Is a happy leader a good leader? A meta-analytic investigation of leader trait affect and leadership

Organizational scholars have long been concerned with identifying traits that differentiate effective leaders from ineffective leaders. Although there has been renewed interest in the role of emotions in leadership, there is currently no quantitative summary of leader trait affectivity and leadership. Thus, the current paper meta-analyzed the relationship between leader trait affectivity and several leadership criteria, including transformational leadership, transactional leadership, leadership emergence, and leadership effectiveness. Results show that leader positive affect is positively related to leadership criteria, whereas leader negative affect is negatively related to leadership criteria, and regression analyses indicate that leader trait affect predicts leadership criteria above and beyond leader extraversion and neuroticism. Additionally, mediational analyses reveal that the relationship between leader trait affect and leadership effectiveness operates through transformational leadership. Taken together, these results contribute to the literature on emotions and leadership by highlighting the role of leader affect as a meaningful predictor of leadership.     

Leadership style and activating potential moderators of the relationships among leader emotional displays and outcomes

The present study argues that leader emotional displays are important to consider both within and outside of transformational/charismatic paradigms and must look beyond positive and negative affect. Accordingly, this experiment examined the effects of emotion valence as moderated by leadership style (transformational vs. transactional) and activating potential (high vs. low) on follower satisfaction, evaluations of the leader, and creative task performance. Findings showed differential effects of positive and negative emotions for different leader styles for evaluations of transformational leadership and leader effectiveness and for follower performance. Additionally, positive emotions with higher-activating potential resulted in more desirable outcomes than those lower in activating potential, but the reverse was true for negative emotions. Findings are discussed in light of research and practical implications.     

Reciprocal interactions between group perceptions of leader charisma and group mood through mood contagion

Departing from the static perspective of leader charisma that prevails in the literature, we propose a dynamic perspective of charismatic leadership in which group perceptions of leader charisma influence and are influenced by group mood. Based on a longitudinal experimental study conducted for 3 weeks involving 116 intact, self-managing student groups, we found that T1 group perceptions of leader charisma mediate the effect of leader trait expressivity on T2 positive and negative group moods. T2 positive and negative group moods influence T3 distal charisma perceptions by affecting T2 proximal perceptions of leader effectiveness. The current findings offer critical insights into (a) the reciprocal relationship between group perceptions of leader charisma and group mood, (b) the dynamic and transient nature of group perceptions of leader charisma, (c) the importance of understanding negative mood in charismatic leadership, and (d) the mechanism through which charismatic leadership perceptions can be formed and sustained over time.     

Opening the black box: Uncovering the leader trait paradigm through machine learning

Understanding the traits that define a leader is a perennial quest. An ongoing debate surrounds the complexity required to unravel the leader trait paradigm. With the advancement of machine learning, scholars are now better equipped to model leadership as an outcome of complex patterns in traits. However, interpreting those models is often harder. In this paper, we guide researchers in the application of machine learning techniques to uncover complex relationships. Specifically, we demonstrate how applying machine learning can help to assess the complexity of a relationship and show techniques that help interpret the outcomes of “black box” machine learning algorithms. While demonstrating techniques to uncover complex relationships, we are using the Big Five Inventory and need for cognition to predict leadership role occupancy. Among our sample (n = 3385), we find that the leader trait paradigm can benefit from modeling complexity beyond linear effects and generate several interpretable results.     

Leading via the heart and mind: The roles of leader and follower emotions,attributions and interdependence

How do followers react to their leaders' emotional expressions, and how do these reactions influence followers' perceptions of their leaders' effectiveness? This research examines cognitive and emotional reactions to leaders' expressions of positive and negative emotions, and demonstrates how these reactions affect perceptions of leadership effectiveness. We show that follower interdependence (dispositional or manipulated) plays an important moderating role in understanding reactions to leaders' emotions. Results of three studies demonstrate that followers not only share their leaders' emotions, but also make attributions about the sincerity of their leaders' intentions, and these attributions affect their perceptions of their leader's effectiveness. Results also demonstrate that interdependent followers are sensitive to leader emotional valence and react more positively to leader positivity; non-interdependent followers do not differentiate positive from negative emotions in their leader. We discuss the implications of our research for the literature on leadership.     

How leader displays of happiness and sadness influence follower performance: Emotional contagion and creative versus analytical performance

Previous studies have found mixed results regarding the influence of positive and negative leader affect on follower performance. We propose that both leader happiness and leader sadness can be beneficial for follower performance contingent on whether the task concerns creative or analytical performance. This proposition was put to the test in two experiments in which leader affective display was manipulated and the performance of (student) participants was assessed. The results supported our hypothesis that a leader's displays of happiness enhance follower creative performance, whereas a leader's displays of sadness enhance follower analytical performance. Contrasting these findings with evidence for a subjective rating of leadership effectiveness, in line with an implicit leadership theory interpretation, leaders were perceived as more effective when displaying happiness rather than sadness irrespective of task type. The second study showed that the effects of leader affective displays on followers' creative performance and perceived leadership effectiveness are mediated by follower positive affect, indicating that emotional contagion partly underlies these effects.     

社会化经历与本土文化对领导特质形成的影响研究

在研究范式上过于依赖基于问卷测量的统计分析验证,在研究内容上忽视个人社会化经历和文化因素对于领导的影响,是造成现有领导特质理论"片段化"特征明显、特质形成过程不明的主要原因。采用案例分析的方法,通过对组织关键事件中领导与客体互动行为的分析来呈现领导者的特质,并从个体社会化经历和本土文化2个视角阐释了领导特质的形成过程;发现个体社会化经历和本土文化是领导特质来源的2个主要路径,弥补了领导特质理论在此方面的不足,为中国本土化领导研究提供了一个新的视角。     

Psychopathy and leadership effectiveness: Conceptualizing and testing three models of successful psychopathy

Research on the relationship between psychopathy and leadership effectiveness has adopted very different perspectives on psychopathy. To advance this field of research, the current paper introduces an overarching framework of “successful psychopathy” (Lilienfeld, Watts, & Smith, 2015) to the leadership domain, comprising three conceptual models (the differential-severity model, the moderated-expression model, and the differential-configuration model) and their “hybrid” forms, which are combinations of two or three models. We test the three alternative conceptual models and four hybrid models in two independent samples of leader-subordinate dyads (N₁ = 178 and N₂ = 668) whereby leaders’ self-reported psychopathy is related to a range of subordinate-rated effectiveness criteria, including three performance dimensions and charismatic leadership. A recurrent pattern of findings across both studies provides evidence for differential effects for the various psychopathy subdimensions, whereas little support was found for the models assuming curvilinear and/or moderated effects. Implications for research on leader psychopathy are discussed.     

The dark side of leadership: A systematic review of creativity and innovation

It is believed that workplace creativity and innovation are fostered by positive leader behaviors and positive workplace relationships and hindered by the opposite. However, some challenge this view and argue that creativity and innovation can also be fostered when employees experience what is increasingly referred to as “the dark side of leadership”. Research in this area is sparse, contradictory, and overly confusing. We provide a comprehensive systematic review of 106 empirical studies on this topic. We review research on a broad range of constructs, including abusive supervision, authoritarian leadership, narcissistic leadership, and close monitoring. As might be expected, a larger number of the articles reviewed found a negative relationship, but there are important discrepancies and details. Our review reports the main effects, summarizes the results of the mediating and moderating variables, and highlights methodological shortcomings of the previous literature. On this basis, several recommendations are made to advance this field of research.     

Assessing the trait theory of leadership using self and observer ratings of personality: The mediating role of contributions to group success

The trait theory of leadership suggests that personality traits influence leader emergence and effectiveness. While initial empirical evidence supports this perspective, the majority of studies have examined the relationship between personality and leadership using self ratings of personality. We believe that this research may underestimate the relationship between personality and leadership. We propose that personality assessed using both self and observer ratings explains more variance in leadership than self ratings of personality alone. Results from 155 participants in leaderless group discussions supported this hypothesis. Further, relative weight analysis revealed that observer ratings of extraversion explained the largest percentage of variance in leadership, followed by self ratings of openness to experience and observer ratings of openness to experience. Results of two-stage least squares regression analysis showed that the relationship between personality and leadership was mediated by contributions to group success. The implications of these results and directions for future research are discussed.     

Know thy self,know thy leader: Contributions of a pattern-oriented approach to examining leader perceptions

This study investigated how patterns of traits in self and ideal leader profiles were related to one another, beyond the individual effects of each trait. Latent profile analysis (LPA) was used to identify and describe profiles of self leader and ideal leader perceptions. Four profiles for self leader perceptions (Prototypical, Laissez-Faire, Narcissistic, Anti-Prototypical) and four profiles for ideal leader perceptions (Prototypical, Laissez-Faire, Autocratic, Anti-Prototypical) were identified. Additional analyses examined the association between self and ideal leader profiles; gender, leadership self efficacy, and narcissism were added to the model as predictors of that association. Prototypical and Laissez-Faire self leaders tended to prefer an ideal leader who was similar to themselves, whereas Narcissistic and Anti-Prototypical self leaders had more diffuse preferences in ideal leaders. Gender, leadership self efficacy, and narcissism were only associated with self leader profiles. Results support, yet contribute beyond, previous findings for the similarity hypothesis.     

Testing the babble hypothesis: Speaking time predicts leader emergence in small groups

The large, positive correlation between speaking time and leader emergence is well-established. As such, some authors have argued for a “babble hypothesis” of leadership, suggesting that only the quantity of speaking, not its quality, determines leader emergence. However, previous tests of this notion may have been problematic. Some studies have asserted a causal effect of speaking time on leader emergence based on experimental studies, but have limited participant communication, access to reliable information, or both. Other studies have used more ecologically valid designs, but have not always controlled for relevant participant traits or roles, suggesting potential endogeneity effects. Testing the babble hypothesis thus requires a study that is both ecologically valid and supports strong inference. The current study fills that gap and finds that speaking time retains its direct effect on leader emergence when accounting for intelligence, personality, gender, and the endogeneity of speaking time.     

Leadership and Affect: Moving the Hearts and Minds of Followers

We provide an integrative review of the empirical literature on leadership and affect (emotion, mood, and affective dispositions), which is first and foremost a literature on leader displays of affect. We conclude that the influence of leader affective displays can be understood through the mediation paths of emotional contagion and cognitive interpretation of affect in combination with the first- and second-stage moderators of these paths. We also conclude that the common yet overly simplistic notion that leader displays of positive affect are more effective than leader displays of negative affect can in important part be attributed to an overreliance on subjective ratings as indicators of leadership effectiveness, whereas behavioral indicators of leadership effectiveness suggest a more contingent view of the effectiveness of positive and negative affective displays. We propose that to bolster and further develop these conclusions, we need (a) more research focusing on moderation in dual-path mediation; (b) development of theory about cognitive interpretations following leader affective displays; and (c) more sophisticated models of the difference amongst different affective states to better capture the complexity of their effects. We also outline how evidence regarding the role of follower affect in response to leadership more generally points to the potential for integration of affective and non-affective models of leadership.     

Leader political support: Reconsidering leader political behavior

Historically, organizational politics and political leader behavior have been framed and characterized negatively, as self-serving and counter-productive. However, scholars have noted that political acts can achieve positive ends, and have called for further discussions of positive forms of political leadership. Continuing in this recent stream of research on positive perspectives on organizational politics, a framework of leader political support is proposed, suggesting that the positive features of leader political behavior, and testable propositions are developed. The leader political support construct is defined and its antecedents are explicated utilizing a social capital perspective. Additionally, social exchange theory is used to explain the consequences of leader political support. Contributions to both leadership and organizational politics literatures and directions for future research are discussed.     

I can,I am: Differential predictors of leader efficacy and identity trajectories in leader development

Despite significant attention devoted to outcomes of formal leadership training, little is known about how individuals develop during these programs. The current study examined developmental trajectories of leader efficacy and identity, two proximal outcomes supporting leadership effectiveness, in a six-week leadership training course (N = 240). Testing competing predictions between developmental readiness and developmental need perspectives, we examined whether learning goal orientation (LGO) and motivation to lead (MTL) predicted development of trainees' leader self-views. Latent growth modeling results revealed leader efficacy developed linearly, whereas leader identity developed quadratically (i.e., positive change with slowing growth over time). Results for leader efficacy supported the developmental need perspective, as individuals lower on affective MTL exhibited greater changes to their leader efficacy, which was further moderated by LGO. In contrast, individuals higher and lower on LGO developed equally on leader identity, albeit via different trajectories. Implications for leadership theory and practice are discussed.     

实践回应中的领导者价值观研究百年演变

结合管理实践,从领导理论发展的主体脉络、概念化层次视角下的领导2个方面,对百年来国内外领导者价值观研究演变过程中的主要成果进行了归纳和总结,并指出了领导者价值观研究对实践的指导意义,最后提出了领导者价值观研究的未来展望。     

How leader role identity influences the process of leader emergence: A social network analysis

Contemporary theories on leadership development emphasize the importance of having a leader identity in building leadership skills and functioning effectively as leaders. We build on this approach by unpacking the role leader identity plays in the leader emergence process. Taking the perspective that leadership is a dynamic social process between group members, we propose a social network-based process model whereby leader role identity predicts network centrality (i.e., betweenness and indegree), which then contributes to leader emergence. We test our model using a sample of 88 cadets participating in a leadership development training course. In support of our model, cadets who possess a stronger leader role identity at the beginning of the course were more likely to emerge as leaders. However this relationship was only mediated by one form of network centrality, indegree centrality, reflecting one's ability to build relationships within one's group. Implications for research and practice are discussed.     

Perceptions of ethical climate and organizational justice as antecedents to employee performance: The mediating role of employees' attributions of leader effectiveness

The primary purpose of this study was to investigate the mediating role of employee attributions of leader effectiveness on relationships between perceptions of (a) ethical climate and (b) organizational justice and both positive and negative types of performance. We argue that these relatively under-investigated perceptions are critical antecedents to effective productivity in the workplace. Accordingly, this study is the first to examine the associations of both ethical climate and organizational justice on both positive and negative performance within the context of mediation via employee attributions of leader effectiveness. Based on online survey data from 2486 Romanian employees, our SEM-based findings reveal that the attribution of leader effectiveness functions as a mediator between the associations of ethical climate and justice perceptions on two distinct types of performance: (1) Organizational Citizenship Behavior (OCB) and (2) Counterproductive Work Behaviors (CWB).Additionally, the results revealed that trait negative affect moderates the mediating role of leader effectiveness with OCB but not with CWB. This study contributes to the recent and growing interest in the mediating role of attributions regarding work performance. Several theoretical contributions and practical implications are discussed concerning leader-specific attributions, employee empowerment, and employee performance. Most prominently, we discuss why individuals with strong trait negative affect may engage in CWB without the influence of ethical climate or organizational justice.