What makes leadership,leadership? Using self-expansion theory to integrate traditional and contemporary approaches

Numerous traditional theories and paradigms of leadership purport to describe what leadership is. It is difficult to reconcile these traditional approaches, however, if each one alone, independent of the others, is viewed as capturing the actual identity of leadership. In this article, we take an integrative view of traditional approaches to leadership. To do so, we first identify some underlying ideas common to them. Next, we explain how these underlying ideas lead us to a fundamental theory about close relationships—that is, self-expansion theory, which refers to a psychological process in which an individual incorporates another into the self (Aron & Aron, 1986). We then review the traditional leadership theories to explore whether these theories may be linked through self-expansion theory and whether self-expansion may help to explain why boundary conditions have been discovered for all of them. In this process, we explore whether traditional approaches to leadership might also be linked with more contemporary approaches through self-expansion theory. Finally, we discuss the implications for future research and professional practice of the integration of traditional approaches to leadership.     

Paternalistic leadership and employee voice in China: A dual process model

Drawing from social exchange and self-concept-based leadership theories, we investigate how paternalistic leadership — authoritarian, benevolent, and moral — affects employee voice from leader–member exchange (LMX) and status-judgment perspectives in the Chinese context. Data from 402 employees and their supervisors show that LMX and status-judgment mechanisms could work simultaneously in transmitting the influences of paternalistic leadership behaviors to employee voice. Authoritarian paternalistic leaders reduce employee voice by reducing their status judgment. Benevolent paternalistic leaders encourage employee voice by enhancing both LMX and status judgment. Moral paternalistic leaders positively influence employee voice mainly through LMX processes. We discuss theoretical and practical implications of the findings.     

Understanding indigenous leadership research: Explication and Chinese examples

Integrating the constructivist and positivist research traditions, we propose a three-step methodological framework and use a study of Chinese indigenous leadership practices as an example to illustrate how to utilize the framework to study indigenous leadership practices. We argue that indigenous leadership research is an ideal way to examine and interpret leadership practices in a specific social context because not all leadership practices are captured in dominant Western perspectives that utilize Western-built instruments, which often fail to account for perspectives and practices of leadership in non-Western contexts. Finally, we discuss implications of the proposed methodology on leadership research and offer suggestions on how to deal with challenges when conducting indigenous leadership research in various cultures.     

Guanxi and professional leadership in contemporary Sino-American joint ventures in mainland China

In Sino-American joint ventures in mainland China, cross-cultural differences regarding the relational components can produce misunderstanding and conflict. The Chinese relational system called Guanxi can render Western leadership relations such as articulated in Leader-member Exchange Theory (LMX), compromised. We examine the roles of a post modern organization career-based leadership relationship (LMX) and the Confucianism supported feudal/family-based relationship (guanxi) in building successful organizational cultures in contemporary mainland China. We discuss the weakening of traditional guanxi by the events of the last fifty years. Recommendations for synthesizing the two different relational components into a third culture are offered and discussed.     

Do we measure leadership effectively? Articulating and evaluating scale development psychometrics for best practice

Leadership assessment has been a particular point of difficulty for contemporary scholarship, with many practitioners rejecting academically-driven leadership instruments and scales and preferring their own, less rigorous, scales. We believe that current conceptualizations and measurements of leadership are problematic, indicated by contemporary challenges that can be widely understood as failures of leadership (e.g. the Australian Banking Royal Commission and Volkswagen's ‘Dieselgate’). Also, how effective leadership is measured needs to change. This paper presents a systematic review of 17 leadership scales developed in the new millennium. The majority of scales lack some degree of rigor. Our response has been to conduct eighteen critical checks over four stages of scale development: theory generation, item development, content validity, and empirical evaluation. On the premise that understanding past practices, with their limitations, can be used to drive forward a suite of more effective organizational tools, we provide best practice recommendations using contemporary psychometric research.     

How to build social capital with leadership development: Lessons from an explorative case study of a multibusiness firm

The organizational impact of leadership development practices is still not fully understood. Research confirms that in some cases effects can be found and in others not. Most of these attempts search for contribution to a company's human capital. A contribution to social capital development remains an unexplored source of variance in understanding how leadership development impacts organizational performance. This paper therefore explores—from a strategic management perspective—how leadership development practices may contribute to social capital development. We chose the strategic context of a large multibusiness firm in which social capital across business units play an important role for competitive advantage. The exploratory case study reveals that: 1) Social capital differs regarding its intensity and develops through stages characterized by contact, assimilation, and identification experiences. 2) Leadership development practices differ in their potential contribution to social capital development stages and should therefore be designed accordingly.     

A SOCIAL IDENTITY MODEL OF LEADERSHIP EFFECTIVENESS IN ORGANIZATIONS

Research into leadership effectiveness has largely overlooked the implications of the fact that leadership processes are enacted in the context of a shared group membership, where leaders, as group members, ask followers, as group members, to exert themselves on behalf of the collective. In contrast, the social identity model of organizational leadership, proposed here, emphasizes the characteristics of the leader as a group member, and the leader’s ability to speak to followers as group members. In salient groups with which group members identify, leadership effectiveness rests on the extent to which the leader is prototypical of the group (i.e. representative of the group’s identity) and engages in group-oriented behavior (i.e. behavior perceived to benefit the group). Explicating the added value of our model and going beyond contemporary approaches to leadership effectiveness, we discuss how our model extends, and may be integrated with, three major contemporary approaches to leadership effectiveness (charismatic leadership theories, Leader-Member Exchange theory, and leadership categorization theories). In addition, we outline how our model provides a viable framework to integrate future developments in research on leadership such as a growing attention to leader fairness and the role of emotions in leadership effectiveness.     

Reconciling identity leadership and leader identity: A dual-identity framework

Research exploring the powerful links between leadership and identity has burgeoned in recent years but cohered around two distinct approaches. Research on identity leadership, the main focus of this special issue, sees leadership as a group process that centers on leaders’ ability to represent, advance, create and embed a social identity that they share with the collectives they lead—a sense of “us as a group”. Research on leader identity sees leadership as a process that is advanced by individuals who have a well-developed personal understanding of themselves as leaders—a sense of “me as a leader”. This article explores the nature and implications of these divergent approaches, focusing on their specification of profiles, processes, pathways, products, and philosophies that have distinct implications for theory and practice. We formalize our observations in a series of propositions and also outline a dual-identity framework with the potential to integrate the two approaches.     

Conceptualizing leadership with respect to its historical–contextual antecedents to power

An attempt is made here to build on the ideas and arguments presented in a recent Leadership Quarterly journal article written by Hunt and Dodge [Leadership Q. Yearly Overview Leadership 11 (2000) 435]. In their article, these authors argue that contemporary leadership researchers tend to neglect the historical–contextual antecedents of the field and as a result are developing many theories that reflect little more than a form of “academic amnesia” and “leadership déjà vu”. The importance of Hunt and Dodge's argument is reinforced through the use here of a form of deconstruction to reveal a lacuna in the leadership literature—the insufficient coverage of power, particularly at what is termed a deep structure level. With the current context of organizational change in mind, this lacuna is shown to have problematic consequences for leadership theory in general. More specifically, the increasing use of dispersed leadership strategies is shown to be particularly problematic. The article proposes a new conceptual framework that begins to address these problems and in so doing provides ideas and challenges for future research in the field.     

A literature review and emotion-based model of age and leadership: New directions for the trait approach

Despite renewed interest in traditional trait approaches to leadership and despite recent demographic trends towards an aging workforce, research on leaders' age as a specific demographic trait variable has remained surprisingly sparse and fragmented. This article provides a comprehensive review of the empirical literature on this issue. Although a body of research relating leaders' age with their behaviors and outcomes has emerged, the existing findings exhibit little consistency and lack theoretical coherence. Integrating theories of emotional aging with research on emotions and leadership, we therefore develop a novel, emotion-based framework that explicates key mechanisms and boundary conditions underlying age–leadership linkages. Moreover, we outline opportunities for further theoretical extensions and provide recommendations for future empirical work. Overall, this article paves new ground for contemporary research on leadership traits by highlighting the relevance of leaders' age, summarizing current knowledge on this issue, and providing new theoretical and empirical directions.     

Crisis Management: Informing a New Leadership Research Agenda

As the business community becomes more complex, crisis events are likely to increase in both prevalence and severity. Whether management scholarship has kept pace with this new reality is debatable. Moreover, much of the existing crisis research—perhaps understandably—stems from a negative frame: crises are threats or problems to be overcome. Such research has produced relevant insight into crisis handling, has helped categorize the plethora of crisis events, and has connected crisis events to relevant management strategies. We argue here that this framing fundamentally limits the types of questions asked and the methodological approaches used to answer those questions. Perhaps worse, given the important role that leadership plays in crisis handling, this negative frame can hinder the possibilities for the practice and study of leadership. In this article, we review an array of crisis research and explore two theoretical domains—issue framing and deviance—and their potential role for influencing leadership theory. We discuss the challenges of conducting crisis research, and offer suggestions for new methodological approaches and new research questions that are consistent with a more positive leadership approach.     

What explains cultural differences in leadership styles? On the agricultural origins of participative and directive leadership

Why do we observe either participative or directive leadership in organizations? I test an evolutionary-informed theory suggesting that organizational leadership is currently less participative (i.e., close supervision, rare delegation) among societies that used intensive forms of agriculture in the past. Intensification caused increased social complexity and skewed power distribution, promoting the emergence of directive leaders and eventually shaping followers' preferences for and perceptions of leadership. Combining evidence, secondary data, and methods developed in economics, anthropology, and applied psychology, I document a negative relationship between traditional agricultural intensity and followers' participative leadership prototypes. I then study the link between traditional agriculture and reliance on delegation to subordinates across firms. I discuss competing hypotheses, explore the interplay between traditional agriculture and organizational-level factors, and show that traditional agricultural intensity does not predict most other leadership prototypes and management practices. Implications for leadership theory–with a focus on evolutionary approaches–are finally discussed.     

The view from the crossroads: Brazilian culture and corporate leadership in the twenty-first century

The transfer of western leadership theories and practices across the globe has inspired criticism in recent years, suggesting the need for local/indigenous theories of leadership. Such search, however, is troublesome in countries with a heterogeneous cultural background where the constant influence of outside cultural/social/economic parameters abound. The purpose of this article is to identify local/indigenous practices of leadership in one country with a heterogeneous cultural background – Brazil. In this conceptual article, we explore selected literature to investigate the topic of Brazilian culture and its particular style of corporate leadership.     

A Trojan Horse? The implications of managerial coaching for leadership theory

This article examines the behaviours associated with managerial coaching and assesses the implications for leadership theory. Survey data from 521 line managers are analysed to: (i) identify the behaviours associated with managerial coaching, (ii) examine factors that affect the propensity of managers to undertake coaching and (iii) discuss the implications of the manager as coach role for leadership theory and practice. First, the analysis indicates that workplace coaching is distinct from specialized coaching practices. Second, demographic characteristics of individual managers, such as their age, experience or level of management qualification are unlikely to affect their propensity to undertake managerial coaching. However, leader-team member relationships (leader-member exchange) and occupational self-efficacy (OSE) are predictive of managerial coaching behaviours. Third, managerial coaching challenges traditional leader-centric models of leadership and requires an acknowledgement of reciprocity, collaborative ‘meaning-making’ and a diminished ‘distance’ between leaders and team members.     

Role of Leaders as Agents of Negotiation for Counterbalancing Cultural Dissonance in the Middle East and North Africa Region

This study provides a unique perspective in the field of cross-cultural management by exploring the relationship between “cultural dissonance”—the gap between cultural values and actual practice—and effective leadership attributes in the Middle East and North Africa (MENA) region. Incorporating cultural dissonance into implicit leadership theory, the study uses measurements of dissonance on nine cultural dimensions to identify particular leadership preferences in seven MENA countries. The overall findings suggest that societies prefer leaders who counterbalance cultural dissonance by allowing space for negotiations by members of society to reduce disparities between cultural values—“the way things should be”—and actual practices—“the way things are.” The greater the disparity between cultural values and practices, the greater the citizens' desire that leaders act as agents of change by creating space for negotiation.     

Just how multi-level is leadership research? A document co-citation analysis 1980–2013 on leadership constructs and outcomes

The use of multi-level theories and methodologies in leadership has gained momentum in recent years. However, the leadership field still suffers from a fragmented and unclear evolution and practice of multi-level approaches. The questions of how and to what extent multi-level research has evolved in both leadership phenomena and leadership outcomes, and which informal research networks drove this evolution, remain vastly unexplored. In this study, the extent of literature published between 1980 and 2013 is analyzed using a document co-citation analysis and invisible colleges' framework. This allows us to map the evolution of the multi-level intellectual structure of the leadership field. Specifically, we identify a number of distinct colleges – their conceptualization of leadership and outcomes – and trace their evolution paths over thirty years. We find a considerable fragmentation of the field, with the usage of multi-level leadership conceptualization mostly embraced by more peripheral clusters. Finally we discuss implications for further research with regard to a set of distinct trajectories for the future evolution of multi-level approaches in the leadership domain.     

Developmental leadership and organizational citizenship behavior: Mediating effects of self-determination,supervisor identification,and organizational identification

The authors investigate three levels of self-identity in the workplace—self-determination, supervisor identification, and organizational identification—for their mediating effects on developmental leadership and organizational citizenship behaviors. Data from 469 supervisor–subordinate dyads in two Chinese firms show that supervisor identification is the strongest mediator, self-determination is the second, and organizational leadership is the third. Theoretical and practical implications are discussed.     

Leadership behaviors and group creativity in Chinese organizations: The role of group processes

In seeking to understand the factors contributing to work group creativity in Chinese organizations, we explored the roles of two different leadership styles (transformational and authoritarian) that Chinese leaders play in group creativity through influencing internal group processes, i.e., collective efficacy and knowledge sharing among group members. We tested our hypotheses with a sample of 163 work groups involving 973 employees in twelve Chinese companies. We found transformational leadership to relate positively but authoritarian leadership to relate negatively to group creativity, mediated by both collective efficacy and knowledge sharing among members within the group. We discuss the implications of these findings for research on group leadership, group creativity and cross-cultural management.     

中国本土领导研究的一种框架及操作:基于张瑞敏个案的研究过程示例

基于对中国本土领导的界定与分析,提出中国本土领导研究的一种框架及操作,即从"领导如何成长、如何发挥作用及领导的本质"3个开放性问题出发,基于质性研究策略,采用以问题导向的探索性建构主义扎根理论方法,对中国本土领导数据进行搜集与整理。借鉴POPPER的4段式科学研究逻辑,对数据进行分析,不断地对问题进行诠释,并发现新的问题,从不断的循环中建构构念,发掘潜在的扎根理论,与现有领导理论进行对比,最终形成中国本土领导理论。     

Leadership and generations at work: A critical review

We present a critical review of theory, empirical research, and practical applications regarding generational differences in leadership phenomena. First, we consider the concept of generations both historically and through contemporary arguments related to leadership. Second, we outline and refute various myths surrounding the idea of generational differences in general, and critique leadership theories that have been influenced by these myths. Third, we describe the results of a literature review of primary empirical studies that have invoked the notion of generational differences to understand leadership phenomena. Finally, we argue that the lifespan developmental perspective represents a useful alternative to generational representations, as it better captures age-related dynamics that are relevant to leadership, followership, and leadership development. Ultimately, our work serves as a formal call for a moratorium to be placed upon the application of the ideas of generations and generational differences to leadership theory, research, and practice.