Leadership efficacy: Review and future directions

The concept of leader efficacy has received relatively little attention in the leadership literature. This is somewhat surprising given that effective leadership requires high levels of agency (i.e., deliberately or intentionally exerting positive influence) and confidence. This review uses existing theory and research on leader efficacy as a point of departure for proposing an expanded and multi-level framework for understanding the domain of leadership efficacy that includes leader, follower, and collective efficacies. The primary goals are to provide a conceptual framework to stimulate future theory and research on building efficacious leadership and to understand how such leadership develops and has implications for effective performance.     

HR systems and leadership attachment affecting idea generation and implementation: An experiment and two-source multi-level study

This paper focuses on the direct and interactive influence of leadership attachment styles (secure, anxious, and avoidant) and commitment HR system on two distinct stages of the individual innovation process—idea generation and implementation. We test our hypotheses in two studies. An experimental study of undergraduate students establishes a positive effect of secure attachment on idea implementation. The interplay between commitment HR system and avoidant attachment marginally predict idea generation; commitment HR system and neither secure nor anxious attachment predict implementation. A multisource multi-level field study in three EU-based private firms replicates the direct role of commitment HR system in stimulating idea implementation (but not generation) and suggests that secure attachment fosters both generation and implementation, whereas anxious attachment hinders both. Moderation analyses support only a marginal interaction between commitment HR system and secure attachment in fostering idea generation. We discuss theoretical, practical, and future research implications.     

Leadership selection: Can changing the default break the glass ceiling?

Leadership selection often requires candidates to actively choose to express their interest. Using a series of incentivized experiments with more than 1000 participants, we compare such an Opt-in mechanism with an Opt-out mechanism where everyone qualified for the position is in the candidate pool by default, but individuals can choose to opt out of the selection process. The results reveal a gender gap in participation decisions under the Opt-in mechanism. The gender gap exists even when individuals know they are the top performers, suggesting helping women improve their performance may not necessarily reduce gender gaps. Importantly, women are more likely to participate under the Opt-out mechanism and gender gaps in leadership selection are reduced.     

Leading teams over time through space: Computational experiments on leadership network archetypes

A key function of team leadership is building and sustaining shared mental models. Topological approaches to leadership identify structural patterns, such as decentralized and shared leadership that empower members to collectively lead themselves toward important goals, but an open question is the particular form of leadership that best promotes team mental models. We explored 8 leadership archetypes using a computational model fit on data from a unique sample of NASA analog space crews. Data from 4, 4-member crews living and working together for 45-days were used to parameterize the model which then accurately predicted mental models for the next set of 4-member crews. The validated model was used to conduct virtual experiments exploring the effects of leadership structures on mental models. We found shared leadership has the largest effect on shared mental models, followed by hierarchical and coordinated leadership. These findings extend shared leadership theory leveraging computational methods to examine leadership archetypes and suggest propositions about how they shape team functioning over time.     

Leadership in the digital era: A review of who,what, when,where, and why

Leadership as a social influence process has always involved a complex set of phenomena that demands an interdisciplinary lens. Leadership scholarship has now entered into a digital era. In a digital era, the overall phenomenon is changing, as are the tools through which we study it, demanding a new “lens” through which we view leadership. Yet, this raises the question, to what extent is leadership different in a digital era? In acknowledgement of this trend, a special issue was commissioned at The Leadership Quarterly that sought to stimulate the imagination of leadership scholars and practitioners. In the current work, we begin with a brief review of who, what, when, where and why of digital leadership. We cover leadership in informal contexts (e.g., social media), generalization from face-to-face to virtual contexts, computational modeling, the leveraging of technology (e.g., machine learning; Big Data), as well methodological how-to guides. We then plot a path forward for leadership scholars in the dawn of the digital era.     

The role of character in ethical leadership research

The study of character is a legitimate and essential topic for the analysis of leadership in organizations. We undertake three key objectives in this article to stimulate meaningful dialogue. First, a brief historical overview of the extant body of literature on character is provided. Second, working definitions of character and character-based leadership are introduced. Third, new directions for organizational scholars interested in examining the role of character-based leadership in both their research and teaching domains are suggested.     

SHOPLIFTING REDUCTION THROUGH THE USE OF SPECIFIC SIGNS

No abstract available for this article.     

Leadership to Overcome Resistance to Change

Abstract

The thoughtful behavior analysis of organizational leadership and resistance to change by Goltz and Hietapelto (2002) inspired this follow-up article. Goltz and Hietapelto propose that organizational power is determined by the magnitude, frequency, and quantity of consequences under a person's control, and that people resist change when their consequence control is threatened. This presentation extends the Goltz and Hietapelto article by describing 14 distinctions between management and leadership, and offering 16 guidelines for effective leadership that involve more than consequence control. Thus, while managers obtain their influence by controlling other peoples' consequences, leaders go beyond consequence control to benefit the behaviors and attitudes of their colleagues and coworkers. The leadership guidelines are founded on behavioral research and are relevant and practical for any organizational employee, even those who have only minimal influence on the meaningful consequences of their own and others' work life.     

项目经理的领导力要素分析

项目经理作为项目团队的领导者,就要具备很高的能力和素质才能带领好整个团队。本文重点对项目经理的领导力进行研究,全面分析领导力的内在要求和外在表现,并基于分析提出领导力模型和评价要素,为项目经理的领导力研究提供了一种新的思维方法。