Leading for innovation: Conclusions,issues, and directions

The need for innovation in organizations has resulted in a new focus on the role of leaders in shaping the nature and success of creative efforts. The various articles prepared for these special issues of The Leadership Quarterly on Leading for Innovation all, in one way or another, underscored the impact of leadership on the nature and success of creative efforts. These articles, however, also indicate that the leadership of creative efforts is an unusually complex activity. In the present article, the key conclusions emerging from the various articles presented in this two-part special issue are examined with respect to the nature of the leader, the leader's interactions with followers, the effective direction of followers' activities, and the leader's interactions with the organization. Directions for future research, along with certain metatheoretical issues, are discussed.     

Unlocking the mask: a look at the process by which authentic leaders impact follower attitudes and behaviors

The conceptual and empirical links between authentic leadership and follower attitudes, behaviors, and performance outcomes have not been fully developed. Although we have a number of articles developing the theory of authentic leadership and testing propositions that will appear in a forthcoming special issue of The Leadership Quarterly (Vol. 16, Issue 3, 2005), the focus of this article is to provide some of the initial foundation work for the broader theoretical framework of how authentic leaders influence follower attitudes, behaviors, and performance. Here, we draw from positive organizational behavior, trust, hope, emotion, identification, and identity theories to describe the processes by which authentic leaders exert their influence on followers' attitudes and behaviors. Research propositions based on the proposed theoretical model and implications for future theory building and research are presented.     

The role of employees' OCB and leaders' hindrance stress in the emergence of self-serving leadership

Media reports on self-serving leadership primarily focused on the negative consequences of such behavior for employees. However, much remains to be understood about the antecedents of self-serving behavior of leaders. In the present research we explore the role of employees' organizational citizenship behavior (OCB) in the emergence of self-serving leadership. Using one multi-source field study and three experiments, we showed that employees' OCB towards coworkers (OCBI) negatively impacted self-serving leadership. Moreover, we also examine the underlying mechanism for this relation. Results indicate that employees' OCBI mitigated leaders' hindrance stress, which mediates the relationship between OCBI and self-serving leadership. As such, our findings indicate that self-serving leaders are not necessarily inherently bad and that employees have an important role in shaping leaders' self-serving behavior.     

Trust in Risk Management: A Model‐Based Review of Empirical Research

This review of studies of trust in risk management was designed, in part, to examine the relations between the reviewed research and the consensus model of trust that has recently emerged in other fields of study. The review begins by briefly elaborating the consensus views on the dimensionality and function of trust. It then describes the various models of trust that have been developed in the field of risk management, comparing them with the consensus approach. The findings of previous reviews are outlined, followed by a delineation of the open questions addressed by the present review, the method used, and the results. Finally, the findings of the review are discussed in relation to the important issue of trust asymmetry, the role of trust in risk management, and directions for future research. The consensus model specifies two conceptualizations of trust, each linked to particular types of antecedents. Relational trust, which is called trust in this review, is based on the relations between the trusting person and the other. Calculative trust, which is called confidence, is based on past behavior of the other and/or on constraints on future behavior. Results of this review showed that most studies of trust in risk management, while exploring matters of particular concern to the risk management community, were at least in part consistent with the consensus model. The review concludes by urging greater integration between the concerns of the former and the insights of the latter.     

Qualitative research on leadership: A critical but appreciative review

This article reviews a large number of articles that derive from qualitative research on leadership that were published prior to 2004 in peer-reviewed journals. The article then goes on to examine critically but appreciatively the ways in which qualitative research on leadership is and is not distinctive. This review shows that while qualitative research has made some important contributions to certain areas of leadership, such as the role of leaders in the change process, it is sometimes not as distinctive, when compared to quantitative research, as might be supposed. The piece also examines studies that combine quantitative with qualitative research. The different ways in which the two approaches are combined is a particular emphasis in this examination. In addition, the article explores the issue of whether the corpus of research that has been accumulated by qualitative researchers can be combined with that of quantitative researchers. A central ingredient of the discussion of qualitative research is the tendency for many researchers not to build sufficiently on the studies of leadership conducted by others. It is argued that giving greater attention to this issue will allow the contributions of qualitative research on leadership to become clearer.     

Leaders's language and employee proactivity: Enhancing psychological meaningfulness and vitality

Today's volatile environment and pressure for continuous improvement require leaders to play a central role in fostering and nurturing employee proactivity. Effective leaders use their communication skills as a key tool to motivate employees to achieve organizational goals. In this study, we tested a model in which leader motivating language (manifested as direction-giving, empathetic, and meaning-making language) fosters the development of employee proactive behavior by shaping a psychological context of meaningfulness and cultivating a motivational state of employee vitality. The findings indicate that the leader motivating language is related directly and indirectly, through psychological meaningfulness, to employee vitality. We also found that psychological meaningfulness and employee vitality are mediating mechanisms through which leader motivating language can result in enhanced employee proactivity. This study advances theory and research on employee proactivity as a contingency of leadership motivating language by integrating three emerging streams of research—relational leadership, relational communication, and proactivity. Theoretical and practical implications are discussed.     

On the Relation Between Trust and Fairness in Environmental Risk Management

In this study, we empirically examine the relations between trust, fairness, and cooperation within two environmental risk management contexts, one in which the focal issue is of high personal moral importance and the other in which the focal issue is of low moral importance. Using an experimental design embedded in two parallel survey questionnaires, one mailed to residents of Washington State, the other to German‐speaking residents of Switzerland, we either manipulated or constructed three factors, issue importance (high/low), procedural fairness (fair/unfair), and policy outcome (risk averse/risk accepting). This design enabled us to compare the predictions of the standard account of procedural fairness, that trust and cooperation are determined by judgments of fairness, with the predictions of an alternative account, that trust and cooperation will be determined by judgments of procedural fairness only when the issue involved is not morally important. Results for the American case showed that under conditions of high issue importance, policy outcome affected judged fairness, trust, and cooperation. Under conditions of low issue importance, policy outcome had no effect on judged fairness or trust but did have a moderate impact on cooperation. Analyses also showed that when issue importance was high, procedural fairness had no effects. When issue importance was low, procedural fairness had moderate effects on judged fairness and trust. Results for the Swiss case replicated the main findings for the American case. Together, these results support the alternative model of the relation between trust and fairness, suggesting that the efficacy of fair procedures is strictly limited.     

Cultural Values,Trust, and Benefit‐Risk Perceptions of Hydraulic Fracturing: A Comparative Analysis of Policy Elites and the General Public

Hydraulic fracturing (“fracking”) has recently become a very intensely debated process for extracting oil and gas. Supporters argue that fracking provides positive economic benefits and energy security and offers a decreased reliance on coal‐based electricity generation. Detractors claim that the fracking process may harm the environment as well as place a strain on local communities that experience new fracking operations. This study utilizes a recently conducted survey distributed to a sample of policy elites and the general public in Arkansas and Oregon to examine the role of cultural value predispositions and trust in shaping the perceptions of risks and benefits associated with fracking. Findings indicate that cultural values influence both trust and benefit‐risk perceptions of fracking for both policy elites and the general public. More specifically, we found that trust in information from various sources is derived from the intrinsic values held by an individual, which in turn impacts perceptions of related benefits and risks. We also found that while the overall pattern of relationships is similar, trust plays a larger role in the formulation of attitudes for policy elites than for the general public. We discuss the implications of the mediating role of trust in understanding value‐driven benefit‐risk perceptions, as well as the disparate role of trust between policy elites and the general public in the context of the policy‐making process for both theory and practice.     

Leadership skills and the group performance: Situational demands,behavioral requirements,and planning

In recent years, the role of cognitive skills in shaping leader performance has received more attention. In the present study, the role of one key set of skills, planning skills, was examined with respect to leader emergence and group performance in a sample of 55 groups, containing 195 undergraduates, working on a business planning task. Leader planning skills were assessed along with structuring and considerate behavior under conditions where task complexity, group diversity, and turbulence were examined as potential influences on the need for planning and the need for leaders possessing planning skills. It was found that complexity, diversity, and turbulence influenced the quality and originality of group plans, as well as structuring behavior on the part of leaders. Leader structuring behavior interacted with leader planning skills in determining the quality and originality of group plans. The implications of these findings for understanding the role of planning skills in shaping leader emergence and group performance are discussed.     

Trust in leadership: A multi-level review and integration

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.     

The many faces of emotional leadership

This article focuses heavily on overviewing and analyzing the seven articles in this special issue on emotions and leadership. The articles are discussed in terms of four key leadership issues. The first issue concerns the traits necessary for leadership. Empathy is shown to be an important variable that is central to both emotional intelligence and leadership emergence. The second issue concerns the relationship of emotions to the leadership process. It is argued that a key leadership function is to manage the emotions of group members, especially with regard to feelings related to frustration and optimism. The third issue involves our perceptions about leaders. Leaders' emotional displays are demonstrated to have a larger impact on perceptions of leaders than the content of the leaders' messages, at least in some circumstances. The fourth area involves the relationship between leadership and performance. Leaders' influences upon emotional process variables are found to have a large impact on performance. The article develops several propositions that summarize the content of this special issue and, in addition, develops new propositions that suggest future areas of research. The article concludes by touching on the review process and acknowledges the reviewers for this special issue.     

Examining the effects of trust in leaders: A bases-and-foci approach

Little empirical research has explored the implications of different bases and foci of trust in leadership within the same study. To rectify this substantive void in the trust literature, we conceptualized variants of employee trust in organizational leadership in terms of two bases (cognitive and affective) and two foci (management and supervisor). Using this dual perspective, we examined the effects of trust in leaders on two work-related attitudes (organizational commitment, job satisfaction) and two work-related behaviors (in-role behavior, extra-role behavior). Using data collected from 210 employees and their supervisors, we found that the four variants of trust in organizational leadership were distinguishable, and had differential effects on employee outcomes. Affective trust in supervisor was a significant predictor of in-role and extra-role behaviors. Affective trust in management and affective trust in supervisor explained variance in affective organizational commitment. Cognitive trust in management and affective trust in supervisor explained variance in job satisfaction.     

From genes to minds to cultures: Evolutionary approaches to leadership

Evolutionary perspectives are part of any comprehensive explanation of leadership and, more generally, hierarchy formation in groups. This editorial describes contributions to a special issue on the theme of “The evolution and biology of leadership: A new synthesis”, and we reach four main conclusions. First, leadership has been a powerful force in the biological and cultural evolution of human sociality. Humans have evolved a range of cognitive and behavioral mechanisms (adaptations) that facilitate leader-follower relations, including safeguards against overly dominant leaders. Second, how these adaptations interact with local ecological and cultural contexts produces cultural variation in leadership preferences, and in the structure of human organizations more broadly. Third, an evolutionary perspective creates consilience between the social and natural sciences, by integrating leadership theory from diverse fields such as biology, psychology, neuroscience, anthropology, economics, and political science. Fourth, evolutionary approaches – and specifically the collection of articles in this theme issue – produce and test novel hypotheses, such as regards (i) the critical role of leadership in cooperation, (ii) the importance of contextual factors in leader emergence and effectiveness, (iii) interactions between genetic and cultural influences on leadership, and (iv) obstacles and opportunities for women leaders.     

Character-Based Determinants of Trust in Leaders

Trust is a prominent determinant of effective interpersonal relationships, group process, and organizational development. However, for leaders and managers, trust building is often problematic. The aim of this article is to contribute to a growing understanding of the way in which individual managers can develop trust in organizations, particularly those defined by medium to high risk. The article presents a theoretical and empirical analysis of the nature of trust at work. Building on the results of an earlier study, use is made of the facet-theoretical approach to generate a definitional framework of trust, which focuses on the characteristics of the trusted person that contribute to the development of trust. Using items developed on the basis of a mapping sentence, hypotheses regarding the relations between the definitional framework and empirical observations were tested through smallest space analysis (SSA) of data collected from a sample of 398 bank and hospital employees. The results demonstrate strong support for the definitional system and show a clear association with results of prior research that identify perceptions of ability, integrity, fairness, and openness as key determinants of trust. The empirical structure clearly reflects the attitudinal nature of interpersonal trust at work and the items empirically distinguish distinct character-based components of trust.     

Servant leadership,employer brand perception,trust in leaders and turnover intentions: a sequential mediation model

The study aimed to examine the impact of the servant leadership style on employee turnover intentions by investigating the sequential mediating effects of employer brand perception and level of trust subordinates have in their leaders. Results of the study were obtained by analysing data collected from 253 employees working in Indian organizations. The results fully support the hypotheses proposed in the study, illustrating that perceived servant leadership style is negatively associated with employee turnover intentions. Further, servant leadership-turnover intentions relationship is sequentially mediated by employer brand perception and the level of trust subordinates have in their leaders. The study also found that only the servant leadership style followed by leaders was not enough to directly influence the level of trust employees placed in their leaders. A positive and strong employer brand perception emerged as an important mechanism that helped servant leaders gain the trust of their followers. The theoretical and managerial implications are further discussed in the light of these findings.     

Social Learning Theory

This paper explores learning through modeling as it relates to the exercise of leadership. The paper distinguishes between modeling as a natural learning occurrence versus a planned effort to change behavior. The emphasis is on the issue of how appointed leaders can utilize models to influence employee behavior. Research results and implications for managerial leadership are discussed.     

Leader self-projection and collective role performance: A consideration of visionary leadership

Leaders often need to project themselves into alternative situations, but there is a limited understanding of how, why, or when leader self-projection might influence their teams’ outcomes. Based on the notion that brain activity in the default mode network (DMN) underlies self-projection, such as future-oriented mental simulations, we argue that the effect of leaders’ DMN activity on team behavior such as collective role performance may be understood by considering both the leaders’ visionary behavior and their orientation towards socialized vision. Specifically, we posit that a leader’s trait-like brain activity in the leader’s DMN is associated with the leader’s visionary behavior. Furthermore, we argue that visionary leader behavior, when accompanied by socialized vision orientation, facilitates collective role performance of the team. As such, we examine the moderating role of a socialized orientation toward serving the interests of a wide range of stakeholders in reinforcing the positive effect of visionary leader behavior on collective role performance of team members, as well as the indirect effect of leader DMN activity on collective role performance via visionary leader behavior. We found support for our hypotheses using diverse research methodologies, including quantitative electroencephalogram (qEEG), multi-source multi-wave surveys, and interview coding.     

Leading with emotion: An overview of the special issue on leadership and emotions

This introduction to the special issue on leadership and emotions provides an overview of the topic and articles included in this issue. We discuss the motivation behind this collection of theoretical and empirical articles, how they contribute to the goals of the issue and where we see this domain of leadership research heading in the future. One goal of this issue was to expand the focus of research beyond moods and generalized affect to discrete emotions and mechanisms through which emotions exert influence such as emotional contagion, empathy, and emotional authenticity. Relative to positive and negative affectivity, discrete emotions, mediators, and moderators of leader emotions have been studied far less. A second goal was to highlight the importance and role of emotion regulation strategies, mechanisms, and effects in the dynamic exchanges between leaders and followers. Finally, we wanted to increase the representation of multi-level perspectives and studies with regard to leadership and emotions. The compiled studies achieve these goals drawing on a variety of theoretical perspectives (e.g., Emotions as Social Information (EASI), Affective Events, Transformational leadership) as well as range of methods (qualitative, quantitative and mixed-methods) and settings (lab and field). Taken together, the findings from this special issue illuminate some interesting relationships and we hope will inform future research on leadership and emotions in a significant way.     

Will you trust your new boss? The role of affective reactions to leadership succession

Affective reactions to the departure of work group leaders are proposed as an important determinant of members' trust-related judgments regarding new leaders. A field test of veterinary hospital employees evaluating new leaders revealed that the affective reaction to the departure of the prior group leader predicted trust when there was no history between the individuals. When there was history between the two individuals, the group member's evaluation of the new leader's ability on their prior job was a significant predictor of trust over and above their affective reaction to the succession. The relationships between affective reactions to succession and trust formation were replicated in a longitudinal simulation of trust formation in student groups. The implications of these findings for the study of trust in organizations and leadership succession processes in work groups are discussed.     

The interplay between psychometric and sociometric data and the willingness to adopt innovations

Due to high failure rates of new products, marketers are seeking ways to actively manage the diffusion of innovations. It is well accepted that individuals, who exert a remarkably strong influence on others and are usually called opinion leaders, play an important role in the diffusion process. In marketing, such opinion leaders are typically identified by self-designation, which can be biased. A second option to identify opinion leaders is the use of sociometric data which becomes increasingly available. In this paper we examine the effect of social position on the perceived opinion leadership and the resulting behavioral intention in terms of adoption behavior. In an empirical study, we examine the adoption of a new drug called “Byetta” and find that sociometric opinion leadership is an antecedent of the psychometric characteristic. Our results also confirm that such opinion leaders are more likely to adopt innovations. We also find that opinion seekers, individuals who often sought information or opinions from interpersonal sources, can be more easily identified with psychometric data. They are more restrictive in terms of adoption. Interestingly, both types are active as market mavens and thus may either advocate the adoption of the innovation or may be frankly conservative regarding the new product adoption. If opinion seekers can, however, be persuaded to adopt the innovation, they may also serve as an important multiplier. This has several implications for pharmaceutical firms that try to optimize their sales force—influencing opinion leaders may indeed start and fasten the adoption process of innovative products. But it is also necessary to allay opinion seekers’ doubts since they might slow down the adoption process. The identification of opinion leaders might not only be based on difficult to obtain psychometric data, but also on sociometric data from social networks, which is becoming more and more available.