Pub Date : 2024-04-22DOI: 10.1177/15480518241247113
B. Wisse, Ed Sleebos, Anita Keller
Individuals with psychopathic tendencies are sometimes quite capable of acquiring and maintaining leadership positions. One explanation could be that leaders with psychopathic personality profiles “hide behind the mask of sanity” by managing the public display of their emotions so that it positively affects other people's perceptions. We conducted a multisource team study (N = 306 teams) to investigate how leader primary psychopathy and emotion regulation strategies are related to follower perceptions of leader authenticity and follower trust in the leader. We found that leaders with stronger primary psychopathic tendencies would do better to adhere to a strategy of surface acting and refrain from deep acting in order to affect follower trust positively. Perceived authenticity explains the interactive effect of leader emotion regulation and psychopathy on follower trust. We also found that for leaders with higher levels of primary psychopathy deep acting is a less fruitful strategy because they lack the necessary empathic concern, and that the display of naturally felt emotions is a good strategy because it is positively associated with follower trust. We discuss whether the differential use of emotion regulation strategies might explain primary psychopaths’ upward mobility and how their use of emotion regulation strategies could help them to be perceived positively.
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Pub Date : 2024-04-22DOI: 10.1177/15480518241248217
H. Ghahremani, G. James Lemoine, Chad A. Hartnell
Servant leadership's positive effects on employee attitudes and motivations are well-documented. However, it remains unclear how and whether the employee beneficiaries of servant leadership choose to remain and thrive with their current employer. Would employees remain with employers and advance within their organizations after exposure to servant leadership, or is it possible that the advantages gained make them more inclined to explore better opportunities elsewhere? We examine this question from a social learning perspective by investigating the process through which an employee's experience of servant leadership behaviors influences their voluntary turnover and promotion attainment. We propose a serially mediated model in which an employee's perception of servant leadership increases promotion attainment while reducing voluntary turnover via perceptions of two psychological climates (caring and instrumental) and subsequent changes in employee career progression expectations. These predictions were tested in a 4-wave field study in which objective measures of turnover and employee promotions were tracked throughout a 12-month period. The results reveal support for the hypothesized serial mediation model. We discuss the theoretical and practical implications of this research and outline directions for future research.
{"title":"The Influence of Servant Leadership on Internal Career Success: An Examination of Psychological Climates and Career Progression Expectations","authors":"H. Ghahremani, G. James Lemoine, Chad A. Hartnell","doi":"10.1177/15480518241248217","DOIUrl":"https://doi.org/10.1177/15480518241248217","url":null,"abstract":"Servant leadership's positive effects on employee attitudes and motivations are well-documented. However, it remains unclear how and whether the employee beneficiaries of servant leadership choose to remain and thrive with their current employer. Would employees remain with employers and advance within their organizations after exposure to servant leadership, or is it possible that the advantages gained make them more inclined to explore better opportunities elsewhere? We examine this question from a social learning perspective by investigating the process through which an employee's experience of servant leadership behaviors influences their voluntary turnover and promotion attainment. We propose a serially mediated model in which an employee's perception of servant leadership increases promotion attainment while reducing voluntary turnover via perceptions of two psychological climates (caring and instrumental) and subsequent changes in employee career progression expectations. These predictions were tested in a 4-wave field study in which objective measures of turnover and employee promotions were tracked throughout a 12-month period. The results reveal support for the hypothesized serial mediation model. We discuss the theoretical and practical implications of this research and outline directions for future research.","PeriodicalId":436125,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"1 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-04-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140674568","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-04-16DOI: 10.1177/15480518241246026
Anne Sweeney
Over the past two decades, interest in collective approaches to leadership has grown, with recent viewpoints arguing that shared leadership (SL) is a more powerful predictor of performance than vertical leadership. Despite a surge in SL research, however, little is known about the patterns of leadership that emerge within teams, when members perform leadership collectively. The purpose of this article is to address this gap, by exploring how team members share the leadership space in different contexts. Adopting a longitudinal qualitative perspective, this article explores the predominant patterns of SL that emerged in five organizational teams in Ireland, over the period of a year. Grounded in social exchange theory, insights are gained through multiple case studies in authentic organizational settings, using critical incident technique, participant diaries, and semi-structured interviews. Significantly, the predominant patterns of SL which emerged were not the same in all contexts, and five distinct forms are identified including withdrawal, specialization, rotation, simultaneous enactment, and centralization of leadership behaviors. The findings advance our understanding of SL by identifying and connecting different forms of SL arrangements with underlying contextual and relational conditions.
{"title":"Sharing the Leadership Space: Toward a Contextual Understanding of Shared Leadership Patterns in Organizational Teams","authors":"Anne Sweeney","doi":"10.1177/15480518241246026","DOIUrl":"https://doi.org/10.1177/15480518241246026","url":null,"abstract":"Over the past two decades, interest in collective approaches to leadership has grown, with recent viewpoints arguing that shared leadership (SL) is a more powerful predictor of performance than vertical leadership. Despite a surge in SL research, however, little is known about the patterns of leadership that emerge within teams, when members perform leadership collectively. The purpose of this article is to address this gap, by exploring how team members share the leadership space in different contexts. Adopting a longitudinal qualitative perspective, this article explores the predominant patterns of SL that emerged in five organizational teams in Ireland, over the period of a year. Grounded in social exchange theory, insights are gained through multiple case studies in authentic organizational settings, using critical incident technique, participant diaries, and semi-structured interviews. Significantly, the predominant patterns of SL which emerged were not the same in all contexts, and five distinct forms are identified including withdrawal, specialization, rotation, simultaneous enactment, and centralization of leadership behaviors. The findings advance our understanding of SL by identifying and connecting different forms of SL arrangements with underlying contextual and relational conditions.","PeriodicalId":436125,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"2 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-04-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140696951","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-01-18DOI: 10.1177/15480518241227660
D. van Knippenberg, Diana Lee, Niklas K. Steffens, M. Platow, S. Haslam
Core to the social identity theory of leadership is leader group prototypicality (LGP), the perception of the leader as embodying shared collective (e.g., team, organization) identity. Steffens, Munt, van Knippenberg, Platow, and Haslam’s meta-analysis showed that LGP operationalized as embodying the ideal-type of the group (ideal-type prototypicality, ITP) is more strongly related to indicators of leadership effectiveness than LGP operationalized as embodying the average group member (average member prototypicality, AMP). However, to support these conclusions Steffens et al. could rely only on between-study comparisons based on coding of LGP operationalizations. It is therefore possible that AMP versus ITP operationalizations covaried with other study differences. To address this issue, we conducted two replication tests relying on within-study comparisons. A scenario experiment and a survey focused on the relationship of both operationalizations of LGP with what in the social identity theory of leadership is a proximal outcome of LGP: trust in the leader. Replicating Steffens et al.'s finding, both studies showed that LGP is more strongly related to trust when it is operationalized as ITP rather than AMP.
{"title":"Leader Group Prototypicality: A Replication of Average Member Versus Ideal-Type Operationalization Effects","authors":"D. van Knippenberg, Diana Lee, Niklas K. Steffens, M. Platow, S. Haslam","doi":"10.1177/15480518241227660","DOIUrl":"https://doi.org/10.1177/15480518241227660","url":null,"abstract":"Core to the social identity theory of leadership is leader group prototypicality (LGP), the perception of the leader as embodying shared collective (e.g., team, organization) identity. Steffens, Munt, van Knippenberg, Platow, and Haslam’s meta-analysis showed that LGP operationalized as embodying the ideal-type of the group (ideal-type prototypicality, ITP) is more strongly related to indicators of leadership effectiveness than LGP operationalized as embodying the average group member (average member prototypicality, AMP). However, to support these conclusions Steffens et al. could rely only on between-study comparisons based on coding of LGP operationalizations. It is therefore possible that AMP versus ITP operationalizations covaried with other study differences. To address this issue, we conducted two replication tests relying on within-study comparisons. A scenario experiment and a survey focused on the relationship of both operationalizations of LGP with what in the social identity theory of leadership is a proximal outcome of LGP: trust in the leader. Replicating Steffens et al.'s finding, both studies showed that LGP is more strongly related to trust when it is operationalized as ITP rather than AMP.","PeriodicalId":436125,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"115 2","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-01-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139614082","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-11-26DOI: 10.1177/15480518231216868
Debjani Ghosh, Martin Buss, Amita Shivhare
Although prior research has shown that reward provision might sometimes increase creativity, little is known about how leadership that clarifies effort-reward contingencies (i.e., contingent reward leadership) is related to team creativity. Drawing on the theory of learned industriousness, we argue that contingent reward leadership can enhance team knowledge exchange and, in turn, team creative performance. However, we propose that this relationship is moderated by leader unpredictability, which can create uncertainty about resource allocation, thereby undermining the otherwise positive effect of contingent reward leadership. In a two-source, lagged design (three-wave) field study with data from 60 organizational teams, we found a conditional indirect (moderated mediation) effect of contingent reward leadership on team creative performance through team knowledge exchange. This conditional indirect effect was positive when leader unpredictability was low, and negative when leader unpredictability was high. Our research provides leaders with clear and actionable advice by showing that contingent reward leadership promotes team creative performance only when leaders act in predictable and consistent ways.
{"title":"Does Contingent Reward Leadership Enhance or Diminish Team Creativity? It Depends on Leader (Un-) Predictability","authors":"Debjani Ghosh, Martin Buss, Amita Shivhare","doi":"10.1177/15480518231216868","DOIUrl":"https://doi.org/10.1177/15480518231216868","url":null,"abstract":"Although prior research has shown that reward provision might sometimes increase creativity, little is known about how leadership that clarifies effort-reward contingencies (i.e., contingent reward leadership) is related to team creativity. Drawing on the theory of learned industriousness, we argue that contingent reward leadership can enhance team knowledge exchange and, in turn, team creative performance. However, we propose that this relationship is moderated by leader unpredictability, which can create uncertainty about resource allocation, thereby undermining the otherwise positive effect of contingent reward leadership. In a two-source, lagged design (three-wave) field study with data from 60 organizational teams, we found a conditional indirect (moderated mediation) effect of contingent reward leadership on team creative performance through team knowledge exchange. This conditional indirect effect was positive when leader unpredictability was low, and negative when leader unpredictability was high. Our research provides leaders with clear and actionable advice by showing that contingent reward leadership promotes team creative performance only when leaders act in predictable and consistent ways.","PeriodicalId":436125,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"15 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-11-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139235831","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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