a multilevel model that hypothesizes servant leadership is related to nurse behavior and satisfaction as well as patient satisfaction was proposed, and a contextual moderator, organizational structure, was tested as a potential enhancer of the relationships between servant leadership and these outcomes.
Abstract: Accumulating evidence finds servant leadership is related to critical employee and organizational criteria, but only a limited amount of studies link servant leaders to both internal and external stakeholder outcomes. Moreover, there remains a great deal to learn regarding the conditions under which this influence is enhanced or diminished. We address these limitations in the literature by testing a multilevel model that hypothesizes servant leadership is related to nurse behavior and satisfaction as well as patient satisfaction. Further, drawing upon contingency theory, we test a contextual moderator, organizational structure, as a potential enhancer of the relationships between servant leadership and these outcomes. Using a sample of 1485 staff nurses and 105 nurse managers at nine hospitals, we demonstrated that servant leadership is directly related to more nurse helping and creative behavior, and it is related to patient satisfaction through nurse job satisfaction. Also, organizational structure acted as a moderator to enhance the influence of servant leadership on creative behavior as well as patient satisfaction through nurse job satisfaction. Limitations and future research directions are discussed.
TL;DR: In this article, a model of leader behaviors directed at managing followers' negative emotions was developed and tested to affect followers' organizational citizenship behaviors performed within interpersonal relationships and job satisfaction via follower perceptions of the quality of the leader-member exchange relationship (LMX).
Abstract: In response to growing calls for such research, we develop and test a model of leader behaviors directed at managing followers' negative emotions. These leader interpersonal emotion management strategies (IEMS) are posited to affect followers' organizational citizenship behaviors performed within interpersonal relationships (OCBIs) and job satisfaction via follower perceptions of the quality of the leader–member exchange relationship (LMX). In addition, we posit that some, but not all, leader IEMS promote and strengthen LMX relationships. Results from multisource data in a sample of 163 leader–follower dyads confirmed the majority of the hypothesized direct effects of the leader IEMS and mediating effects of LMX.
TL;DR: The recent surge of research on gender and leadership is remarkable as discussed by the authors, which demonstrates the rising academic interest in women as leaders, which accompanies growing public interest and widespread agitation for women's inclusion in the ranks of powerholders.
Abstract: The recent surge of research on gender and leadership is remarkable. A Web of Science search for articles in this area estimated approximately 3000 published journal articles since 1970, 38% of which have publication dates of 2010 or later. This growth demonstrates the rising academic interest in women as leaders, which accompanies growing public interest and widespread agitation for women's inclusion in the ranks of powerholders. Organizations such as 2020 Women on Boards (https://www. 2020wob.com/) advocate for women in business leadership, and groups such as Emily's List (http://emilyslist.org/) support female candidates for political offices. The increasing visibility of female leaders—including Hillary Clinton as a potential President of the United States and Christine Lagarde as the Managing Director of the International Monetary Fund—has intensified this interest. Although media have concentrated on women achieving political offices and high-level corporate positions, questions about women as leaders have emerged across many types of organizations (see Vinnicombe, Burke, Blake-Beard, & Moore, 2013). In a period when public opinion appears to favor more women in leadership roles (e.g., Pew Research Center, 2015), the perpetual question remains: Why aren't there more women leaders? Researchers and scholars have responded to this question with a torrent of articles and books. Although applied psychology, management, and business offer the greatest number of studies, important work has emerged from many academic fields. Therefore, in compiling this Special Issue, we sought contributions beyond these best-represented fields, specifically from economics and political science. In the interdisciplinary spirit that accompanied the founding of the Leadership Quarterly, we hope that this group of articles encourages more integration of knowledge about leadership across the disciplines. Given this richness of contemporary scholarship, our principal aim as editors of this Special Issue is to take stock of the knowledge about gender and leadership that has recently emerged in social science fields. Therefore, we especially welcomed focused reviews of empirical research on particular topics within the broad area of gender and leadership. Yet, we also welcomed some examples of new research that provides important insights into women's leadership. The resulting collection of twelve articles gives readers wide exposure to differing topics and points of view. The first two articles in this Special Issue challenge some widely accepted understandings about gender and leadership. A common theme, probably the most popular emphasis of research in this area, is that discrimination is the main obstacle that women face in becoming leaders. As we have argued in our own work (Eagly & Karau, 2002; Heilman, 1983, 2012), this discrimination flows from the definition of leadership primarily in culturally masculine terms that disfavor women. However valid this claim, it is possible that researchers and the general public have underestimated the extent to which women fall behind men in accumulating important career capital that can qualify them for leadership roles, especially at high levels. To correct this omission, Terrance Fitzsimmons and Victor Callan explore the importance of career capital and discuss the many settings in which women and men can gain this capital. Another common narrative is that the presence of women on corporate boards, and in high-level leader positions more generally, enhances business organizations' financial success. This argument became known as the “business case” for women, whose participation presumably enhances companies' financial outcomes. This claim has been put forth in reports from advocacy
TL;DR: In this paper, the authors explored antecedents and outcomes of shared leadership and developed a framework examining its role as a mediator between task and team characteristics (internal team environment, task cohesion and task ambiguity).
Abstract: Leadership research, traditionally focused on the behavior of an appointed/elected leader, is rapidly shifting towards a distributed, group process form of leadership known as “shared leadership”. Since empirical research supporting this approach is limited, we extend prior work exploring antecedents and outcomes of shared leadership and develop a framework examining its role as a mediator between task and team characteristics (internal team environment, task cohesion and task ambiguity) and task and team-level consequences (task satisfaction, team satisfaction and team performance). Analyzing experimental data through a mixed-methods approach (quantitative via regression-based analysis and qualitative using thematic analysis for unstructured data in NVivo 10), our results indicate that, in the context of a creative task, internal team environment and task cohesion predict shared leadership, which, in turn, determines task satisfaction. We discuss implications of these findings and future paths for exploring shared leadership antecedents and outcomes.
TL;DR: The special issue on collective and network approaches to leadership as discussed by the authors discusses the state of research and practice in this burgeoning area to clarify the need for the empirical articles compiled in this issue.
Abstract: In this introduction to the special issue on collective and network approaches to leadership, we begin by discussing the state of research and practice in this burgeoning area to clarify the need for the empirical articles compiled in this issue. We then describe each article, how it contributes to the goals of the issue, and some common themes across the articles. We close by identifying some important areas for future research on collective and network leadership approaches.
TL;DR: In this article, the authors analyzed the effectiveness of reporting requirements, targets, and quotas from a goal-setting perspective and found that higher goals for women on boards of directors were related to higher female representation.
Abstract: Reporting requirements, targets, and quotas have been implemented in several countries to increase female representation in leadership. In three studies, we analyze the effectiveness of these strategies from a goal-setting perspective. Study 1 evaluates the relationship between reporting requirements and female representation on boards of directors with data from Fortune 500 companies from 1996 to 2015. Study 2 analyzes the association of reporting requirements, targets, and quotas with the representation of women on boards of directors of public companies across 91 countries. Study 3 evaluates the impact of targets and quotas for women in parliaments across 190 nations. The board diversity reporting directive introduced in the US was followed by an acceleration in the increase of female representation on boards of directors of Fortune 500 companies. Higher goals for women on boards of directors were related to higher female representation. Similarly, higher gender goals and strong enforcement mechanisms in parliaments were related to higher female representation.
TL;DR: In this paper, the authors investigated the effects of two communication-related constructs (communication apprehension [CA] and text-based communication ability [TBCA]) on leadership emergence in virtual teams.
Abstract: While considerable research has been conducted on understanding why individuals are perceived as leaders in traditional work contexts, much less is known about how individual difference variables influence leader perceptions in a virtual environment. In this study, we examine this issue by investigating the effects of two communication-related constructs (communication apprehension [CA] and text-based communication ability [TBCA]) on leadership emergence in virtual teams. We also examine how leadership emergence is affected by team dispersion: specifically, overall team configuration and dyadic team member co-location. Predicated on adaptive structuration theory (DeSanctis & Poole, 1994), we propose a theoretical model that outlines the effects of the individual difference attributes and team dispersion variables on leadership emergence. Results of an experiment testing the model with 84 four-person teams of varying levels of team member dispersion suggest that CA and TBCA have significant relationships with leadership emergence, as well as team configuration and team member co-location.
TL;DR: In this paper, three dimensions of collective leadership behaviors from the Friedrich et al. (2009) framework were tested with regard to how individual differences of leaders (intelligence, experience, and personality), the team's network (size, interconnectedness, and embeddedness), the given problem domain (strategic change or innovation), and problem focus (task or relationship focused) influenced the use of each collective leadership dimension.
Abstract: The focus on non-hierarchical, collectivistic, leadership has been steadily increasing with several different theories emerging (Yammarino, Salas, Serban, Shirreffs, & Shuffler, 2012). While most take the view that collectivistic approaches to leadership (e.g., shared and distributed leadership) are emergent properties of the team, a recent, integrative framework by Friedrich, Vessey, Schuelke, Ruark and Mumford (2009) proposed that collective leadership, defined as the selective utilization of expertise within the network, does not eliminate the role of the focal leader. In the present study, three dimensions of collective leadership behaviors from the Friedrich et al. (2009) framework — Communication, Network Development, and Leader–Team Exchange were tested with regard to how individual differences of leaders (intelligence, experience, and personality), the team's network (size, interconnectedness, and embeddedness), the given problem domain (strategic change or innovation), and problem focus (task or relationship focused) influenced the use of each collective leadership dimension.
TL;DR: In a study of 357 managers using multiple methods and raters, this paper investigated how leaders' affective experience was linked to their transformational leadership and found that leaders who experienced more pleasantness at work were rated by their subordinates as more transformational.
Abstract: In a study of 357 managers using multiple methods and raters, we investigated how leaders' affective experience was linked to their transformational leadership. As predicted, we found that leaders who experienced more pleasantness at work were rated by their subordinates as more transformational, and this relationship was partially mediated by leaders' affective organizational commitment. Surprisingly, job satisfaction did not mediate this relationship. Theoretical and practical implications of these findings are discussed.
TL;DR: In this article, the double-edged relationship between full-range leader behaviors and followers' stress was explored by focusing on clarifying and ambiguity-increasing aspects of these leader behaviors.
Abstract: This study contributes to literature on leadership by linking the full-range leadership behaviors (transformational, transactional, and laissez-faire leadership) with an objective indicator of employees' stress, namely cortisol, assessed via hair. Hair cortisol is a biological indicator of stress, providing an innovative means of displaying the cortisol concentration of the human body over time. Building on a role ambiguity framework, this study explores the double-edged relationship between full-range leader behaviors and followers' stress by focusing on clarifying and ambiguity-increasing aspects of these leader behaviors. One-hundred-twenty-nine participants provided information on their leaders' full-range leadership behaviors together with a hair sample. Results show leader behaviors have significant relationships with followers' hair cortisol level. Results confirm our hypotheses and reveal two different patterns of leader behaviors with regard to stress: a stress-reducing as well as a stress-promoting pattern of leader behaviors. Results are discussed in the context of leadership research and stress theory, and limitations together with implications for future research are presented.
TL;DR: In this paper, the authors examined the impact of leaders' championing of collective interests on authentic leadership and found that leaders are perceived as more authentic to the extent that they are true to the collective identity of the group that they lead.
Abstract: Growing evidence points to the role of authentic leadership in enhancing followership Yet little is known about the factors that determine whether followers perceive leaders as displaying authentic leadership In the present research, we examine the impact of leaders' championing of collective (group) interests on authentic leadership Study 1 shows experimentally that compared to a leader who advances personal interests, a leader who advances the interests of a collective is (a) perceived as offering more authentic leadership and (b) more likely to inspire followership Findings are followed up in a field study revealing that leaders' championing of collective interests is associated with greater perceived authentic leadership and followership (in terms of voting intentions) Furthermore, results indicate that shared self-categorization is a boundary condition of these relationships such that the relationship between a leader's championing of collective (group) interests and authentic leadership (and followership) is more pronounced for perceivers who self-categorize as members of the group that a leader is leading (rather than of a different group) In sum, findings suggest that leaders are regarded as more authentic to the extent that they are true to the collective identity of the group that they lead
TL;DR: In this paper, the authors explore how the enactment of pluralized leadership is shaped by leadership influence and informal (advice and support) networks and explore different forms of cross network effects and under what conditions they occur.
Abstract: Understanding the connection between leadership and informal social network structures is important in advancing understanding of the enactment of pluralized leadership. In this article we explore how the enactment of pluralized leadership is shaped by leadership influence and informal (advice and support) networks and the interactions between the two. Building on recent developments in Exponential Random Graph Modeling, we empirically model the cross network effects across three leadership networks and explore different forms of cross network effects and under what conditions they occur. Our findings suggest that patterns of pluralized leadership have important endogenous qualities, as shaped through actors' leadership and informal networks, and are important for understanding the required capability for facing increasingly complex organizational situations.
TL;DR: Wang et al. as discussed by the authors found that forgiving and punishing influence subsequent creative deviance, while rewarding, punishing, and manipulating influence subsequent creativity performance, and that leaders' responses convey the joint effect of initial creativity deviance and supportive supervision for creativity.
Abstract: Leaders routinely reject employees' new ideas, and some employees violate leaders' instructions in order to keep their rejected ideas alive. These incidents of creative deviance are usually examined in terms of the personal characteristics of employees and the structural properties of the work context. We introduce a third theoretical angle that focuses on the role leaders play in creative deviance. Drawing on the extant creativity, deviance, and leadership literatures, we argue that five leader responses to employee creative deviance – forgiving, rewarding, punishing, ignoring, and manipulating – exert differential influences on its consequences. Findings from a study of 226 leader–employee dyads at two advertising firms in China show that creative deviance and supportive supervision for creativity interact to influence the forgiving, rewarding, punishing, and ignoring responses. In turn, forgiving and punishing influence subsequent creative deviance, while rewarding, punishing, and manipulating influence subsequent creative performance. The study reveals that leaders' responses to creative deviance convey the joint effect of initial creative deviance and supportive supervision for creativity to subsequent creative deviance and creative performance. Implications for theory and research on workplace creativity, deviance, and leadership are discussed.
TL;DR: In this article, a multi-level conceptual model for collective decision making is introduced, which incorporates leadership and collective intelligence, and results from agent-based simulations and content-coded field study data suggest that there is a positive relationship between individual intelligence and collective decision quality.
Abstract: This multi-level (individual and collective) study examines collective decision making as it relates to the performance metric of collective decision quality. A collectivistic leadership approach is used, as leaderless collectives engaged in decision making are inherently involved in collective leadership. A multi-level conceptual model for collective decision making is introduced, which incorporates leadership and collective intelligence. Using agent-based simulations and content-coded field study data, results from both methods suggest that there is a positive relationship between individual and collective intelligence, as well as a positive relationship between collective intelligence and collective decision quality. The implications of these and related findings for future collective level research bridging the fields of decision making, leadership, and collective intelligence are discussed.
TL;DR: It is proposed that gendered forces can be mitigated by the corporate elite who, as board chairs and CEOs, can enhance the ability of middle and senior female managers to access and to acquire the additional valuable career capital required to progress to executive leadership roles.
Abstract: Women are still not progressing into executive, CEO or board roles in substantial numbers. We argue that gendered forces operating at societal, organizational, and individual levels inhibit the accumulation of valuable career capital. These forces, typically in combination across a variety of contexts in the life-cycle, create substantial and cumulative limitations upon the ability of women to access and to accumulate the capital required to progress into executive roles in firms. We define this valuable capital for the role of the senior executive and explore the timing and interplay of critical forces that limit the acquisition and development of valuable capital for women. In particular, it is proposed that these forces can be mitigated by the corporate elite who, as board chairs and CEOs, can enhance the ability of middle and senior female managers to access and to acquire the additional valuable career capital required to progress to executive leadership roles.
TL;DR: This paper explored the interplay of the individual dimensions using content analysis of the 1960-2012 United States presidential debates and revealed the emergence of four distinctive rhetorical strategies, one of which was more strongly related to the prediction of influence success as measured by presidential election outcomes.
Abstract: Charismatic rhetoric represents an important tool for leaders to articulate their respective visions However, much of the research to date on this construct has yet to consider how the eight separate dimensions of charismatic rhetoric may be used in conjunction with one another to form distinctive profiles of charismatic leadership influence Thus, the present investigation explored the interplay of the individual dimensions using content analysis of the 1960–2012 United States presidential debates Cluster analysis revealed the emergence of four distinctive rhetorical strategies, one of which was more strongly related to the prediction of influence success as measured by presidential election outcomes Results suggest that conceptualizing charismatic rhetoric as a multidimensional profile construct represents a valuable area for subsequent research on charismatic rhetoric, and several possible directions are suggested
TL;DR: The authors used exponential random graph models (ERGMs) to predict the presence or absence of a leadership relationship in an organization and found that employees who strongly identify with their company and team are more likely to view others as a source of leadership.
Abstract: In many organizations, leadership increasingly looks less like a hierarchy of authority. Instead, it is better understood as a network of influence relationships in which multiple people participate, blurring the distinction between leader and follower and raising the question, how do we predict the existence of these leadership relationships? In this study, we examine identification with one's organization and work team to predict the presence or absence of a leadership relationship. Using Exponential Random Graph Models (ERGMs) we find that employees who strongly identify with their company and team are more likely to view others as a source of leadership. We also find that employees who strongly identify with the organization are more likely to be viewed by others as a source of leadership. Implications for enhancing the understanding of plural forms of leadership and leadership development are discussed.