Pub Date : 2024-12-01DOI: 10.1016/j.leaqua.2024.101810
Vita Akstinaite , Ulrich Thy Jensen , Michalis Vlachos , Alexis Erne , John Antonakis
A key assumption in modern conceptualizations of charisma is that it is a costly signal. It thus should be easier for intelligent individuals to produce this signal: it requires one to be creative, communicate in symbolic ways, have the needed expertise, and be consistent in one’s values and actions. At this time, it is unclear whether this assumption holds. Using data from an incentivized laboratory experiment (n = 1,998 general population) and two field settings (n = 134 public service leaders and n = 41 U.S. presidents), we show that individuals’s charisma signaling scores strongly correlate with their scores on intelligence. A change of a standard deviation in intelligence was associated with changes in charisma signaling of 7.89 % (Study 1), 11.01 % (Study 2), as well as 5.70 %, 6.80 %, and 12.23 % (Study 3), respectively. In addition, Studies 1 and 2 showed that scores on personality dimensions—whether the big five or the big six—do not correlate with charisma signaling. Our results lay the foundations for explaining a mechanism for why charisma signaling is a potent motivational tool and thus have important theoretical and policy implications.
{"title":"Charisma is a costly signal","authors":"Vita Akstinaite , Ulrich Thy Jensen , Michalis Vlachos , Alexis Erne , John Antonakis","doi":"10.1016/j.leaqua.2024.101810","DOIUrl":"10.1016/j.leaqua.2024.101810","url":null,"abstract":"<div><div>A key assumption in modern conceptualizations of charisma is that it is a costly signal. It thus should be easier for intelligent individuals to produce this signal: it requires one to be creative, communicate in symbolic ways, have the needed expertise, and be consistent in one’s values and actions. At this time, it is unclear whether this assumption holds. Using data from an incentivized laboratory experiment (<em>n</em> = 1,998 general population) and two field settings (<em>n</em> = 134 public service leaders and <em>n</em> = 41 U.S. presidents), we show that individuals’s charisma signaling scores strongly correlate with their scores on intelligence. A change of a standard deviation in intelligence was associated with changes in charisma signaling of 7.89 % (Study 1), 11.01 % (Study 2), as well as 5.70 %, 6.80 %, and 12.23 % (Study 3), respectively. In addition, Studies 1 and 2 showed that scores on personality dimensions—whether the big five or the big six—do not correlate with charisma signaling. Our results lay the foundations for explaining a mechanism for why charisma signaling is a potent motivational tool and thus have important theoretical and policy implications.</div></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"35 6","pages":"Article 101810"},"PeriodicalIF":9.1,"publicationDate":"2024-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142756808","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-12-01DOI: 10.1016/j.leaqua.2024.101811
Kim Peters , Miguel A. Fonseca , Niklas K. Steffens , Oliver P. Hauser
The pay gap between those in leadership positions and other organisational members has risen markedly over the last five decades. There is evidence that this gap may undermine subordinate identification with and evaluation of the organisation and its leaders. To date, however, there is limited evidence that this gap affects related subordinate behaviour, including their willingness to follow their leader’s commands and work for the organisational public good. To address this, we ran two pre-registered experiments (Study 1: N = 318; Study 2: N = 327) that examined participants’ real effort behaviour in temporary ‘organisations’ with a small or large leader-worker pay gap. We varied whether this pay gap was exogenously determined (Study 1), or endogenously chosen by the leader (Study 2). In both studies, workers in large (versus small) pay gap organisations were less likely to identify with their leader and organisation and reported poorer affective well-being. They were also less willing, at least initially, to follow their leader’s commands. When the size of the pay gap was endogenously chosen by the leader, workers in large (versus small) gap organisations reduced their contributions to the public good. We discuss implications for organisational leadership and performance.
{"title":"Do followers mind the pay gap? An experimental test of the impact of the vertical pay gap on leader effectiveness","authors":"Kim Peters , Miguel A. Fonseca , Niklas K. Steffens , Oliver P. Hauser","doi":"10.1016/j.leaqua.2024.101811","DOIUrl":"10.1016/j.leaqua.2024.101811","url":null,"abstract":"<div><div>The pay gap between those in leadership positions and other organisational members has risen markedly over the last five decades. There is evidence that this gap may undermine subordinate identification with and evaluation of the organisation and its leaders. To date, however, there is limited evidence that this gap affects related subordinate behaviour, including their willingness to follow their leader’s commands and work for the organisational public good. To address this, we ran two pre-registered experiments (Study 1: <em>N</em> = 318; Study 2: <em>N</em> = 327) that examined participants’ real effort behaviour in temporary ‘organisations’ with a small or large leader-worker pay gap. We varied whether this pay gap was exogenously determined (Study 1), or endogenously chosen by the leader (Study 2). In both studies, workers in large (versus small) pay gap organisations were less likely to identify with their leader and organisation and reported poorer affective well-being. They were also less willing, at least initially, to follow their leader’s commands. When the size of the pay gap was endogenously chosen by the leader, workers in large (versus small) gap organisations reduced their contributions to the public good. We discuss implications for organisational leadership and performance.</div></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"35 6","pages":"Article 101811"},"PeriodicalIF":9.1,"publicationDate":"2024-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141768937","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-12-01DOI: 10.1016/j.leaqua.2024.101814
Brooke A. Gazdag , Jamie L. Gloor , Cécile Emery , Sebastian A. Tideman-Frappart , Eugenia Bajet Mestre
Traditionally, leadership scholars often study snapshots of leaders in organizations. However, academic publishing offers a unique, more controlled context to study leadership with implications for leadership scholars and scholarship. Hence, we present a descriptive overview of women’s representation across 33 years in 11 top management journals across levels of leaders in academic publishing (i.e., editors, associate editors, and editorial board members) and authors. To do so, we curated an archival dataset tracking women’s representation over time and across these four levels (i.e., 21,510 authors and 4,173 leaders) with 51,360 data entries for the authors and 320,545 for the leaders. Overall, women’s representation increased over time, which was explained by simple time trend effects. Only 32 of 135 editors were women (i.e., 23.7 %), and the share of women associate editors showed particularly drastic fluctuations. We did not observe a “leaky pipeline” except from the associate editor to editor step, as well as notable fluctuations—particularly after new editor appointments—and between journals. We discuss the influential roles editors and publishers have on women’s representation in academic publishing and science more broadly as well as implications for future research and policy.
{"title":"Women in academic publishing: Descriptive trends from authors to editors across 33 years of management science","authors":"Brooke A. Gazdag , Jamie L. Gloor , Cécile Emery , Sebastian A. Tideman-Frappart , Eugenia Bajet Mestre","doi":"10.1016/j.leaqua.2024.101814","DOIUrl":"10.1016/j.leaqua.2024.101814","url":null,"abstract":"<div><div>Traditionally, leadership scholars often study snapshots of leaders in organizations. However, academic publishing offers a unique, more controlled context to study leadership with implications for leadership scholars and scholarship. Hence, we present a descriptive overview of women’s representation across 33 years in 11 top management journals across levels of leaders in academic publishing (i.e., editors, associate editors, and editorial board members) and authors. To do so, we curated an archival dataset tracking women’s representation over time and across these four levels (i.e., 21,510 authors and 4,173 leaders) with 51,360 data entries for the authors and 320,545 for the leaders. Overall, women’s representation increased over time, which was explained by simple time trend effects. Only 32 of 135 editors were women (i.e., 23.7 %), and the share of women associate editors showed particularly drastic fluctuations. We did not observe a “leaky pipeline” except from the associate editor to editor step, as well as notable fluctuations—particularly after new editor appointments—and between journals. We discuss the influential roles editors and publishers have on women’s representation in academic publishing and science more broadly as well as implications for future research and policy.</div></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"35 6","pages":"Article 101814"},"PeriodicalIF":9.1,"publicationDate":"2024-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142756906","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-12-01DOI: 10.1016/j.leaqua.2024.101822
Samantha C. Paustian-Underdahl , Caitlin E. Smith Sockbeson , Alison V. Hall , Cynthia Saldanha Halliday
As more women have entered the managerial ranks, discussion about differences between men’s and women’s leadership behaviors have persisted. The current study reviews and analyzes 50 years of research to examine gender differences in evaluations of their leadership behaviors. Across 13 new meta-analyses using data from 1970 to 2020, we examine evaluations of leadership behaviors that vary across two dimensions: communal-agentic and effective-ineffective, including: democratic/participative, relationship-oriented/consideration, idealized influence, individualized consideration, intellectual stimulation, ethical/moral, autocratic/directive, task-oriented/initiating structure, contingent reward, MBE-active, inspirational motivation, MBE-passive, and laissez-faire. The meta-analytic results suggest that women are seen as engaging in more effective agentic and communal leadership behaviors, compared to men, while men are seen as engaging in less effective and more passive leadership behavior, compared to women. Relying on social role theory and arguments from the double standards of competence literature, we also examine whether the relationship between gender and evaluations of leadership behaviors differs across time and levels of leadership. Interestingly, only one primary study across all our analyses utilized an objective instead of a subjective measure of leader behavior, underscoring the imperative for more objective assessments in the future. Practical implications and future research directions are also discussed. All supplemental material can be found at: https://osf.io/enm3d/?view_only=ea99d34911284304a4b2bf61079d5ecd.
{"title":"Gender and evaluations of leadership behaviors: A meta-analytic review of 50 years of research","authors":"Samantha C. Paustian-Underdahl , Caitlin E. Smith Sockbeson , Alison V. Hall , Cynthia Saldanha Halliday","doi":"10.1016/j.leaqua.2024.101822","DOIUrl":"10.1016/j.leaqua.2024.101822","url":null,"abstract":"<div><div>As more women have entered the managerial ranks, discussion about differences between men’s and women’s leadership behaviors have persisted. The current study reviews and analyzes 50 years of research to examine gender differences in evaluations of their leadership behaviors. Across 13 new meta-analyses using data from 1970 to 2020, we examine evaluations of leadership behaviors that vary across two dimensions: communal-agentic and effective-ineffective, including: democratic/participative, relationship-oriented/consideration, idealized influence, individualized consideration, intellectual stimulation, ethical/moral, autocratic/directive, task-oriented/initiating structure, contingent reward, MBE-active, inspirational motivation, MBE-passive, and laissez-faire. The meta-analytic results suggest that women are seen as engaging in more effective agentic and communal leadership behaviors, compared to men, while men are seen as engaging in less effective and more passive leadership behavior, compared to women. Relying on social role theory and arguments from the double standards of competence literature, we also examine whether the relationship between gender and evaluations of leadership behaviors differs across time and levels of leadership. Interestingly, only one primary study across all our analyses utilized an objective instead of a subjective measure of leader behavior, underscoring the imperative for more objective assessments in the future. Practical implications and future research directions are also discussed. All supplemental material can be found at: <span><span>https://osf.io/enm3d/?view_only=ea99d34911284304a4b2bf61079d5ecd</span><svg><path></path></svg></span>.</div></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"35 6","pages":"Article 101822"},"PeriodicalIF":9.1,"publicationDate":"2024-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142756811","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-12-01DOI: 10.1016/j.leaqua.2024.101838
Christoffer Florczak , Stig Hebbelstrup Rye Rasmussen , Ulrich Thy Jensen , Justin M. Stritch , Robert Klemmensen
Studies show that genetics matter in who becomes a leader. However, we know little about the dynamic properties of the heritability of leadership emergence or how genetics might interact with environmental conditions to shape leadership emergence. We track leadership role occupancy at three time points among a cohort of 1,079 Danish twin pairs over ten years. Our results suggest that genetics matter less when the cohort is young and increase over time as the cohort grows older. We argue that labor market entry costs coupled with free access to education constrain the effect of genetics in the cohort during early adulthood, suggesting differing effects of the environment on genetic expression as the cohort ages. Sorting based on individual predisposition towards leadership likely strengthens as the cohort grows older and gains labor market experience. This result implies that we should not view the effect of genes on leadership role occupancy as static and that environmental experiences could disproportionately affect critical early leadership advancement. Our study reinforces calls to consider dynamic properties such as gene x environment interactions to advance our broader understanding of leadership’s biology.
{"title":"Dynamics in the heritability of leadership role occupancy: Evidence from a three-wave twin sample","authors":"Christoffer Florczak , Stig Hebbelstrup Rye Rasmussen , Ulrich Thy Jensen , Justin M. Stritch , Robert Klemmensen","doi":"10.1016/j.leaqua.2024.101838","DOIUrl":"10.1016/j.leaqua.2024.101838","url":null,"abstract":"<div><div>Studies show that genetics matter in who becomes a leader. However, we know little about the dynamic properties of the heritability of leadership emergence or how genetics might interact with environmental conditions to shape leadership emergence. We track leadership role occupancy at three time points among a cohort of 1,079 Danish twin pairs over ten years. Our results suggest that genetics matter less when the cohort is young and increase over time as the cohort grows older. We argue that labor market entry costs coupled with free access to education constrain the effect of genetics in the cohort during early adulthood, suggesting differing effects of the environment on genetic expression as the cohort ages. Sorting based on individual predisposition towards leadership likely strengthens as the cohort grows older and gains labor market experience. This result implies that we should not view the effect of genes on leadership role occupancy as static and that environmental experiences could disproportionately affect critical early leadership advancement. Our study reinforces calls to consider dynamic properties such as gene x environment interactions to advance our broader understanding of leadership’s biology.</div></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"35 6","pages":"Article 101838"},"PeriodicalIF":9.1,"publicationDate":"2024-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142756809","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-12-01DOI: 10.1016/j.leaqua.2024.101812
William G. Obenauer , Jost Sieweke , Nicolas Bastardoz , Paulo R. Arvate , Brooke A. Gazdag , Tanja Hentschel
Extant research has used the COVID-19 pandemic as a context to test the “women leadership advantage during crisis” hypothesis. An influential paper reported that women U.S. governors were associated with fewer COVID-19 deaths. Building on this work, we demonstrate that methodological assumptions play a critical role in our interpretation of findings. First, we conduct a literal replication (Study 1) of the original study to validate our dataset. Second, a series of constructive replications (Studies 2A-D) shows the results rely on methodological assumptions that are not fully supported. Without these assumptions, we find no evidence for the “women leadership advantage during crisis” hypothesis. Third, in two constructive replications focusing on U.S. counties and Brazilian municipalities, we causally test the relationship between strategic leader gender and COVID-19 deaths using a geographic matching design (Study 3A) and a regression discontinuity design (Study 3B). Again, we find no evidence for the “women leadership advantage during crisis” hypothesis. Collectively, we demonstrate that when following the methodological precedent of extant research, we were able to replicate previously identified relationships between gender and leadership outcomes, but after accounting for endogeneity and basic assumptions of linear models, we were no longer able to replicate these effects. In all our constructive replications, we found no significant difference in the effectiveness of women and men strategic leaders in crises.
{"title":"Are women strategic leaders more effective during a crisis than men strategic leaders? A causal analysis of the relationship between strategic leader gender and outcomes during the COVID-19 crisis","authors":"William G. Obenauer , Jost Sieweke , Nicolas Bastardoz , Paulo R. Arvate , Brooke A. Gazdag , Tanja Hentschel","doi":"10.1016/j.leaqua.2024.101812","DOIUrl":"10.1016/j.leaqua.2024.101812","url":null,"abstract":"<div><div>Extant research has used the COVID-19 pandemic as a context to test the “women leadership advantage during crisis” hypothesis. An influential paper reported that women U.S. governors were associated with fewer COVID-19 deaths. Building on this work, we demonstrate that methodological assumptions play a critical role in our interpretation of findings. First, we conduct a literal replication (Study 1) of the original study to validate our dataset. Second, a series of constructive replications (Studies 2A-D) shows the results rely on methodological assumptions that are not fully supported. Without these assumptions, we find no evidence for the “women leadership advantage during crisis” hypothesis. Third, in two constructive replications focusing on U.S. counties and Brazilian municipalities, we causally test the relationship between strategic leader gender and COVID-19 deaths using a geographic matching design (Study 3A) and a regression discontinuity design (Study 3B). Again, we find no evidence for the “women leadership advantage during crisis” hypothesis. Collectively, we demonstrate that when following the methodological precedent of extant research, we were able to replicate previously identified relationships between gender and leadership outcomes, but after accounting for endogeneity and basic assumptions of linear models, we were no longer able to replicate these effects. In all our constructive replications, we found no significant difference in the effectiveness of women and men strategic leaders in crises.</div></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"35 6","pages":"Article 101812"},"PeriodicalIF":9.1,"publicationDate":"2024-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142756812","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-09-05DOI: 10.1016/j.leaqua.2024.101823
Philippe Jacquart, Simone Santoni, Simeon Schudy, Jost Sieweke, Michael Withers
The article systematically explores exogenous shocks in leadership and management research. It introduces a special issue of The Leadership Quarterly emphasizing how naturally occurring events like financial crises, pandemics, and regulatory changes can be used for empirical research. Then, it reviews various conceptualizations and ways of integrating exogenous shocks into empirical strategies. Finally, it categorizes exogenous shocks based on their extent, timescale, and granularity of intervention, highlighting challenges in causal identification.
{"title":"Exogenous shocks: Definitions, types, and causal identification issues","authors":"Philippe Jacquart, Simone Santoni, Simeon Schudy, Jost Sieweke, Michael Withers","doi":"10.1016/j.leaqua.2024.101823","DOIUrl":"10.1016/j.leaqua.2024.101823","url":null,"abstract":"<div><p>The article systematically explores exogenous shocks in leadership and management research. It introduces a special issue of The Leadership Quarterly emphasizing how naturally occurring events like financial crises, pandemics, and regulatory changes can be used for empirical research. Then, it reviews various conceptualizations and ways of integrating exogenous shocks into empirical strategies. Finally, it categorizes exogenous shocks based on their extent, timescale, and granularity of intervention, highlighting challenges in causal identification.</p></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"35 5","pages":"Article 101823"},"PeriodicalIF":9.1,"publicationDate":"2024-09-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S1048984324000523/pdfft?md5=8d1fa3add5f225dfd5ae34f59efc3598&pid=1-s2.0-S1048984324000523-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142163840","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-01DOI: 10.1016/j.leaqua.2024.101786
Olga Epitropaki , Panagiotis Avramidis
Whereas the scarring effects of unemployment on future income, health and well-being are well-documented, little is known about its potential role in future leadership emergence and development. Using data from two cohorts of the National Longitudinal Study of Youth (NLSY79 and NLSY97) and drawing from life course theory, we examine the role of employment gaps in emerging adulthood on leadership role occupancy in middle adulthood. Based on a combined sample of 9,915 respondents (NLSY79 N = 5,551; NLSY97 N = 4,567), we find strong and robust support for significant scarring effects of early-career unemployment on individuals’ future chances to occupy leadership positions in work settings. We further examine the moderating role of early life disadvantage (operationalized as family socio-economic status and childhood delinquency) and sex. Based on our main and supplementary analyses, we find some but weak support for these interaction effects. Our results based on complete case analyses support the role of early life disadvantage, showing that individuals from disadvantaged backgrounds experience stronger negative effects on leader role occupancy due to employment gaps in emerging adulthood. They further support the moderating role of sex, showing women to experience more adverse effects. Implications for theory and practice are discussed.
尽管失业对未来收入、健康和幸福的破坏性影响已得到充分证实，但人们对失业在未来领导力崛起和发展中的潜在作用却知之甚少。我们利用全国青年纵向研究（NLSY79 和 NLSY97）两个组群的数据，并借鉴生命历程理论，研究了成年期的就业缺口对中年期领导角色占据的影响。基于 9,915 名受访者的综合样本（NLSY79 N = 5,551; NLSY97 N = 4,567），我们发现早期职业失业对个人未来在工作环境中担任领导职务的机会产生了显著的伤痕效应，并得到了强有力的支持。我们进一步研究了早期生活劣势（以家庭社会经济地位和童年犯罪为操作标准）和性别的调节作用。根据我们的主要分析和补充分析，我们发现这些交互效应有一定的支持作用，但很微弱。我们基于完整案例分析的结果支持早期生活劣势的作用，显示出来自弱势背景的个体由于在成年期的就业缺口而对领导者角色占有率产生了更强的负面影响。研究进一步支持性别的调节作用，显示女性受到的负面影响更大。研究还讨论了对理论和实践的影响。
{"title":"Becoming a leader with clipped wings: The role of early-career unemployment scarring on future leadership role occupancy","authors":"Olga Epitropaki , Panagiotis Avramidis","doi":"10.1016/j.leaqua.2024.101786","DOIUrl":"10.1016/j.leaqua.2024.101786","url":null,"abstract":"<div><p>Whereas the scarring effects of unemployment on future income, health and well-being are well-documented, little is known about its potential role in future leadership emergence and development. Using data from two cohorts of the National Longitudinal Study of Youth (NLSY79 and NLSY97) and drawing from life course theory, we examine the role of employment gaps in emerging adulthood on leadership role occupancy in middle adulthood. Based on a combined sample of 9,915 respondents (NLSY79 N = 5,551; NLSY97 N = 4,567), we find strong and robust support for significant scarring effects of early-career unemployment on individuals’ future chances to occupy leadership positions in work settings. We further examine the moderating role of early life disadvantage (operationalized as family socio-economic status and childhood delinquency) and sex. Based on our main and supplementary analyses, we find some but weak support for these interaction effects. Our results based on complete case analyses support the role of early life disadvantage, showing that individuals from disadvantaged backgrounds experience stronger negative effects on leader role occupancy due to employment gaps in emerging adulthood. They further support the moderating role of sex, showing women to experience more adverse effects. Implications for theory and practice are discussed.</p></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"35 4","pages":"Article 101786"},"PeriodicalIF":9.1,"publicationDate":"2024-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S1048984324000158/pdfft?md5=7c44efb1142c259d2c62ffb66f3d0301&pid=1-s2.0-S1048984324000158-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141939706","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-01DOI: 10.1016/j.leaqua.2024.101788
David J. Cooper , Giovanna d'Adda , Roberto A. Weber
We use a laboratory experiment to study how leaders affect workers’ productivity across economic incentive contexts. In four-person groups, three group members work on a production task, with a fourth member potentially serving as a leader. We vary the economic context by changing how worker pay is determined as a function of worker outputs, comparing Revenue Sharing, Weak Link or Tournament incentives while holding constant the activity performed by workers and the incentives for leaders. A second treatment varies whether groups have Active Leaders who can exert influence through messages to workers or Passive Supervisors who exert no influence. The average effect of having an Active Leader on group output is large only under Weak Link incentives. Across all incentive contexts, we find a positive correlation between the productivity increase in output produced by an Active Leader and independent ratings of leader quality based on measures from leadership research. The nature of leaders’ communication varies across incentive contexts, with comparisons between workers most common under Tournament incentives and messages about group earnings, which speak to social considerations, most common with Weak Link incentives.
{"title":"Effective leadership across economic contexts","authors":"David J. Cooper , Giovanna d'Adda , Roberto A. Weber","doi":"10.1016/j.leaqua.2024.101788","DOIUrl":"10.1016/j.leaqua.2024.101788","url":null,"abstract":"<div><p>We use a laboratory experiment to study how leaders affect workers’ productivity across economic incentive contexts. In four-person groups, three group members work on a production task, with a fourth member potentially serving as a leader. We vary the economic context by changing how worker pay is determined as a function of worker outputs, comparing Revenue Sharing, Weak Link or Tournament incentives while holding constant the activity performed by workers and the incentives for leaders. A second treatment varies whether groups have Active Leaders who can exert influence through messages to workers or Passive Supervisors who exert no influence. The average effect of having an Active Leader on group output is large only under Weak Link incentives. Across all incentive contexts, we find a positive correlation between the productivity increase in output produced by an Active Leader and independent ratings of leader quality based on measures from leadership research. The nature of leaders’ communication varies across incentive contexts, with comparisons between workers most common under Tournament incentives and messages about group earnings, which speak to social considerations, most common with Weak Link incentives.</p></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"35 4","pages":"Article 101788"},"PeriodicalIF":9.1,"publicationDate":"2024-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S1048984324000171/pdfft?md5=708a88cfb140009c74ec4b5a4629ba62&pid=1-s2.0-S1048984324000171-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141939707","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
扫码关注我们
求助内容：
应助结果提醒方式：
京公网安备 11010802042870号