Conceptualizing leadership perceptions as attitudes: Using attitude theory to further understand the leadership process |
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| Institution: | 1. Alliance Manchester Business School, University of Manchester, M15 6PB;2. Surrey Business School, University of Surrey, Guildford, Surrey, GU2 7XH, UK;3. Aston Business School, Aston University, Birmingham, B4 7ET, UK;4. Cardiff University, School of Psychology, Cardiff, CF10 3XQ, UK;1. University of Birmingham, Birmingham Business School, B15 2TY, Edgbaston, Birmingham, UK;2. Cass Business School, City University London, UK;3. SOAS, London, UK;1. ESG UQAM, Canada;2. HEC Montréal, Canada;1. Department of Psychology, The University of Houston, 126 Heyne Building, Houston, TX 77204-6021, United States;2. College of Business, Zayed University, Dubai, United Arab Emirates;3. van Driel Consulting, 629 Vrebenia Dr., Satellite Beach, FL 32937, United States;4. Defense Equal Opportunity Management Institute, 366 Tuskegee Airmen Drive, Patrick Air Force Base, FL 32925-3399, United States;5. College of Business and Public Policy, University of Alaska Anchorage, 3211 Providence Drive, RH-306, Anchorage, AK 99508, United States |
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| Abstract: | Leadership is one of the most examined factors in relation to understanding employee well-being and performance. While there are disparate approaches to studying leadership, they share a common assumption that perceptions of a leader's behavior determine reactions to the leader. The concept of leadership perception is poorly understood in most theoretical approaches. To address this, we propose that there are many benefits from examining leadership perceptions as an attitude towards the leader. In this review, we show how research examining a number of aspects of attitudes (content, structure and function) can advance understanding of leadership perceptions and how these affect work-related outcomes. Such a perspective provides a more multi-faceted understanding of leadership perceptions than previously envisaged and this can provide a more detailed understanding of how such perceptions affect outcomes. In addition, we examine some of the main theoretical and methodological implications of viewing leadership perceptions as attitudes to the wider leadership area. The cross-fertilization of research from the attitudes literature to understanding leadership perceptions provides new insights into leadership processes and potential avenues for further research. |
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