The shared leadership of teams: A meta-analysis of proximal,distal, and moderating relationships

The current meta-analysis examines the relationship between shared leadership and team performance. It also assesses the role of team confidence (i.e., collective efficacy and team potency) in this relationship. Mediation analyses supported the hypothesis that team confidence partially mediates the effects of shared leadership on team performance. We also found support for the notion that shared leadership explains unique variance in team performance, over and above that of vertical leadership. Furthermore, a variety of substantive continuous and categorical variables were investigated as moderators of the shared leadership–team performance relationship. Specifically, the relationship between shared leadership and team performance was moderated by task interdependence, team tenure, and whether performance was objectively versus subjectively measured. Finally, results suggest that the approach used when measuring shared leadership can also play a role in the observed validity. Theoretical and practical implications of these findings are discussed.     

Diabolical dictators or capable commanders? An investigation of the differential effects of autocratic leadership on team performance

Autocratic leader behavior is often seen as negative for team morale and performance. However, theories on social hierarchy suggest that autocratic leadership may also positively affect morale and performance through the creation of a psychologically appealing, hierarchically-ordered environment of predictability and security. We propose that autocratic leadership can foster team psychological safety when team members accept the hierarchy within the team. In contrast, when members challenge the hierarchy and engage in intrateam power struggles, autocratic leaders' centralizing power behaviors will clash with team members' competition for power and frustrate members, impairing psychological safety and performance. We find support for these ideas in a study of 60 retail outlets (225 employees and their managers) in the financial services industry. As expected, when team power struggles were low, autocratic leadership was positively related to team psychological safety, and thereby indirectly positively related to team performance. When team power struggles were high, autocratic leadership was negatively related to team psychological safety and thereby indirectly negatively related to team performance. These effects were also found when controlling for leader consideration.     

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.     

The missing link? Investigating organizational identity strength and transformational leadership climate as mechanisms that connect CEO charisma with firm performance

In this paper, we suggest that CEO charisma is related to firm performance via its effect on two important mediators. First, charismatic CEOs are expected to raise the transformational leadership climate within an organization. Second, both CEO charisma and transformational leadership climate are proposed to increase a firm’s organizational identity strength (OIDS), which in turn, relates positively to firm performance. We tested these propositions on a sample of 150 German companies (20,639 employees) with a three-path mediation model at the organizational level of analysis, utilizing four independent data sources. Our study helps open the black box of organizational leadership and organizational performance by demonstrating top-level leadership’s (CEO charisma) cascading effect on the TFL climate throughout the organization and by showing that OIDS mediates both leadership levels’ relationships with firm performance. Further, our study is the first to investigate the relationship between OIDS and performance at the organizational level of analysis.     

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.     

Leadership across hierarchical levels: Multiple levels of management and multiple levels of analysis

We examined differences in leadership influence processes, perceptions, and multiple levels-of-analysis effects between close and distant charismatic and contingent reward leadership across three hierarchical levels in 13 Korean companies. Multi-source data revealed that followers' commitment to the leader mediated relationships between leadership and followers' attitudinal, behavioral, and performance outcomes in close situations, but not in distant relationships. Leadership at higher levels of management was positively related to leadership at the next lower level, which in turn related to follower outcomes at the lowest echelon. Multivariate within and between analysis indicated multiple-level effects differing by leader–follower distance and for the variables of interest.     

Do transformational CEOs always make the difference? The role of TMT feedback seeking behavior

In the present paper, we raise the question whether CEO transformational leadership invariably makes a difference for team performance and change effectiveness. Since in general, CEOs are surrounded by a team of highly influential top managers, we argue that the effectiveness of CEO transformational leadership is contingent on the feedback seeking behavior of their top management team (TMT). Data from 38 TMTs and their CEOs demonstrated that transformational leadership was positively related to both TMT performance and effectiveness of organizational change, but only when the TMT engaged in low levels of feedback seeking behavior. As predicted, there was no relationship between CEO transformational leadership and performance and change effectiveness for teams exhibiting high levels of feedback seeking behavior. These findings suggest that for high-feedback seeking TMTs, organizational results can be achieved without a transformational CEO.     

Chief executive officers' appearance predicts company performance,or does it? A replication study and extension focusing on CEO successions

In this article, we aim to replicate and extend a study that has revealed a link between naïve personality and leadership judgments and company profits. Rule and Ambady (2008) found that power- and leadership-related perceptions derived from CEOs' faces were significantly related to company profits. In our follow-up study and extension, we focus on CEO succession events to explore the longitudinal relationship between personality- and leadership-related perception ratings and company performance. We study the context of CEO successions to test whether variations in personality- and leadership-related perceptions from CEO faces are related to company performance and whether variations in company performance are associated with the type of CEO that is chosen. We can replicate the original correlative leadership effect using a temporal extension of the analysis horizon but fail to replicate the link between CEO leadership perceptions and company performance when using a different measure of performance and a different analytical approach to account for the longitudinal nature of our data. Our results have important implications for further theorizing on the relationship between subjective leadership perceptions and objective performance measures.     

The servant leadership advantage: When perceiving low differentiation in leader-member relationship quality influences team cohesion,team task performance and service OCB

How does servant leaders' unique ability to place each follower's needs above their own influence relationships between followers and impact their collective performance? In a study that integrates principles of servant leadership with the social comparison theoretical framework, we tested a group-level model to examine how servant leadership induces low perceived differentiation in leader-member relationship quality (perceived LMX differentiation) within a group, which strengthens team cohesion and in turn positively influences team task performance and service-oriented organizational citizenship behaviors (service OCB). Our sample comprised 229 employees nested in 67 work teams. Structural equation modeling results indicate that servant leadership significantly predicts low perceived LMX differentiation; perceived LMX differentiation is strongly related to team cohesion such that the lower the perceived differentiation, the stronger the team's cohesiveness. And, team cohesion is also strongly related to both the team's task performance and service OCB. Perceived LMX differentiation and team cohesion mediate the effect of servant leadership on both team task performance and service OCB.     

Emergence of shared leadership networks in teams: An adaptive process perspective

Adaptive leadership theory suggests that shared leadership networks grow in a complex manner. We propose that leadership decentralization (the dispersion of leadership), leadership density (the total amount of leadership), and situationally-aligned leadership (SAL: leadership transitions to those who fit situation requirements) are distinct aspects of a shared leadership network and should be examined together to capture the development of shared leadership process. Through a study of 450 participants in 90 teams, we find that each of these three aspects of shared leadership plays a different role during shared leadership network emergence. Specifically, transactive memory systems (TMS) contribute to decentralized leadership structures, which in turn precipitate more dense leadership networks. We also find that TMS contributes to the most situationally aligned team member engaging in leadership. Both leadership density and SAL predict team performance. We discuss the theoretical and practical implications of these results.     

The moderating effects of home region orientation on R&D investment and international SME performance: Lessons from Korea

Drawing from the resource-based view, we investigate how firm and country combinations affect international SME performance. Using a sample of 2676 international Korean SMEs, we explore the relationships among SME R&D investment, home region orientation and financial performance. Results show that R&D investment has a horizontally inverted S-shaped relationship with performance reflecting cost leadership, stuck in the middle, and differentiation strategies. We also find that a home region orientation moderates the relationship between R&D investment and performance. Home region orientation positively moderates the relationship when R&D investment reflects cost leadership or differentiation but negatively moderates a stuck in the middle strategy.     

Beneath the mask:: Examining the relationship of self-presentation attributes and impression management to charismatic leadership

We tested several hypotheses derived from Gardner and Avolio's [Acad. Manage. Rev. 23 (1998) 32.] self-presentational theory of charismatic leadership. We collected multisource field data in an information technology (IT) consulting firm and examined linkages among managers' self-system attributes (i.e., desired charismatic identity, self-monitoring), pro-social and self-serving impression management of managers, charismatic leadership of managers, and two measures of performance. Eighty-three managers provided self-reports of self-system attributes. Six months later, 249 subordinates rated the focal managers' impression management and charismatic leadership styles. Superiors of the focal managers provided performance ratings 7 months after collecting the subordinate ratings. Results indicated that complexity of desired charismatic identity was positively related to self-monitoring. Self-monitoring was negatively related to ratings of pro-social impression management and positively related to ratings of self-serving impression management. Pro-social impression management related positively to charismatic leadership, which predicted managerial and unit performance.     

Ethical and despotic leadership, relationships with leader's social responsibility, top management team effectiveness and subordinates' optimism: A multi-method study

In this multi-method study, we examined the relationships of leader's social responsibility with different aspects of ethical leadership (morality and fairness, role clarification, and power sharing) as well as with despotic leadership. We also investigated how these leadership behaviors relate to effectiveness and optimism, using multiple-source ratings. Interviews with CEOs (N = 73) were coded for the presence of leader's social responsibility and its facets. Also, using questionnaires, direct reports rated each CEOs' leader behavior (n = 130) and a second group of direct reports (n = 119) rated effectiveness and optimism. As expected, leaders high on social responsibility were rated higher on ethical leadership and lower on despotic leadership. Ethical leadership was also positively related to perceived top management team effectiveness and subordinates' optimism about the future of the organization and their own place within it.     

研发团队共享领导力行为的产生和对创新绩效的作用：基于垂直领导力的影响

 共享领导力是提高多元性、知识型的组织绩效的有效方式，但已有对研发组织领导力理论的研究大都侧重于垂直领导力对创新的影响，对共享领导力关注不足，而共享领导力作为一种随着团队发展而动态形成的领导力类型，已被证明是提高多元性、知识型组织绩效的有效方式；目前将共享领导力作为整体概念的研究思路能从宏观视角把握其作用机制，但不足以从微观层面揭示共享领导力的动态性的产生和作用。        基于领导力行为理论，从7个行为维度对共享领导力和垂直领导力进行解构，考虑垂直领导力的影响，从微观层面研究共享领导力的产生及对创新绩效的作用。运用访谈和参与性观察对4个研发团队进行全生命周期数据收集，通过多案例研究方法和规范的质性分析技术探究共享领导力行为在团队不同发展阶段的形成过程，以及垂直领导力行为对该形成过程的影响。区分创新绩效中的过程绩效、产品绩效和学习绩效，进一步揭示共享领导力和垂直领导力在促进不同创新绩效过程中发挥的不同作用。        研究结果表明，共享领导力不同行为的产生既直接依赖于垂直领导力，又通过依存环境间接依赖于垂直领导力；共享领导力的不同行为并非一次性形成，而是分别产生于团队生命周期的不同阶段，即在团队构建期首先形成跨边界领导行为，在成员磨合期形成激励行为和关怀行为，在规范执行期形成授权行为和变革领导行为；共享领导力行为的这种动态性决定了其直接作用于团队创新的学习绩效和产品绩效，对过程绩效没有直接作用，而垂直领导力行为则对过程绩效具有直接促进作用，并通过共享领导力间接作用于学习绩效。        在理论层面，从共享领导力行为角度分析其产生和作用，从微观层面挖掘其动态特性，解释了共享领导力和垂直领导力在促进创新绩效过程中的替代和互补关系，从而完善共享领导力的动态概念理论，也为后续的动态研究提供新思路。在实践层面，为研发团队管理中依据团队不同阶段和不同类型的创新绩效需求发展不同的共享领导力行为提供理论支持。     

Out of mind,out of sight? Leading distributed workers to ensure health and safety

ABSTRACT

Current frameworks of leadership are based on face-to-face interaction. A growing number of workers work away from their main location of work; this makes it challenging for leaders to ensure the health and safety of distributed workers. In the present study, we explore the relationship between line managers’ health and safety leadership and distributed workers’ health and safety behaviours. We also explore the organisational procedures and practices that may enhance the impact of health and safety leadership. We included a broad range of distributed workers (in analyses, minimum N?=?626) from 11 organisations. We found that health-and-safety-specific leadership was positively related to distributed workers’ self-rated health, safety compliance and safety proactivity. These relationships were augmented by distributed workers’ sense of being included in the workplace. Knowledge sharing among colleagues was associated with safety compliance when health-and-safety-specific leadership was low. Our results indicate that one way of addressing the challenges of distributed working may be through line managers putting health and safety on the agenda.     

家长式领导对组织学习的作用——基于家长式领导三元理论的观点

基于家长式领导三元理论的观点,研究了家长式领导与组织学习的关系.通过问卷调查获得711份有效问卷.层次回归分析结果显示:仁慈领导对组织学习的6个维度都有显著的积极影响;除开发式学习外,德行领导对组织学习的其他5个维度都有显著的积极影响;威权领导对团体学习、组织层学习、组织间学习和利用式学习4个维度都有显著的积极影响;仁慈领导和威权领导对开发式学习和利用式学习都有显著的交互作用,德行领导和威权领导对利用式学习有显著的交互作用.这些结果启发我国企业领导者需要表现出高仁慈、高德行和一定水平威权的领导风格.     

Disentangling reciprocal relationships between R&D intensity,profitability and capital market performance: A panel VAR analysis

Research and development (R&D) investments are strategic choices that firms make to create and sustain competitive advantage. Extant literature proposes that firms’ R&D investments and their profitability and capital market performance are reciprocally related. However, the direction of these relationships and their temporal nature are unclear. We take a real options perspective to argue that the long-run firm performance effects of R&D investments are better than their short-term ones, and that the initial level of R&D intensity influences the nature of these relationships. We apply panel vector autoregression (P-VAR) to a sample of 6623 U.S. firms over the 1990–2020 period in order to test our hypotheses. Our results indicate that increases in R&D intensity have negative effects on profitability in the short term, yet these effects diminish relatively quickly. The effects of increases in R&D intensity on capital market performance are positive and persist over time. Consistent with our predictions, they are contingent on the initial levels of R&D intensity and performance. The findings are fundamentally in line with the real options perspective employed here, yet they add important nuance to our understanding of when, how, and under which conditions R&D investments and firm performance affect one another.     

Does Knowledge Mediate the Effect of Context on Performance? Some Initial Evidence

This research examines the links among four firm context variables, knowledge, and financial performance. Adopting a knowledge‐based, contingency view of the firm and assuming that strategy's locus is knowledge creation and application, we hypothesize that knowledge completely mediates the effects of context on performance. The results from analyzing 208 manufacturers found a positive relationship between applied knowledge and financial performance, but none between knowledge creation and performance. As for context, production technology routineness and low demand unpredictability were positively related only to greater applied knowledge; high technological turbulence was positively related to both knowledge creation and knowledge application; and firm size had no effect on either knowledge construct. No direct context‐performance relationships were found (i.e., all effects were indirect): knowledge, in particular applied knowledge, completely mediated the impact of context on performance.     

How high-commitment HRM relates to PC violation and outcomes: The mediating role of supervisor support and PC fulfilment at individual and organizational levels

Psychological contract (PC) constitutes a theoretical framework for; explaining labor relationships, and it has been considered as a; mediation step between structural variables and processes and work and; organizational outcomes. Whereas PC (un)fulfillment; showed consistent relationships with variables such as job satisfaction, organizational commitment, performance, or absenteeism, the effects of PC; violation (emotional answers that develop after perceptions of PC; breach) have been less investigated. In addition, structural antecedents; of PC constructs had included Human Resources (HR) practices. This paper aims to extend; research on PC and its role as a mediator between HR practices and work; outcomes, both at individual and organizational levels. Specifically, we; examined the impact of human resource practices on employee performance; and sickness absences through a sequence of supervisor support, PC; fulfillment and PC violation. In a sample of 4648 employees from 214; companies of seven different countries, our results indicate that high-commitment; human resource practices were significantly and negatively; related to PC violation through supervisor support and positively to PC; fulfillment; in turn, PC violation was negatively related to employee; performance and positively to sick leave. These relationships at the; individual level were partially replicated at the organizational level, developing partial homologous models and showing that shared perceptions; about HR practices lead to shared perceptions on PC affecting collective; outcomes. Therefore, the findings shed new light on PC theory, regarding; the mediating role of PC constructs and negative emotions in the; relationships between HR practices and support from supervisors and performance at individual and organizational levels.     

Transformational–transactional leadership and upward influence: The role of Relative Leader–Member Exchanges (RLMX) and Perceived Organizational Support (POS)

By utilizing the resource theory of social exchange (Foa & Foa, 1974), we attempted to cast light on the dynamics of the relationship between transformational–transactional leadership and employees' upward influence tactics. Using data collected in two time points (N = 200, 1 year apart), we found perceptions of transformational leadership (Time 1) to be positively related to the use of soft and rational upward influence tactics (Time 2) whereas transactional leadership (Time 1) was positively related to the use of soft and hard upward influence tactics (Time 2). We also found support for a 3-way interaction between transformational–transactional leadership, relative Leader Member Exchanges (RLMX) and Perceived Organizational Support (POS) on employees' upward influence tactics. Specifically, in resource-constrained conditions (low RLMX and low POS), employees were likely to use soft tactics to influence a manager they perceived as transformational to a greater extent than in resource-munificent conditions. They were also likely to employ higher levels of soft and hard tactics to influence a transactional manager in resource-constrained rather than in resource-munificent conditions.