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1.
We conducted the current multi-cultural, multi-level study with three objectives in mind. First, we examined the association of transformational leadership and leader effectiveness across two different cultures, the United States (U.S.) and Korea, with three followers' attitudes toward their leader (trust in the leader, loyalty, and value congruence) as moderators of this association. Second, we conceptualized followers' collectivistic orientation as a personal value, regardless of their nationality, and tested its moderating effect on the leadership–effectiveness association. Finally, we employed a multi-level approach throughout to examine whether transformational leadership processes, and in contrast individualized leadership, operated at different levels of analysis across different countries. Results from WABA and regression analyses indicated that transformational leadership operated at the individual level of analysis in both samples and was effective across different cultures. Specifically, followers' attitudes served as moderators of the transformational leadership–effectiveness association only in the U.S. sample, while collectivistic orientation had a significant moderating effect in both samples. Results from WABA also indicated that individualized leadership operated at the dyadic level for the U.S. sample and at the individual level for the Korean sample. Several theoretical and practical implications of the results are discussed.  相似文献   

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We introduce aesthetic leadership as a promising approach in leadership studies. Two current movements in leadership research, the inclusion of followers in leadership models and the exploration of subjective leadership qualities, make taking an aesthetic perspective in leadership especially attractive and timely. Aesthetics relates to felt meaning generated from sensory perceptions, and involves subjective, tacit knowledge rooted in feeling and emotion. We believe the aesthetics of leadership is an important, but little understood, aspect of organizational life. For example, while we know followers must attribute leadership qualities such as charisma and authenticity to leaders to allow for social influence, we know little about how these processes operate. We propose that followers use their aesthetic senses in making these assessments. We relate aesthetic leadership to several current topics in leadership research, and outline the assumptions and methods of aesthetic leadership.  相似文献   

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This study aimed to deepen our understanding of the motivational mechanisms involved in the relationship between transformational leadership (TFL) and employee functioning. Drawing on the TFL literature, the job demands–resources model and self-determination theory, we propose an integrative model that relates TFL to employee psychological health (burnout and psychological distress), attitudes (occupational commitment and turnover intention) and performance (professional efficacy, self-reported individual and objective organizational performance) through two explanatory mechanisms: perceived job characteristics (job demands and resources) and employee motivation (autonomous and controlled). This research was conducted in two occupational settings (nurses and school principals), using a distinct variable operationalization for each. Results of both studies provide support for the hypothesized model, suggesting that TFL relates to optimal job functioning (psychological health, job attitudes and performance) by contributing to favourable perceptions of job characteristics (more resources and less demands) and high-quality work motivation (more autonomous motivation and less controlled motivation) in employees. Theoretical contributions and managerial implications as well as directions for future research are presented.  相似文献   

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Narcissistic leadership   总被引:1,自引:0,他引:1  
Narcissism—a personality trait encompassing grandiosity, arrogance, self-absorption, entitlement, fragile self-esteem, and hostility—is an attribute of many powerful leaders. Narcissistic leaders have grandiose belief systems and leadership styles, and are generally motivated by their needs for power and admiration rather than empathetic concern for the constituents and institutions they lead. However, narcissists also possess the charisma and grand vision that are vital to effective leadership. We review and critically assess the theoretical and research literature on narcissistic leaders in order to understand the potential positive and negative consequences of their leadership, the trajectories of their leadership, and the relationship of narcissism to established models of leadership. We conclude that the study of narcissistic leaders is inherently limited in scope, and propose a new definition of narcissistic leadership in order to reframe the discussion and better incorporate the topic of narcissism into the field of leadership studies.  相似文献   

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As Western nations slowly emerge from the recent global recession, there is demand among citizens for authorities to practice, and be seen to practice, ethical leadership. Although these conditions have been favourable for research into ethical leadership, extant research privileges westernized perspectives on ethical leadership and is largely silent on the meaning and practice of ethical leadership in the context of the ‘big’ ethical questions. In consequence, most research into ethical leadership, although well meaning, offers little guidance about how to imagine and implement sustainable, ethical solutions to systemic problems. In this research note, we outline a proposal to reimagine ethical leadership as leadership for the greater good and identify three avenues of research into leadership for the greater good that compliment existing critical perspectives on ethical leadership.  相似文献   

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Common sense has to do with problem solving. In the complexities of everyday human life, we are faced time and again with the need to solve problems. In fact, every situation we face, at least at the first exposure, requires some form of problem solving. When we want food, we have to solve a series of problems from acquisition to preparation to serving and eating. When we deal with organizational needs, problem solving is the daily fare.  相似文献   

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Collaborative or shared leadership has frequently been advocated as an alternative to vertical or top-down leadership. Building on the conceptual and theoretical aspects of collaborative leadership developed in previous research, this study examined the specific communication behaviors and processes used to create collaborative leadership. Based on participant observation ethnography and interviews of all the major participants, the authors collaborated on this study to explore how the leader's attitudes, behaviors, and communication supported collaboration and how the group members participated in creating a collaborative culture. The findings may be transferable to other group endeavors in which leaders and members wish to create a collaborative group process.  相似文献   

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Leaders must scan the internal and external environment, chart strategic and task objectives, and provide performance feedback. These instrumental leadership (IL) functions go beyond the motivational and quid-pro quo leader behaviors that comprise the full-range—transformational, transactional, and laissez faire—leadership model. In four studies we examined the construct validity of IL. We found evidence for a four-factor IL model that was highly prototypical of good leadership. IL predicted top-level leader emergence controlling for the full-range factors, initiating structure, and consideration. It also explained a unique variance in outcomes beyond the full-range factors; the effects of transformational leadership were vastly overstated when IL was omitted from the model. We discuss the importance of a “fuller full-range” leadership theory for theory and practice. We also showcase our methodological contributions regarding corrections for common method variance (i.e., endogeneity) bias using two-stage least squares (2SLS) regression and Monte Carlo split-sample designs.  相似文献   

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《The Leadership Quarterly》2004,15(2):195-210
Although transformational leadership behavior (TLB) has been linked to a number of positive organizational outcomes, research regarding the antecedents of such behavior is limited. Guided by Ajzen and Fishbein's theory of reasoned action [Psychological Bulletin 84 (1977) 888], we investigated two potentially relevant antecedents to performing TLB: cynicism about organizational change (CAOC) and the leader's social context—specifically peer leadership behavior. We hypothesized that CAOC would negatively predict TLB, while peer leadership behavior would positively predict TLB. Further, we expected that peer leadership behavior would have a positive moderating effect on leader CAOC. Data were gathered from 227 managers from multiple organizations and their 2247 subordinates. Findings supported the proposed hypotheses. Cynicism and peer leadership behavior explained nearly one quarter (24%) of the variance in TLB. Further, it appears that both CAOC and TLB may be malleable in organizational contexts. Implications for leadership research and practice are discussed.  相似文献   

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《The Leadership Quarterly》2000,11(2):267-289
Attachment theory posits that the child's experiences with attachment figures (mostly parents) form the basis for an internal working model of self and others that can be either secure (others and self are perceived positively) or insecure (others or self are perceived negatively). In adulthood, these models are reflected in attachment styles which are manifested in various realms (e.g., romantic relationships). This article expands the conceptualization derived from attachment theory to the area of leadership. The arguments presented are anchored in the similarity found in the literature between characteristics of the secure attachment style and those of transformational leaders. The central hypothesis is that the style of transformational leadership will correlate positively with the secure attachment style. This hypothesis was examined in three studies conducted in officers' courses, using different sources of report in each study. In all three studies, significant correlations were found between secure attachment and transformational leadership. This new direction of research has important implications for the understanding of the personality and development processes of transformational leaders.  相似文献   

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What makes a good manager? A review of recent literature finds it's the person who deftly works behind the scenes, juggling many tasks and living in the world full of contradictions.  相似文献   

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Business success in the 21st century will be based on the widespread mastery of leadership roles, rather than on the directives of a professional or leadership elite. The first step for systematically enacting a leadership development agenda for our nation is to identify the factors, values or qualities most important to leadership effectiveness. Next, we must improve our understanding of how these guiding ideas and insights translate into what successful leaders do. As we perfect this understanding, we will need to operationally define the best practices of successful leaders. These best practices must then become benchmarks for intensive leadership development efforts.This article considers nine methodological challenges of the first agenda item-identification of the factors, values or qualities most important to leadership effectiveness. To illustrate these challenges, the authors use their own business leadership research as a case study. This research surveys 127 chairmen, chief executive officers, and presidents-a cross section of successful U.S.A. business leaders, including men and women from all parts of the nation who have diverse industry, racial, ethnic and religious backgrounds. The authors identify where methodological improvements are needed to cope with the challenges of leadership research. They suggest important directions for methodological development and propose three minimum standards for future leadership research.  相似文献   

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In this paper, we examined aspects of contextual leadership [Osborn, R. N., Hunt, J. G., & Jauch, L. R. (2002). Toward a contextual theory of leadership. The Leadership Quarterly, 13, 797–837] and transformational leadership [Bass, B. M. (1985). Leadership and performance beyond expectations. New York: Free Press] by alliance heads and by executives in the sponsoring firms for a sample of innovation seeking U.S./Japanese alliances in research-intensive sectors. We identified three aspects of performance (a) alliance innovation, (b) the strategic contributions to the U.S. sponsor and (c) the strategic contributions to the Japanese sponsor. We found that (a) knowledge/ information based (contextual dimensions) leadership by the alliance head was associated with higher innovation and strategic contributions to the sponsors and (b) transformational leadership by sponsoring executives was dysfunctional for alliance innovation but contributed positively to the strategic contribution the alliance provided a sponsor and, (c) the linkage between leadership by the alliance head and performance was much more important for some types of alliance governance (administrative) structures than others. That is, we argue that appropriate leadership is embedded in its context.  相似文献   

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对职场Tweens的生活态度和消费态度进行了探索性研究,发现可将职场Tweens的生活态度分为随性洒脱、固执自负、积极进取和乐观平和四种类型,可将职场Tweens的消费态度分为炫耀型、变动型和理智型消费三种类型;同时发现,消费态度在影响职场Tweens日常生活消费总支出时与生活态度存在显著的交互影响。  相似文献   

20.
Contrary to the previous leadership theories, which focus on specific and narrow aspects of leadership such as employee characteristics, leader’s authenticity, or boundary spanning, the bounded leadership theory is a broad and complex concept. It takes simultaneously many constraints, which are related to activities on an individual, team, organization, and stakeholder level. This study applies the bounded leadership theory to analyze the leadership constraints as the mediator of the relationship between leadership competencies and effectiveness. Our findings show that leaders’ competencies are not enough for them to be effective. Specific competencies enable leaders to overcome the set of constraints and then to increase their effectiveness.  相似文献   

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