Testing the generalizability of the white leadership standard in the post-Obama era

Over a decade ago, Rosette, Leonardelli, and Phillips (2008) conducted a study on race and business leader prototypes and discovered that participants held an implicit “white leadership standard”. As revealed in that study, such a standard introduces racial bias into the leadership categorization process, and places employees from racial minority groups at a disadvantage as they seek to attain leadership roles. However, in the last decade, broader trends and events in American society (e.g., the Obama presidency; the Harris Vice Presidency; an increase in minority business leader representation; changing demographics) have altered the socio-cultural context in which implicit leadership theories (ILTs) develop, hence offering the possibility that leadership models may have become amenable to change. The present study set out to retest the theoretical hypotheses of Rosette et al. (2008) in a direct/close replication study to examine the extent to which the findings generalize to a new sample within this new era. Across four experimental studies, results reveal more racially inclusive leadership perceptions than previously observed, as well as a weakened and context-dependent white leadership standard.     

A framework for understanding collective leadership: The selective utilization of leader and team expertise within networks

To date, the dominant approach to leadership research assumes that all aspects of the leadership role within a team are embodied by a single individual. In the real world, however, this is rarely the case. Rather, multiple individuals within the team may serve as leaders in both formal and informal capacities, and the shifting of leadership responsibilities is often rooted in which individual's expertise is most relevant to the given problem. In the present effort, we add to the rapidly growing body of work that focuses on the distribution of the leadership role among multiple individuals. We have reviewed relevant extant literature and proposed an integrated framework for understanding the collective leadership process. Also, in developing this framework we have taken an information and expertise-based approach such that we propose that collective leadership, or the distribution of the leadership role, is a function of selectively utilizing the information or specialized expertise that individuals within the network possess. In reviewing the framework, 55 propositions with regard to the collective leadership process are outlined and suggestions for future research are provided.     

A Double‐edged Sword: Transformational Leadership and Individual Creativity

Leadership research has focused on the positive effects of transformational and charismatic leadership but has neglected the negative side effects. Addressing this gap, we analysed followers' dependency on the leader as a relevant negative side effect in the relationship between transformational leadership and followers' creativity and developed an integrative framework on parallel positive and negative effects of transformational leadership. As expected, results from a study with 416 R&D employees showed that transformational leadership promotes followers' creativity but at the same time increases followers' dependency which in turn reduces their creativity. This negative indirect effect attenuates the positive influence of transformational leadership on followers' creativity.     

公仆型领导、员工集体和个人的工作态度对服务质量的影响

作者在13家宾馆和餐馆进行了一次实证研究,探讨饭店管理人员的公仆型领导风格、员工集体和个人的工作态度对员工的服务质量的影响。多层次线性模型分析结果表明,部门的公仆型领导氛围会直接影响员工集体的工作满意感,并通过集体情感性归属感,间接影响员工的服务质量。部门的公仆型领导氛围会调节员工感知的部门负责人的公仆型领导风格对他们的服务质量的影响;员工集体的情感性归属感会调节员工个人的工作满意感和情感性归属感对服务质量的影响。     

The loci and mechanisms of leadership: Exploring a more comprehensive view of leadership theory

Through a qualitative review of the leadership literature, we derive two fundamental principles for codifying the last century of leadership theory and research: the locus and mechanism of leadership. Our systematic review and categorization of past theories suggests that further development of the follower, collective and context loci, and the affect mechanism is needed. Building on these insights, we propose that by simultaneously considering all five loci and four mechanisms in their theories, leadership scholars can advance a more comprehensive and integrative understanding of the leadership phenomenon. We then demonstrate the potential of using the locus and mechanism framework for examining and expanding current and future leadership theory including work on shared and strategic leadership.     

The Role of Affect in Attitude Formation toward New Technologies: The Case of Stratospheric Aerosol Injection

This article analyzes determinants of technology acceptance and their interdependence. It highlights the role of affect in attitude formation toward new technologies and examines how it mediates the influence of stable psychological variables on the technology's acceptability. Based on theory and previous empirical evidence, we develop an analytical framework of attitude formation. We test this framework using survey data on attitudes toward stratospheric aerosol injection (SAI), a technology that could be used to counteract global warming. We show that affect is more important than risk and benefit perception in forming judgment about SAI. Negative and positive affect directly alter the perception of risks and benefits of SAI and its acceptability. Furthermore, affect is an important mediator between stable psychological variables—such as trust in governmental institutions, values, and attitudes—and acceptability. A person's affective response is thus guided by her general attitudes and values.     

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.     

Reviewing Leadership Styles: Overlaps and the Need for a New ‘Full‐Range’ Theory

A central topic in leadership research concerns the impact of leadership style – the pattern of attitudes that leaders hold and behaviors they exhibit. Since the year 2000, several new leadership styles have been proposed to capture important missing aspects beyond the dominant charismatic/transformational and transactional framework. The authors review the emerging literature on these new styles – ideological leadership, pragmatic leadership, authentic leadership, ethical leadership, spiritual leadership, distributed leadership, and integrative public leadership – as well as the recent work on servant leadership. They also comment on the Ohio State studies on leadership, and then discuss the ways in which these many styles overlap with transformational leadership and each other, and issue a call to leadership researchers to collectively develop a new ‘full‐range’ model of leadership that encompasses and distills what is unique about these various styles. The authors argue that such an integrated full‐range model is necessary for research on leadership style to progress.     

Leaders’ influence on collective action: An identity leadership perspective

What makes followers act collectively when called upon by their leaders? To answer this question, participants were randomly allocated to leader–follower relationships embedded either in a partisan group or a workgroup context; and the relationship between identity leadership and collective action through ingroup identification (Study 1: N = 293) or both ingroup identification and group-efficacy (Study 2: N = 338) were assessed. Based on the model of identity leadership, we predicted and found that identity leadership was positively related with intentions for collective action when called upon by the leader, both via ingroup identification and belief in group efficacy. As predicted, the social identity process for the effectiveness of identity leadership was more important in partisan groups than in workgroups. The efficacy related process was group context invariant. These results have implications for our understanding of group processes involved in the leadership in collective action.     

Transformational leadership and optimal functioning at work: On the mediating role of employees' perceived job characteristics and motivation

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.     

Developmental stability and leadership effectiveness

Developmental stability is the degree to which we can withstand environmental or genetic stressors during development. Fluctuating asymmetry (FA), concerns the extent to which the right and left side of the body is asymmetrical and is one way to measure developmental stability. Two studies were carried out that examined both the predictive value of leader FA with leadership behaviors and its role in facilitating group performance. The first study examined the hypothesis that a leader's FA is correlated with scores on the Multifactor Leadership Questionnaire (MLQ). The results revealed individuals with a more asymmetrical morphology scored higher on the transformational, but not transactional, dimensions of leadership behavior. A second study examined the hypothesis that asymmetrical morphology and leadership effectiveness would share a positive relationship. In this study participants who led a business game exercise, revealed a positive relationship between FA and self-reported well-being and task satisfaction. Importantly, there was also a positive correlation between the leader's FA score and group performance. The role that developmental stability may play in leadership effectiveness is discussed in the wider context of evolutionary psychology.     

TEACHING THE PRODUCTION/OPERATIONS MANAGEMENT CORE COURSE: INTEGRATING LOGISTICS PLANNING ACTIVITIES

This paper discusses the benefits of restructuring the introductory undergraduate production and operations management (pom) course to improve its pedagogical effectiveness and to better convey the importance of integrating logistics planning activities. The introduction of a dynamic integrative semester-long case study which involves students in applying pom concepts and tools through a simulation game is reported.     

Developing the theory and practice of leadership development: A relational view

Organizations are demanding leadership development that is more sensitive to context and supportive of organizational transformation, and critics of current leadership development practices claim they are too narrowly construed to yield meaningful results. Relational views of leadership may be the disruptive idea that helps reconstruct leadership development in ways that meets these concerns. To better understand how these relational views can impact the practice of leadership development, we examined the use a specific relational framework in one leadership development organization. We found that leadership development professionals used the framework to convey a relational point of view on leadership to their participants, to facilitate collective identification and action on leadership issues, to develop leadership by focusing on leadership culture, and to enable the democratization of leadership development. We use these findings to advance a constructive-developmental perspective on the development of leadership development.     

Charisma under crisis revisited: Presidential leadership,perceived leader effectiveness,and contextual influences

This study investigates the influence of crisis on leader use of charismatic rhetoric. We examine leader charismatic rhetoric across two major crises, longitudinally exploring potential long-term influences of charismatic rhetoric on perceptions of leader effectiveness. Using an inductive approach to theory generation, we draw upon findings from the data analysis of eight charismatic rhetoric constructs (collective focus, temporal orientation, followers' worth, similarity to followers, values and moral justifications, tangibility, action, and adversity) to advance propositions regarding potential time and ceiling effects of charismatic rhetorical leadership on followers. Additionally, we discuss the relationships between characteristics of the crisis and the use of charismatic rhetorical leadership. In doing so, we identify potential boundary conditions for the use of charismatic rhetoric (as an element of charismatic leadership) within the context of different crises.     

From competency to conversation: A multi-perspective approach to collective leadership development

Collective leadership involves the participation of multiple entities in the leadership process. This body of research is informed by a variety of theoretical perspectives, including person-centered, social network, social-relational, sociomaterial, and institutional views. Despite multiple calls for leadership development to move beyond individual leadership, collective leadership development remains focused on coaching and competency development, extending rather than reconsidering the person-centered perspective. We argue that it is necessary and timely to align the practice-based literature on leadership development with theoretical and empirically-based perspectives on collective leadership. We provide a multi-perspective framework of collective leadership development by 1) introducing a wider disciplinary range of theoretical perspectives on collective leadership development; 2) integrating these perspectives with leadership development approaches for different forms of collective leadership; 3) illustrating how the multiple perspectives on collective leadership development can be applied to specific work contexts; and 4) identifying directions for future research.     

An integrative framework for global leadership competency: levels and dimensions

As developing excellent global leaders should be an urgent priority of companies in the global business world, there has been considerable research in this area. Despite this, there is limited research on the systematic global leadership competency structure reflecting both on its levels and dimensions and on specific competencies. The purpose of this article is to create a theory-based integrative framework that can be used to identify the competencies comprising global leadership. To accomplish this purpose, an integrative literature review was employed on competency theory and global leadership, resulting in the development of an integrative framework for global leadership competency. The framework, with three levels and four dimensions, established in this article contributes to corporations in providing a means of developing company-specific models of global leadership competency. Also discussed are implications for future human resource development research and theory building.     

Integrative leadership and the creation and maintenance of cross-sector collaborations

This article presents a theoretical framework for understanding integrative leadership and the creation and maintenance of cross-sector collaborations that create public value. We define integrative leadership as bringing diverse groups and organizations together in semi-permanent ways — and typically across sector boundaries — to remedy complex public problems and achieve the common good. Our framework highlights in particular the leadership roles and activities of collaboration sponsors and champions. The framework is illustrated with examples from the development of MetroGIS, a geographic information system that promotes better public problem-solving in the Minneapolis–St. Paul region of the US. A set of propositions is offered to guide further research and to prompt reflective practice.     

“Sorting Out” collective leadership: How Q-methodology can be used to evaluate leadership development

Q-methodology has proven to be an effective way to solicit participants' perceptions of outcomes. In this article, Q-methodology is described as a data collection tool that can be used to better evaluate the development of collective leadership. Additionally, this methodology provided a valuable tool for participants themselves (leadership development) and evaluators (evaluation development). In writing this article, we drew upon data from a longitudinal study of the Kellogg Leadership for Community Change (KLCC) initiative at six sites from 2002 through 2007 where multiple data collection strategies were employed, including Q-methodology.     

Integrative leadership for collaborative governance: Civic engagement in Seattle

This article distills concepts and tools from the literatures on civic engagement, collaborative management, and conflict resolution into a parsimonious framework of tactics and constructs for integrative leadership. Using these tactics and constructs to compare cases of civic engagement drawn from the administration of Seattle Mayor Norman Rice (1990–98), the article demonstrates the framework's analytic potential for scholars and its strategic relevance for public leaders. The comparison of the cases suggests that the framework enables scholars and practitioners to distinguish meaningful changes in key dimensions of collaborative governance related to leadership tactics, stake holders' interpretations, and results. The conclusion proposes six hypotheses and explores theoretical implications for future research.     

The depleted leader: The influence of leaders' diminished psychological resources on leadership behaviors

While much is understood about the outcomes of different leadership styles, less is known about the antecedents of leadership, particularly with regards to how leaders' own psychological well-being impacts leadership behaviors. Using conservation of resources theory as a framework, we investigated the relationship between leaders' depleted resources and their leadership behaviors. Conceptualizing depressive symptoms, anxiety, and workplace alcohol consumption as resource depletion, we predicted that depletion would be associated with lower levels of transformational leadership, and higher levels of abusive supervision, and when taken together, would further exacerbate these effects on leadership behaviors. In a study of 172 leader–subordinate pairs, leaders' depressive symptoms, anxiety, and workplace alcohol consumption separately predicted lower transformational leadership, and higher abusive supervision. Furthermore, partial support was found for an exacerbating effect on transformational leadership and abusive supervision.