Leadership across levels: Levels of leaders and their levels of impact

This article assesses 25 years of empirical leadership research in 11 top journals with the goal of understanding current practice and future needs for drawing solid conclusions about leadership at different hierarchical levels of the organization, as well as leadership’s effects on individuals, teams, units and organizations. We summarize the hierarchical level of leader and outcome level of analysis studied in different theoretical perspectives on leadership (traits, behavioral, transformational, LMX, strategic, shared) and by journal outlet. Among our findings, we observe that significantly less attention has been devoted to team- and unit-level emergent processes and outcomes, despite its conceptual relevance for leadership theory and practice. Four critical opportunities for advancing leadership science are presented.     

Humor and hostility: A neglected aspect of social movement analysis

Most research on social movements has focused on their chronology and structure, and on the social conflict generated by collective attempts to bring about or thwart change. The seriousness and intensity of such activity have led sociologists to ignore the lighter side of social movements. Humor is an important means of communication and in this article it is shown to be intimately related to conflict in social movements. A four-cell model of “conflict humor” is proposed. The relationship between humor and social movements is demonstrated in a brief case study of the Western Canadian separatist movement.     

"Flying by the seat of our pants": current processes to share best practices to deal with elder abuse

We examined current processes used to identify, communicate, and adopt "best practices" in the field of elder abuse using an iterative process involving literature and Internet reviews, surveys completed by stakeholders, and key informant interviews. Results indicate minimal research evidence exists to support current assessment and intervention strategies; there is an immediate need for more evaluation and research in this area and for improved knowledge exchange and translation. Two strategic directions are recommended: to (a) build capacity for research and program evaluation to advance knowledge of effective practices, and (b) build capacity for knowledge exchange to enhance professionals' efforts.     

Benevolence and authority as WEIRDly unfamiliar: A multi-language meta-analysis of paternalistic leadership behaviors from 152 studies

Based on a multi-language search, we qualitatively describe and meta-analytically summarize the growing but often ignored research literature on behaviors associated with paternalistic leadership (PL), a form of leadership that is considered to be acceptable and prevalent in many Non-WEIRD (Western, Educated, Industrialized, Rich, and Democratic) cultures. PL is conceptualized as the simultaneous enactment of two seemingly paradoxical leadership behaviors: 1) benevolence – the holistic and genuine care for followers' well-being even outside the workplace, and 2) authority – non-exploitative use of behaviors that emphasize power and control based on status and hierarchy. Results from 165 independent samples from 152 studies (total N?=?68,395) in fourteen countries demonstrate a consistently divergent pattern across the dimensions. Even in societies where PL is presumed to be more prevalent and acceptable, the strong control (authoritarianism) dimension is consistently negatively related to task performance, citizenship behaviors, creativity, attitudes towards the leader, and job attitudes. Conversely, the benevolence dimension demonstrates consistently positive relationships with leader effectiveness and follower performance, attitudes, and behaviors. The most commonly used measure of PL includes a morality dimension, which produces positive effects similar to the benevolence dimension. Collectively, PL dimensions (as well as a separate unitary measure of PL emphasizing benevolence) predict incremental variance beyond transformational leadership and beyond LMX. Based on conceptual and empirical grounds, it appears that PL (especially benevolence) is not fully captured in mainstream approaches to leadership and may add value to our understanding of the universe of ways leadership can be enacted. Several directions for future research are discussed, including the need to study the rarely-examined interactions between benevolence and authority, in line with the core of PL theory.     

What Kind of Self-Care Strategies Do People Report Using and is There an Association with Well-Being?

Objectives: The aim of this study was to describe what kind of self-care strategies people report using to improve or maintain their well-being. Furthermore, we also wanted to investigate whether reports of using self-care strategies were associated with well-being. Methods: A selected sample (n=871), aged between 20 and 64 years, living in Stockholm County, answered an open-ended question about self-care strategies. Well-being was assed using the WHO (Ten) well-being index. Results: Ten different categories were found. The most commonly reported self-care strategy was physical exercise, followed by social support and engaging in pleasurable activities. Physical exercise, social support, relaxation, and physical health were associated with a better well-being, social support being strongest correlated. Conclusion: The results suggest that reports of using certain self-care strategies are associated with a better well-being.