Relational schemas as sources of evaluation and misevaluation of leader–member exchanges: Some initial evidence

We investigated whether dyad members' relational schemas, a cognitive representation of exchange experiences, would affect how leaders and members evaluate and misevaluate the quality of their exchange relationships. Based on data derived from repertory grid technique and two waves of survey data, we found that leaders and members tended to form different relational schemas of their partners. While leaders developed LMX schemas focusing on work-related issues, members' schemas focused more on interpersonal concerns. These findings confirmed that the different schemas employed by each party affect how they stored, retrieved and (mis)evaluated their LMX experiences with each other. Implications for theory and practice, limitations of this study, and future research directions are discussed.     

Political leaders in the SYMLOG space: Perceptions of right and left wing leaders by right and left wing constituencies

Systematic Multiple Level Observation of Groups (SYMLOG) was applied to studying images of political leaders. Three left wing and three right wing Israeli leaders were evaluated by left and right wing voters along the SYMLOG's three dimensions—friendliness, task orientation, and dominance. It was found that right wing voters rated right wing leaders higher on friendliness and task orientation than left wing leaders. In a similar fashion, left wing voters viewed left wing leaders as more friendly and task-oriented than right wing leaders. Leaders of the right were viewed as more dominant than leaders of the left by left and right wing voters alike. Right and left wing voters assigned different SYMLOG types to right and left wing leaders. The dimension that distinguished between the various images was the dimension of friendliness. Whereas for right wing voters, all images of right wing leaders included a component of friendliness, none of these three images included an accented component of friendliness when rated by left wing voters. In a similar fashion, left wing voters saw two out of the three left wing leaders as including a component of friendliness, whereas none of the three left wing images included this component for right wing voters. Respondents from the right and the left rated their “ideal leader” as reflecting values of “dominance”, “friendliness,” and “task-orientation”. However, respondents saw leaders affiliated with their own political camp as closer to their image of the ideal leader on friendliness and task-orientation than leaders of the opposite political camp. Both right and left wing voters saw all political leaders as equally similar to their image of “ideal leader” on the “dominance” dimension regardless of that leader's political affiliation.     

Quantifying leader lives: What historiometric approaches can tell us

Historically notable leaders, such as John F. Kennedy, Mohandas Ghandi, and Rupert Murdoch, serve as exemplars in our field of study. Across the domains of military, business, government, ideology, and the arts, these outstanding leaders have markedly impacted the institutions, fields, and broader social structures in which they worked and lived. To understand the unique styles, developmental experiences, and performance contributions of such leaders, a historiometric approach is encouraged. We define this methodological strategy as the study of multiple eminent leaders that requires the translation of historical, qualitative information into quantitative indices of individual differences in leaders. Best practices, limitations, and implications for this technique as an advancement of leadership theory are reviewed.     

A multilevel approach to building and leading learning organizations

A multilevel model is offered proposing that organizational learning is an interdependent system where effective leaders enact intervention strategies at the individual (micro), network (meso), and systems (macro) levels. We suggest that leaders approach organizational learning by setting the conditions and structure for learning to occur, while limiting direct interference in the actual creative processes. First, leaders may increase the level of developmental readiness of individual followers, thereby increasing their motivation and ability to approach learning experiences and adapt their mental models. These individuals then serve as catalysts of learning within and between social networks. Second, leaders may promote the diffusion of knowledge between these knowledge catalysts within and across social networks through influencing both the structure and functioning of knowledge networks. Finally, leaders may target actions at the systems level to improve the diffusion to, and institutionalization of, knowledge to the larger organization.     

In learning mode? The role of mindsets in derailing and enabling experiential leadership development

In comparison to the vast literature on leadership theories, concepts, and behaviors, relatively less is known about why leaders often learn little from their leadership experiences, as well as how to support them in doing so. We propose that leaders learn more from their challenging leadership experiences when they are in learning mode, defined as intentionally framing and pursuing each element of the experiential learning process with more of a growth than a fixed mindset. We describe how the extent to which leaders are in learning mode stems from salient mindset cues and guides whether they work through the experiential learning process with a predominantly self-improvement or self-enhancement motive. We theorize about several other likely mediators and moderators of when being in learning mode will manifest in experiential leadership development. Practical implications at the micro, meso, and macro levels, as well as within management education are outlined.     

Differentiating transformational and non-transformational leaders on the basis of neurological imaging

The purpose of this study was to evaluate the viability of using neurological imaging to classify transformational leaders, versus non-transformational leaders, as identified through existing psychometric methods. Specifically, power spectral analysis measures based on electroencephalograms (EEG) were used to develop and validate a discriminant function that can classify individuals according to their transformational leadership behavior. Resting, eyes closed EEG was recorded from 19 scalp locations for 200 civilian and military leaders. We also assessed follower or peer perceptions of transformational leadership through the use of the Multifactor Leadership Questionnaire (MLQ). Our discriminant analysis, which involved a two-step, neural variable reduction and selection process, was 92.5% accurate in its classification of leaders. Patterns in the spectral measures of the brain of leaders, including activity and network dynamic metrics, are discussed as potential correlates of transformational leadership behavior. The current work provides a better understanding of the latent and dynamic neurological mechanisms that may underpin the transformational leadership qualities of individuals.     

在线口碑传播的意见领袖识别方法研究

Web2.0技术应用的不断深化,使得越来越多的用户在网络上发布对产品、服务、品牌或企业的评价,这些在线口碑极大影响着消费者的购买决策和企业的声誉、利润,如何识别出在线口碑传播中的意见领袖对企业有着重要价值。本文结合RFM模型和情感词自动判别方法,考虑情感(S)这一个新的指标,提出了RFMS模型来测量在线口碑发布者的影响力,应用人工神经网络识别出意见领袖,以程度中心性来评估识别结果的有效性。本文采用网络上获取的大众点评网的美食评论语料,对所提出的方法进行了数据实验,实验结果表明,该方法能够精确识别出意见领袖。     

Supervision in der Gesundheitsförderung

Supervision in mental-health A brief outline of supervision as such is followed by a specification of supervision in the pretherapeutic field of mental-health. Here, supervision has an identity promoting function as well as a didactic one for the leaders of workshops and seminars. Using short sequences of group supervision, the psychoanalytic method is demonstrated. In the course of the supervisory process mirror phenomena of the participants’ psychodynamics can be observed as well as the dynamic of the employing institution (open questions and conflicts) and their interference become visible. Supervision in mental-health is useful for securing the quality of the standards of the work, serves the mental hygiene of the leaders, and promotes the development of the organisation.     

Servant leadership,employer brand perception,trust in leaders and turnover intentions: a sequential mediation model

The study aimed to examine the impact of the servant leadership style on employee turnover intentions by investigating the sequential mediating effects of employer brand perception and level of trust subordinates have in their leaders. Results of the study were obtained by analysing data collected from 253 employees working in Indian organizations. The results fully support the hypotheses proposed in the study, illustrating that perceived servant leadership style is negatively associated with employee turnover intentions. Further, servant leadership-turnover intentions relationship is sequentially mediated by employer brand perception and the level of trust subordinates have in their leaders. The study also found that only the servant leadership style followed by leaders was not enough to directly influence the level of trust employees placed in their leaders. A positive and strong employer brand perception emerged as an important mechanism that helped servant leaders gain the trust of their followers. The theoretical and managerial implications are further discussed in the light of these findings.     

Charisma and organizational change: A multilevel study of perceived charisma,commitment to change,and team performance

What makes people perceive a leader as charismatic, and how do team leaders obtain performance outcomes from their followers? We examine leaders in times of organizational change and investigate the mechanisms through which leaders' change-promoting behaviors are associated with team performance. In a multilevel mediation model, we propose that the indirect relationship between change-promoting behaviors and team performance is sequentially transmitted through followers' perceptions of charisma and followers' commitment to change. A study of 33 leaders and 142 followers provides empirical support for the model, using multilevel structural equation modeling to analyze top-down relationships between leaders and followers and bottom-up relationships between followers and team outcomes. Results suggest that team leaders are perceived as more charismatic when they engage in change-promoting behaviors. These behaviors facilitate team performance through individual followers' perceived charisma and commitment to change.     

Making Radical Change Happen Through Selective Inclusion and Exclusion of Stakeholders*

The purpose of this paper is to explore how political leaders can gain acceptance for radical reforms through selective inclusion and exclusion of stakeholders. We had inside access to the formulation of a radical reform in the Scandinavian context and found that radical change was not secured through extensive participation, but rather through selective inclusion and exclusion of stakeholders. Change leaders cannot always choose who to include and exclude in participative processes and both proponents and opponents can influence the content in ways that make it less radical. In the context of the public sector, it becomes particularly challenging to gain acceptance for radical reforms because of the influence from multiple stakeholders, many of whom have the right to be included in the process. Based on a study of a Norwegian regulatory reform, we identify five tactics change leaders can use to manage selective inclusion and exclusion. These include deleting stages in the process, including new stakeholders, alternating the process sequence, suppressing issues, and controlling the kind of influence. By consciously including and excluding stakeholders, change leaders can secure that the radicalness of a reform is preserved in the formulation process.     

Development of outstanding leadership: A life narrative approach

Developmental events of a sample of outstanding leaders experienced in early life were examined. Relevant sections of 120 biographies of outstanding leaders in the 20th Century were content coded using a life narrative framework. The results indicated that individuals evidencing a particular leadership type (charismatic, ideological, or pragmatic) and orientation (socialized or personalized) were linked to certain types of developmental events. Similarly, event content was found to vary between the leader styles. Specific kinds of experiences were also related to various indices of leader performance. Practical and theoretical implications of these findings are discussed.     

Leadership skills for a changing world: Solving complex social problems

Leadership has traditionally been seen as a distinctly interpersonal phenomenon demonstrated in the interactions between leaders and subordinates. The theory of leadership presented in this article proposes that effective leadership behavior fundamentally depends upon the leader's ability to solve the kinds of complex social problems that arise in organizations. The skills that make this type of complex social problem solving possible are discussed. The differential characteristics and career experiences likely to influence the development of these skills also are considered along with the implications of these observations for leadership theory and for the career development of organizational leaders.     

Strategic leadership for exploration and exploitation: The moderating role of environmental dynamism

This study advances prior theoretical research by linking transformational and transactional behaviors of strategic leaders to two critical outputs of organizational learning: exploratory and exploitative innovation. Findings indicate that transformational leadership behaviors contribute significantly to adopting generative thinking and pursuing exploratory innovation. Transactional leadership behaviors, on the other hand, facilitate improving and extending existing knowledge and are associated with exploitative innovation. In addition, we argue that environmental dynamism needs to be taken into account to fully understand the effectiveness of strategic leaders. Our study provides new insights that misfits rather than fits between leadership behaviors and innovative outcomes matter in dynamic environments. Hence, we contribute to the debate on the role of strategic leaders in managing exploration and exploitation, not only by examining how specific leadership behaviors impact innovative outcomes, but also by revealing how the impact of leadership is contingent upon dynamic environmental conditions.     

Creating clover

This study empirically examines how different types of leadership behaviour affect perceived job performance of leaders in different cultures, specifically comparing the U.S. and four Confucian Asian countries. Using a large archival database of a multisource feedback instrument assessing leadership behaviours and overall perceived job performance of managers in these countries, this study analyses the influence of leadership behaviours on perceived job performance. The results suggest that charismatic and directive leadership behaviours are positively related to perceived job performance of leaders in all countries studied, whereas the influence of supportive leadership behaviour is not as strong as charismatic and directive leadership behaviours. Surprisingly, participative leadership behaviour is not associated with perceived job performance of leaders in the countries studied except for Japan. Research implications and limitations are discussed.     

Attachment and leader's development via experiences

Apart from biographies and memoirs of outstanding leaders, studies on the development of leaders in everyday life from childhood to maturity are rare. We propose a developmental model of leaders in which certain variables formed in early childhood are the basic components for leadership development in later life. These are a low level of trait anxiety [Spielberger, C.D. (1972). Conceptual and methodological issues in anxiety research. In C.D. Spielberger (Ed.), Anxiety: Current trends in theory and research. New York: Academic Press, vol. 1] and openness to experiences [Costa, P.T. Jr., & McCrae, R.R. (1992a). Revised NEO Personality Inventory (NEO-PI-R) and NEO Five-Factor Inventory (NEO-FFI) professional manual. Odessa, FL: Psychological Assessment Resources]. We argue that secure attachment style [Bowlby, J. (1969). Attachment and loss: Vol. 1. Attachment. New York: Basic Books] explains the formation and influence of these basic components, which in turn affect the leader's development through experience in leadership roles. Questionnaires were administered to 286 subjects. The data obtained were analyzed by structural equation modeling (SEM).The findings show that trait anxiety and openness to experience affect leaders' development via experiences. Alternative models in which formative variables may affect the magnitude and intensity of leadership experiences are discussed.     

Impact of rater personality on transformational and transactional leadership ratings

This study addresses the role of rater personality in ratings of transformational and transactional leadership. In a naturalistic field study, we found that rater personality (i.e., agreeableness, openness, extraversion, and conscientiousness) was positively associated with ratings of transformational leadership, but significant rater personality effects were not found in an experimental study where leadership behavior was invariant. These results suggest that disagreements among raters about leaders' behaviors are not due solely to random error and may instead reflect true differences either in (a) the behaviors leaders exhibit toward individual followers or (b) personality-related differences between followers in attention to and recall of leadership behaviors. We also found that personality (of subordinates and peers) was not randomly distributed across leaders, though clustering effects were generally small. Practically, our results suggest that (a) individual reports of leadership may be better at predicting leadership outcomes than aggregated group reports – especially those related to individual attitudes and behaviors – though they are rarely used in the literature; (b) aggregation is complicated because rater personality is associated with leadership ratings and is not randomly distributed across leaders; and (c) corrections for measurement error based on inter-rater agreement may not be appropriate due to non-random unique rater variance.     

Leadership and the strategic emotional manipulation of political identity: An evolutionary perspective

This paper offers a theoretical argument for some of the ways in which leaders can strategically manipulate emotion and appeal to shared identity to create cohesive political identities among followers which allow them to overcome recruitment, coordination and collective action challenges to maximize prospects for group survival. Building on divergent strands of literature from several disciplines including political science and psychology as well as recent work in biological anthropology, this argument outlines how leaders build on a foundation of shared social identity to incite fear and outrage toward out-groups among followers. Social identity and emotion thus serve as proximate mechanisms by which leaders can develop and sustain cohesive cooperation among followers that can then be deployed at will. In this way, the most effective leaders can leverage extant psychological mechanisms to cultivate a devoted group of followers whose affective attachment to a particular political identity can be activated for a wide variety of purposes independent of actual political content or issue area.     

A Cross-Validation Analysis of Neural Network Out-of-Sample Performance in Exchange Rate Forecasting

Econometric methods used in foreign exchange rate forecasting have produced inferior out-of-sample results compared to a random walk model. Applications of neural networks have shown mixed findings. In this paper, we investigate the potentials of neural network models by employing two cross-validation schemes. The effects of different in-sample time periods and sample sizes are examined. Out-of-sample performance evaluated with four criteria across three forecasting horizons shows that neural networks are a more robust forecasting method than the random walk model. Moreover, neural network predictions are quite accurate even when the sample size is relatively small.     

Transformational leadership and attachment

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.