Contextual leadership,transformational leadership and the performance of international innovation seeking alliances

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.     

Character-based leadership, context and consequences

The study of character in leadership cannot be totally separated from attention to the unique context within which the leader acts or from the study of the consequences of the leader's actions. We respond to the five questions raised by Hannah and Avolio (in press) while enlarging the dialogue along several new lines of thought. We honor the importance of leadership science while emphasizing the art of the leader who masters the practice of leadership. While there is no universal, one best way to lead or one enduring and integrative theory of leadership, we remain convinced of the significant role of character in the study of leadership.     

Human-robot collaboration: A multilevel and integrated leadership framework

In an era of rapid advances in artificial intelligence, the deployment of robots in organizations is accelerating. Further, robotic capabilities are expanding to serve a broader range of leadership behaviors related to task accomplishment and relationship support. Despite the increasing use of robots in various roles across different industries, research on human-robot collaboration in the workplace is lagging behind. As such, the current research aims to provide a state-of-the-science review and directions for future work in this underdeveloped area. Drawing on current leadership paradigms, we review human-robot collaboration studies from four academic disciplines with a history of publishing such work (i.e., management, economics, psychology, engineering) and propose that the research trajectory of human-robot collaboration parallels the evolution of leadership research paradigms (i.e., leader centric, relational view, and follower centric). Given that leadership is an inherently multilevel phenomenon, we apply a levels-of-analysis framework to integrate and synthesize human-robot collaboration studies from cross-disciplinary research areas. Based on our findings, we offer suggestions for future research in terms of conceptualization, theory building and testing, practical implications, and ethical considerations.     

Bounded leadership: An empirical study of leadership competencies,constraints, and effectiveness

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.     

Relationships between leadership and professionals' job attitudes and perceptions: Comparison of two leadership models

The aim of this study was to investigate the power of the Average Leadership Style (ALS) and Vertical Dyad Linkage (VDL) models of leadership in explaining relationships between leader's initiating structure behaviour and consideration behaviour, and subordinates' attitudes and perceptions. The considered dependent variables were five facets of job satisfaction, two role stress variables (role conflict and ambiguity), one role strain indicator (job tension), and four dimensions of workteam climate. The relationships were investigated in two occupational samples comprising 127 family physicians and 155 nurses working in 28 Primary Health Care Teams. Within and between analysis (WABA) and contextual analysis were applied in order to determine the appropriate level of analysis (group as expected from ALS or individual as expected from VDL) for studying the relationships between leader consideration and initiating structure behaviours and the dependent variables. The results obtained showed the prevalence of the VDL model in most of the cases, although two of the relationships studied fitted the ALS model.     

A multilevel study of transformational leadership,identification, and follower outcomes

Using a sample from a large diversified company, this study examines the influence processes of transformational leadership (TFL) at both the individual and group levels concurrently and explores cross-level relationships. Results showed that, at the individual level, followers' personal identification with the leader mediated the effects of individual-focused TFL behavior on individual performance and empowerment. At the group level, group identification mediated the effect of group-focused TFL behavior on collective efficacy. Results also supported two cross-level effects from the group level to the individual level. The paper addresses the implications for leaders of motivating individuals and teams, at the same time.     

A chronotype circadian model of charismatic leadership expressions and perceptions

We investigate the impact of the circadian process (24-h biological cycles that influence sleep/wake periods) and chronotypes (individual differences in the timing of those cycles) in charismatic leadership. We theorize that the expressions of charismatic signals by leaders, and the perceptions of those signals by followers are influenced by the circadian process. Moreover, considering that individuals vary in their sleep awake preferences (larks vs. owls), we argue that chronotype interacts with time of day to influence expressions and perceptions of charismatic leadership. In Study 1, we found that synchrony between leader chronotype and time of day affects expressions of charismatic leadership. In Study 2, we turned our attention to the followers' circadian process and found that synchrony between a follower's chronotype and time of day affects follower's perceptions of charismatic leadership. Our new model highlights how charismatic leadership can be driven by circadian process.     

Perceiving freedom givers: Effects of granting decision latitude on personality and leadership perceptions

A perennial question facing managers is how much decision latitude to give their employees at work. The current research investigates how decision latitude affects employees' perceptions of managers' personalities and, in turn, their leadership effectiveness. Results from three studies using different methods (two experiments and a survey) indicate an inverted-U shaped relationship between degree of decision latitude and leadership effectiveness perceptions. The increase in leadership effectiveness perception between low and moderate decision latitude was explained by an increase in perceived agreeableness; the decrease in leadership effectiveness perception between moderate and high decision latitude was explained by a decrease in perceived conscientiousness. Theoretical and practical implications of these findings are discussed.     

The evolution of organizations and leadership from the ancient world to modernity: A multilevel approach to organizational science and leadership (OSL)

The purpose of this paper is to offer an initial theory, timeline, and taxonomy for discussing and researching the evolution of types of organizations and the concomitant context they provide for leadership. Specifically, leadership roles in the ancient world and modernity are contrasted and found to be almost diametrically opposed. To arrive at this conclusion, this work draws upon current extensions of evolutionary theory from biology and psychology to organizational studies and leadership (Yammarino & Dansereau, 2011). This framework is then contrasted with Kellerman (2012) who calls for an end to leadership studies. The question this paper attempts to address is: from a multi-level perspective, how have evolutionary changes in the types of commercial organizational structures led to differing dominant leadership styles? Without having to call for an end to leadership studies, an understanding of ancient forms of organization can lend insight into a number of contemporary business and geopolitical conflicts where tribalism is a factor.     

A multilevel model of transformational leadership,affect, and creative process behavior in work teams

We develop a multilevel model to explain how affect and transformational leadership (TFL) influence team creative process behavior. We theorize, in particular, that a dual-level model of TFL, which incorporates both individual-focused TFL (addressing the individual differences of team members) and group-focused TFL (addressing the team as a whole) underlies affect–creativity relationships. We argue moreover that these effects exist across three conceptual levels: (1) within-person, (2) interpersonal, and (3) group. We conclude with a discussion of the theoretical implications and limitations of our model and suggest potential avenues for future research.     

Benchmarking multilevel methods in leadership: The articles,the model,and the data set

Multilevel data-analytic techniques are rarely simultaneously employed and directly contrasted with each other. In this special issue of The Leadership Quarterly, hierarchical linear models (HLM), within-and-between analysis (WABA), and random group resampling (RGR) are compared and contrasted by testing the hypothesis that leadership moderates the relationship between stressors and well-being—a hypothesis that has important practical implications for the U.S. Army. This first article plays the groundwork for subsequent comparisons by testing for moderating effects using data collected from 2042 U.S. Army soldiers deployed to Haiti in November and December of 1994. Raw-score or individual-level analyses failed to find evidence of moderating effects. However, a preliminary set of group-level analyses indicated that the data had significant group-level properties that had not been modeled in the individual-level analyses. The group-level properties of the data set the stage for the three multilevel data-analytic approaches (HLM, WABA, and RGR) that are employed in three articles that follow and that are then compared and contrasted in the final article of this special issue.     

Transformational leadership,job satisfaction,and team performance: A multilevel mediation model of trust

In spite of calls for deliberate differentiation between individual and team levels of analysis, leadership research based on well-grounded theory referring to multiple levels is scarce. We seek to fill this gap by analyzing the relations between transformational leadership, trust in supervisor and team, job satisfaction, and team performance via multilevel analysis. Results are based on a sample of 360 employees from 39 academic teams. Transformational leadership was positively related to followers' job satisfaction at individual as well as team levels of analysis and to objective team performance. The relation between individual perceptions of supervisors' transformational leadership and job satisfaction was mediated by trust in the supervisor as well as trust in the team. Yet, trust in the team did not mediate the relationship between team perceptions of supervisors' transformational leadership and team performance. Implications for theory and research of leadership at multiple levels as well as for practice are discussed.     

Leveraging transformational and transactional leadership to cultivate the generation of organization-focused ideas

We investigate how transformational and transactional leadership motivates employees to commit to an organizational ideation program so that they subsequently generate ideas that benefit the organization. To resolve the mixed and contradictory findings of earlier studies about these leadership styles, we propose that more attention needs to be devoted to the leader's personal beliefs. Specifically, we study the degree to which a leader identifies with an organization and how this possibly unlocks the effects of transformational or transactional leadership. Using multilevel data collected in a large multinational company, our findings reveal that both transformational and transactional leadership is effective in motivating followers to commit to the goals of an ideation program. Increased commitment, in turn, is associated with more ideas that followers generate. In contrast to the effect of transactional leadership, however, the effect of transformational leadership is contingent on how strongly leaders identify with the organization.     

Leading day-to-day: A review of the daily causes and consequences of leadership behaviors

A recent trend in leadership research is to explore the daily causes and consequences of leadership behaviors. As this type of research has grown dramatically in the past several years, we seek to provide a systematic review of existing empirical research that has used a daily ESM study design to examine the leadership process. In this review, we reflect on the unique and important benefits a daily perspective on leadership provides for leadership research. We also provide a systematic review of the existing research on daily leadership, discuss the methodological and theoretical aspects of the studies identified in the review, and highlight the important findings of this research. Finally, we conclude by drawing upon the reviewed articles to provide recommendations for future scholarly work. Specifically, we give recommendations that will both broaden scholars' understanding of the daily leadership process as well as deepen understanding.     

Subordinate social adaptability and the consequences of abusive supervision perceptions in two samples

The present investigation examined social adaptability as a moderator of the relationships between perceptions of abusive supervision and several work outcomes. Specifically, we hypothesized that individuals with lower levels of social adaptability would be more adversely affected by heightened levels of abusive supervision perceptions than employees with greater levels of social adaptability. Data from two samples offered strong support for the hypotheses. Specifically, employees with lower levels of social adaptability reported heightened job tension (i.e., Sample 1) and emotional exhaustion (Samples 1 & 2), as well as diminished job satisfaction (Samples 1 & 2) and work effort (Samples 1 & 2) as perceptions of abusive supervision increased, whereas employees with greater social adaptability skill were less strongly affected by their perceptions of abusive supervision. Contributions of the research to scholarship and practice, strengths and limitations, and directions for future research are discussed.     

Evolutionary leadership theory and economic voting: Warmth and competence impressions mediate the effect of economic perceptions on vote

Leaders' persona and the state of the economy are among the two most salient topics during election campaigns. Existing scholarship treats these as two independent or even competing factors. Economic perceptions are overlooked as cues for leader evaluations, while leader evaluations rarely enter considerations of the economic vote. This article builds on evolutionary leadership theory to bridge these distant literatures. It proposes that evaluating leaders' performance based on the resources available to group members may have improved followers' fitness ancestrally. Accordingly, it predicts that the effect of economic perceptions on vote choice is mediated by leaders' warmth and competence impressions in modern democracies. To test these predictions, the article first analyzes representative survey data from seventeen elections in three countries (USA, Australia and Denmark). Second, it relies on two original, well-powered manipulation-of-process experiments to test the validity of the causal claims.     

Transformational leadership sub-dimensions and their link to leaders' personality and performance

The multi-dimensionality of the transformational leadership construct has been under debate in the last decades. To shed more light on this issue, we conducted a meta-analysis (k = 58 studies), examining the transformational leadership sub-dimensions and their links to leader personality and performance in order to gather empirical evidence of the multi-dimensionality of transformational leadership. First, the results showed that the Big 5 personality traits are directly linked to transformational leadership sub-dimensions and to the overall measure, and are indirectly linked to leader performance. Interestingly, however, different combinations of the personality traits are differentially related to the transformational leadership behaviors. For instance, whereas inspirational motivation is related to all personality traits, only openness to experience and agreeableness affect individualized consideration. These findings emphasize the importance of examining the transformational leadership sub-dimensions separately to gain a deeper understanding of the nature and the antecedents of these leadership behaviors.     

Empowering leadership and managers' career perceptions: Examining effects at both the individual and the team level

In a multilevel model of leadership behavior, we investigated whether and how empowering leadership affects individuals' career perceptions. We developed a conceptual model that links empowering leadership at the individual level and at the group level (mean as well as dispersion) to individuals' career self-efficacy and career satisfaction. To test our model, we used questionnaire data from a multilevel data set of 2493 employees in leadership positions nested in 704 teams from a large German corporation. Hierarchical linear regression analyses showed that empowering leadership at the individual level was positively related to career self-efficacy, which in turn mediated the relationship between empowering leadership and career satisfaction. Empowering leadership at the group level was positively related to career self-efficacy when it was conceptualized as leadership differentiation (i.e., the standard deviation of empowering leadership ratings), but not when it was conceptualized as leadership climate (i.e., mean empowering leadership ratings). Career self-efficacy in turn mediated the relationship between empowering leadership differentiation and career satisfaction. Finally, we found a negative relationship between empowering leadership differentiation and career satisfaction.