Pub Date : 2025-10-21DOI: 10.1016/j.leaqua.2025.101923
Maximilian Weis
Organizations are often seen as reflections of their top executives, with changes in top management teams (TMTs) significantly impacting organizational and performance outcomes. This review synthesizes TMT change research by analyzing antecedents, outcomes, and contingencies through three theoretical lenses: governance, adaptation, and leadership. It advances the understanding of TMT changes as dynamic, multidimensional phenomena and addresses key theoretical and methodological challenges in the field. To guide future research, the review develops an integrative framework and identifies five cross-cutting areas: processual understanding, compositional dynamics, behavioral and relational micro-foundations, multilevel integration, and methodological advancements. Together, these areas provide a foundation for deepening research on TMT change within the domains of strategic leadership and upper echelons theory.
{"title":"Changes in top management teams: A review and future research","authors":"Maximilian Weis","doi":"10.1016/j.leaqua.2025.101923","DOIUrl":"10.1016/j.leaqua.2025.101923","url":null,"abstract":"<div><div>Organizations are often seen as reflections of their top executives, with changes in top management teams (TMTs) significantly impacting organizational and performance outcomes. This review synthesizes TMT change research by analyzing antecedents, outcomes, and contingencies through three theoretical lenses: governance, adaptation, and leadership. It advances the understanding of TMT changes as dynamic, multidimensional phenomena and addresses key theoretical and methodological challenges in the field. To guide future research, the review develops an integrative framework and identifies five cross-cutting areas: processual understanding, compositional dynamics, behavioral and relational micro-foundations, multilevel integration, and methodological advancements. Together, these areas provide a foundation for deepening research on TMT change within the domains of strategic leadership and upper echelons theory.</div></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"36 6","pages":"Article 101923"},"PeriodicalIF":9.7,"publicationDate":"2025-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145364494","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 : 2025-10-13DOI: 10.1016/j.leaqua.2025.101910
Kerstin Grosch , Stephan Müller , Holger A. Rau , Lilia Wasserka-Zhurakhovska
This study examines the ethical dilemma faced by leaders, balancing financial gains and ethical considerations, with a focus on gender differences. We experimentally study such a dilemma in which leaders can benefit their teams at the expense of moral costs from dishonest reporting. We measure, first, individual dishonesty preferences and, second, reporting decisions for teams in a leadership role using outcome-reporting games in a laboratory setting. Individual dishonesty preferences predict men’s propensity to apply for leadership. We further find that women have lower initial dishonesty preferences compared to men but increase dishonesty when assuming leadership roles. A follow-up study indicates that women leaders act dishonestly when they expect that most team members also report dishonestly. When leadership roles are randomly assigned rather than self-selected, we find no statistically significant difference in how women and men respond to them.
{"title":"Gender differences in dishonesty when leaders make decisions on behalf of their team","authors":"Kerstin Grosch , Stephan Müller , Holger A. Rau , Lilia Wasserka-Zhurakhovska","doi":"10.1016/j.leaqua.2025.101910","DOIUrl":"10.1016/j.leaqua.2025.101910","url":null,"abstract":"<div><div>This study examines the ethical dilemma faced by leaders, balancing financial gains and ethical considerations, with a focus on gender differences. We experimentally study such a dilemma in which leaders can benefit their teams at the expense of moral costs from dishonest reporting. We measure, first, individual dishonesty preferences and, second, reporting decisions for teams in a leadership role using outcome-reporting games in a laboratory setting. Individual dishonesty preferences predict men’s propensity to apply for leadership. We further find that women have lower initial dishonesty preferences compared to men but increase dishonesty when assuming leadership roles. A follow-up study indicates that women leaders act dishonestly when they expect that most team members also report dishonestly. When leadership roles are randomly assigned rather than self-selected, we find no statistically significant difference in how women and men respond to them.</div></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"36 6","pages":"Article 101910"},"PeriodicalIF":9.7,"publicationDate":"2025-10-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145278259","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 : 2025-09-01DOI: 10.1016/j.leaqua.2025.101880
Shilaan Alzahawi, Francis J. Flynn
Can leaders benefit from vocalizing uncertainty? Past research outlines two opposing positions. On one hand, individuals who express confidence signal competence and, as a result, attain greater influence in social groups. On the other hand, research on leader humility, authenticity, and self-disclosure suggests that leaders who express vulnerability, not conviction, achieve greater social influence. In this work, we attempt to reconcile these competing positions by considering two additional hypotheses. First, expressing uncertainty may be beneficial in moderate doses, but detrimental in especially small or large doses. Second, followers’ intolerance of uncertainty (i.e., “need for closure”) may be a critical moderator of the relationship between leader-expressed uncertainty and social influence. We conducted five experimental studies to determine whether the link between expressed uncertainty and leader influence may be negative, positive, curvilinear (i.e., inverse U-shaped), and/or moderated by follower’s tolerance of uncertainty. We find overwhelming evidence that the link between expressed uncertainty and leader influence is negative. Leaders who express uncertainty are perceived as less effective, less warm, and less competent. Beyond these subjective evaluations, leader-expressed uncertainty has behavioral consequences, reducing advice-taking, leader selection, and reward allocation. We find no evidence of positive, curvilinear, or interaction effects.
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{"title":"Does expressing uncertainty help or harm leaders?","authors":"Shilaan Alzahawi, Francis J. Flynn","doi":"10.1016/j.leaqua.2025.101880","DOIUrl":"10.1016/j.leaqua.2025.101880","url":null,"abstract":"<div><div>Can leaders benefit from vocalizing uncertainty? Past research outlines two opposing positions. On one hand, individuals who express confidence signal competence and, as a result, attain greater influence in social groups. On the other hand, research on leader humility, authenticity, and self-disclosure suggests that leaders who express vulnerability, not conviction, achieve greater social influence. In this work, we attempt to reconcile these competing positions by considering two additional hypotheses. First, expressing uncertainty may be beneficial in moderate doses, but detrimental in especially small or large doses. Second, followers’ intolerance of uncertainty (i.e., “need for closure”) may be a critical moderator of the relationship between leader-expressed uncertainty and social influence. We conducted five experimental studies to determine whether the link between expressed uncertainty and leader influence may be negative, positive, curvilinear (i.e., inverse U-shaped), and/or moderated by follower’s tolerance of uncertainty. We find overwhelming evidence that the link between expressed uncertainty and leader influence is negative. Leaders who express uncertainty are perceived as less effective, less warm, and less competent. Beyond these subjective evaluations, leader-expressed uncertainty has behavioral consequences, reducing advice-taking, leader selection, and reward allocation. We find no evidence of positive, curvilinear, or interaction effects.</div></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"36 5","pages":"Article 101880"},"PeriodicalIF":9.7,"publicationDate":"2025-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143909815","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 : 2025-08-05DOI: 10.1016/j.leaqua.2025.101909
Samuel H. Matthews , Thomas K. Kelemen , Bo Shao , Michael J. Matthews , Dawei (David) Wang
As the affective revolution continues to shape the way in which scholars understand applied psychology and organizations, we build upon the central tenets of this movement and explore the nexus of leadership and state emotions. By integrating previous conceptualizations, which have extensively studied the intersection of discrete emotions, we present an integrative framework of leader state emotions that outlines how emotional triggers, leader emotional regulation, and follower reactions relate to one another. Using this framework as a guide, we take stock of the extant research on leader emotions by evaluating research in the last 30 years that has studied the intersection of emotions (ranging from anger to happiness) and leadership (ranging from managers to CEOs). Our synopsis of 101 articles provides insights into ongoing trends (such as frequent application of emotions as social information), relatively stable findings (such as role expectations surrounding emotional expressions for male and female leaders), as well as potential directions for future research (such as employing AI tools to study emotions). To wit, in this integrative review, we provide a consensus-creating contribution by bringing together a rich body of research on this topic, thereby expanding the frontier for future theory-building and theory-testing on leadership and emotions.
{"title":"Leader state emotions in organizations","authors":"Samuel H. Matthews , Thomas K. Kelemen , Bo Shao , Michael J. Matthews , Dawei (David) Wang","doi":"10.1016/j.leaqua.2025.101909","DOIUrl":"10.1016/j.leaqua.2025.101909","url":null,"abstract":"<div><div>As the affective revolution continues to shape the way in which scholars understand applied psychology and organizations, we build upon the central tenets of this movement and explore the nexus of leadership and state emotions. By integrating previous conceptualizations, which have extensively studied the intersection of discrete emotions, we present an integrative framework of leader state emotions that outlines how emotional triggers, leader emotional regulation, and follower reactions relate to one another. Using this framework as a guide, we take stock of the extant research on leader emotions by evaluating research in the last 30 years that has studied the intersection of emotions (ranging from anger to happiness) and leadership (ranging from managers to CEOs). Our synopsis of 101 articles provides insights into ongoing trends (such as frequent application of emotions as social information), relatively stable findings (such as role expectations surrounding emotional expressions for male and female leaders), as well as potential directions for future research (such as employing AI tools to study emotions). To wit, in this integrative review, we provide a consensus-creating contribution by bringing together a rich body of research on this topic, thereby expanding the frontier for future theory-building and theory-testing on leadership and emotions.</div></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"36 5","pages":"Article 101909"},"PeriodicalIF":9.7,"publicationDate":"2025-08-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144771412","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 : 2025-07-28DOI: 10.1016/j.leaqua.2025.101908
Dean Xu , Helen Wei Hu , Laszlo Tihanyi
Previous research views political promotions of CEOs of Chinese state-owned enterprises (SOEs) as an incentive that compensates for weak monetary rewards. Taking a state capitalism perspective, we suggest that the government uses political promotions as a mechanism to reallocate human capital resources for its economic and political objectives. This approach entails potential trade-offs between macro-level gains and micro-level losses, as valuable and rare human capital is diverted from SOE management to political posts. Based on 1,077 CEO-year observations of 226 listed Chinese SOEs, we find that both financial and political performance have a positive effect on the political promotions of CEOs. However, when the SOE is more in need of the CEO’s managerial skills—specifically, when the SOE’s industry has a private-firm leader or the SOE holds higher prominence within its enterprise group—the positive relationship between financial performance and political promotion is weakened. In comparison, the positive relationship between political performance and political promotion is weakened to a lesser extent. Additional analysis reveals that SOEs whose former CEOs received political promotions tend to experience a decline in performance in the years following the promotions, compared to pre-promotion years, as well as to firms whose former CEOs have been demoted.
{"title":"Political promotion of CEOs of state-controlled firms in China: A state capitalism view","authors":"Dean Xu , Helen Wei Hu , Laszlo Tihanyi","doi":"10.1016/j.leaqua.2025.101908","DOIUrl":"10.1016/j.leaqua.2025.101908","url":null,"abstract":"<div><div>Previous research views political promotions of CEOs of Chinese state-owned enterprises (SOEs) as an incentive that compensates for weak monetary rewards. Taking a state capitalism perspective, we suggest that the government uses political promotions as a mechanism to reallocate human capital resources for its economic and political objectives. This approach entails potential trade-offs between macro-level gains and micro-level losses, as valuable and rare human capital is diverted from SOE management to political posts. Based on 1,077 CEO-year observations of 226 listed Chinese SOEs, we find that both financial and political performance have a positive effect on the political promotions of CEOs. However, when the SOE is more in need of the CEO’s managerial skills—specifically, when the SOE’s industry has a private-firm leader or the SOE holds higher prominence within its enterprise group—the positive relationship between financial performance and political promotion is weakened. In comparison, the positive relationship between political performance and political promotion is weakened to a lesser extent. Additional analysis reveals that SOEs whose former CEOs received political promotions tend to experience a decline in performance in the years following the promotions, compared to pre-promotion years, as well as to firms whose former CEOs have been demoted.</div></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"36 5","pages":"Article 101908"},"PeriodicalIF":9.1,"publicationDate":"2025-07-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144713913","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 : 2025-07-21DOI: 10.1016/j.leaqua.2025.101897
Truc Ha-Thanh Nguyen , Mahmoud Zakarneh , Matthew McDonald , Joseph Amankwah-Amoah
Research on ethical leadership from an institutional perspective in countries in the Global North has now been established. However, the topic has garnered less attention in regions of the world with markedly different institutional arrangements that are less stable and less predictable, where leaders face a host of ethical problems. The purpose of this study is to address this imbalance by analyzing ethical leadership in the more fluid environment in the Global South, where it is argued that there is a need to move beyond mainstream intrapsychic perspectives, positivist research designs, and binary orientations that have gained widespread currency in the Global North. To this end, the study problematizes the current ethical leadership literature by drawing on the theory of institutional logics. The theory of institutional logics provides a macro- and micro-level perspective, where the interplay of multiple competing institutions shapes ethical leadership. The analysis aims to clarify and intensify the problems of ethical decision-making in the Global South by offering a set of counterpoints that extend on the mainstream literature. The theoretical and practice-based implications of our analysis are discussed, offering insights for organizations and leaders seeking to navigate the ethical challenges in diverse institutional settings.
{"title":"Reconceptualizing ethical leadership for the global south: An institutional logics perspective","authors":"Truc Ha-Thanh Nguyen , Mahmoud Zakarneh , Matthew McDonald , Joseph Amankwah-Amoah","doi":"10.1016/j.leaqua.2025.101897","DOIUrl":"10.1016/j.leaqua.2025.101897","url":null,"abstract":"<div><div>Research on ethical leadership from an institutional perspective in countries in the Global North has now been established. However, the topic has garnered less attention in regions of the world with markedly different institutional arrangements that are less stable and less predictable, where leaders face a host of ethical problems. The purpose of this study is to address this imbalance by analyzing ethical leadership in the more fluid environment in the Global South, where it is argued that there is a need to move beyond mainstream intrapsychic perspectives, positivist research designs, and binary orientations that have gained widespread currency in the Global North. To this end, the study problematizes the current ethical leadership literature by drawing on the theory of institutional logics. The theory of institutional logics provides a macro- and micro-level perspective, where the interplay of multiple competing institutions shapes ethical leadership. The analysis aims to clarify and intensify the problems of ethical decision-making in the Global South by offering a set of counterpoints that extend on the mainstream literature. The theoretical and practice-based implications of our analysis are discussed, offering insights for organizations and leaders seeking to navigate the ethical challenges in diverse institutional settings.</div></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"36 5","pages":"Article 101897"},"PeriodicalIF":9.1,"publicationDate":"2025-07-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144669769","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 : 2025-07-01DOI: 10.1016/j.leaqua.2025.101884
Miriam K. Zehnter , Christoph U. Wolfmayr , Leona A. Andriopoulos , Erich Kirchler , Martin Voracek , Michelle K. Ryan
Replicating and extending previous research on changes in gender stereotypes in the context of leadership (Zehnter et al, 2018), we text-mined 2,283 obituaries of leaders published between 1953 and 2019 in (Western) Germany. Using a rigorously developed dictionary with substantial internal reliability, coverage, convergent, and predictive validity, we counted descriptive words signifying agency, competence, and communality alongside evaluative words signifying likability and respectability. Over time, women leaders were described more like men leaders in terms of agency and competence, but continued to be described as more communal. Moreover, women leaders were evaluated as increasingly likable, but continued to be evaluated as less respectable than men leaders. Penalizations of agency with reduced likability initially disappeared, but re-emerged after the millennial shift. Ultimately, these results highlight that despite some changes towards greater equality, disparaging views of women and men leaders persist.
{"title":"Text-mining obituaries between 1953 and 2019 revealed that women leaders are described increasingly like men leaders, but yet evaluated differently","authors":"Miriam K. Zehnter , Christoph U. Wolfmayr , Leona A. Andriopoulos , Erich Kirchler , Martin Voracek , Michelle K. Ryan","doi":"10.1016/j.leaqua.2025.101884","DOIUrl":"10.1016/j.leaqua.2025.101884","url":null,"abstract":"<div><div>Replicating and extending previous research on changes in gender stereotypes in the context of leadership (<span><span>Zehnter et al, 2018</span></span>), we text-mined 2,283 obituaries of leaders published between 1953 and 2019 in (Western) Germany. Using a rigorously developed dictionary with substantial internal reliability, coverage, convergent, and predictive validity, we counted descriptive words signifying agency, competence, and communality alongside evaluative words signifying likability and respectability. Over time, women leaders were described more like men leaders in terms of agency and competence, but continued to be described as more communal. Moreover, women leaders were evaluated as increasingly likable, but continued to be evaluated as less respectable than men leaders. Penalizations of agency with reduced likability initially disappeared, but re-emerged after the millennial shift. Ultimately, these results highlight that despite some changes towards greater equality, disparaging views of women and men leaders persist.</div></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"36 4","pages":"Article 101884"},"PeriodicalIF":9.1,"publicationDate":"2025-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144595316","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 : 2025-07-01DOI: 10.1016/j.leaqua.2025.101895
Niels Van Quaquebeke , Scott Tonidandel , George C. Banks
Artificial intelligence is rapidly transforming how research is conceived, executed, published, and shared. This editorial examines the “elephant in the room”: the integration of AI across every stage of the research life cycle and publication pipeline. We trace AI’s expanding footprint on the author side, from sparking novel research ideas, mapping literature, and designing studies, to simulating data, analyzing results, and drafting manuscripts. We also consider AI’s growing role on the journal side, including automated manuscript triage, AI-assisted peer review, decision synthesis, and revision checks. And we discuss AI’s impact on research dissemination. Throughout, we highlight not only the unprecedented opportunities for creativity, efficiency, and accessibility, but also the ethical risks, such as epistemic homogenization, challenges to accountability, and the loss of scholarly craft. We urge researchers, editors, and institutions not to fall into the false binary of blind optimism or blanket skepticism. Instead, we call for deliberate engagement: a principled, transparent, and reflexive partnership between human scholars and machine collaborators. The question is no longer whether we want AI to shape the future of scholarship—it already is. The challenge now is to ensure that what it amplifies is not only our productivity, but our judgment, imagination, and collective responsibility in knowledge creation and dissemination.
{"title":"Beyond efficiency: How artificial intelligence (AI) will reshape scientific inquiry and the publication process","authors":"Niels Van Quaquebeke , Scott Tonidandel , George C. Banks","doi":"10.1016/j.leaqua.2025.101895","DOIUrl":"10.1016/j.leaqua.2025.101895","url":null,"abstract":"<div><div>Artificial intelligence is rapidly transforming how research is conceived, executed, published, and shared. This editorial examines the “elephant in the room”: the integration of AI across every stage of the research life cycle and publication pipeline. We trace AI’s expanding footprint on the author side, from sparking novel research ideas, mapping literature, and designing studies, to simulating data, analyzing results, and drafting manuscripts. We also consider AI’s growing role on the journal side, including automated manuscript triage, AI-assisted peer review, decision synthesis, and revision checks. And we discuss AI’s impact on research dissemination. Throughout, we highlight not only the unprecedented opportunities for creativity, efficiency, and accessibility, but also the ethical risks, such as epistemic homogenization, challenges to accountability, and the loss of scholarly craft. We urge researchers, editors, and institutions not to fall into the false binary of blind optimism or blanket skepticism. Instead, we call for deliberate engagement: a principled, transparent, and reflexive partnership between human scholars and machine collaborators. The question is no longer whether we want AI to shape the future of scholarship—it already is. The challenge now is to ensure that what it amplifies is not only our productivity, but our judgment, imagination, and collective responsibility in knowledge creation and dissemination.</div></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"36 4","pages":"Article 101895"},"PeriodicalIF":9.1,"publicationDate":"2025-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144595360","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 : 2025-07-01DOI: 10.1016/j.leaqua.2025.101879
Andrew C. Loignon , Diane M. Bergeron , Michael A. Johnson , Alexandra M. Dunn , Christina S. Li , Hector Martinez , Sabrina L. Speights , Haley M. Woznyj
We revisit the “babble hypothesis,” which refers to the positive relationships between speaking time and leader emergence. By drawing on signaling theory, we ask three inter-related questions: (1) Is speaking time an observable signal? (2) Does the dynamism that is inherent in speech affect leadership outcomes? (3) Can speaking time elicit different perceptions based on one’s gender? Using data from 38 teams consisting of over 190 team members, we replicate earlier studies showing that average speaking time causes increased perceptions of leader emergence. We extend these findings by presenting evidence that average speaking time also causes increases in perceived rates of speaking time and perceived speaking time is associated with leader emergence. We also find that one’s gender has limited effects on leader emergence and perceived speaking time after accounting for their average level of speaking time. Interestingly, the consistency in one’s speaking time over the course of a group’s interactions is only weakly affected by role assignment, which limits our ability to test the causal effects of dynamic speech. Our findings underscore the importance of distinguishing between actual leader behaviors and perceptions of those behaviors, suggest new approaches for studying the causal effects of changes over time in speech, and raise new questions for how gender biases can emerge in perceptions of leaders.
{"title":"Signaling with babble? Exploring the effects of gender and speaking time on leader emergence","authors":"Andrew C. Loignon , Diane M. Bergeron , Michael A. Johnson , Alexandra M. Dunn , Christina S. Li , Hector Martinez , Sabrina L. Speights , Haley M. Woznyj","doi":"10.1016/j.leaqua.2025.101879","DOIUrl":"10.1016/j.leaqua.2025.101879","url":null,"abstract":"<div><div>We revisit the “babble hypothesis,” which refers to the positive relationships between speaking time and leader emergence. By drawing on signaling theory, we ask three inter-related questions: (1) Is speaking time an observable signal? (2) Does the dynamism that is inherent in speech affect leadership outcomes? (3) Can speaking time elicit different perceptions based on one’s gender? Using data from 38 teams consisting of over 190 team members, we replicate earlier studies showing that average speaking time causes increased perceptions of leader emergence. We extend these findings by presenting evidence that average speaking time also causes increases in perceived rates of speaking time and perceived speaking time is associated with leader emergence. We also find that one’s gender has limited effects on leader emergence and perceived speaking time after accounting for their average level of speaking time. Interestingly, the consistency in one’s speaking time over the course of a group’s interactions is only weakly affected by role assignment, which limits our ability to test the causal effects of dynamic speech. Our findings underscore the importance of distinguishing between actual leader behaviors and perceptions of those behaviors, suggest new approaches for studying the causal effects of changes over time in speech, and raise new questions for how gender biases can emerge in perceptions of leaders.</div></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"36 4","pages":"Article 101879"},"PeriodicalIF":9.1,"publicationDate":"2025-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144596176","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 : 2025-07-01DOI: 10.1016/j.leaqua.2025.101883
Simon Lloyd Restubog , Yiqiong Li , Pauline Schilpzand , Yaqing He , Randolfh Nerona
Our integrative review of 101 empirical, peer-reviewed journal articles uncovers the workplace experiences of LGBTIQ+ leaders. By synthesizing findings across disciplines, we present an evidence-based framework that highlights the multifaceted nature of LGBTIQ + leadership. This framework systematically integrates research on both negative and positive stereotypes and biases, identity management, and unique opportunities. It also provides a holistic understanding of how these challenges and opportunities affect not only LGBTIQ + leaders, but also others in their organizations. Guided by this framework, we propose a theoretically grounded research agenda that provides fresh insights into stereotypes, identity management, unique opportunities, and potential boundary conditions. This agenda encourages new research directions, driving further theoretical development and empirical work. Furthermore, it equips organizations with evidence-based strategies to better support LGBTIQ + leaders, fostering a more inclusive workplace. Finally, we critically assess the methodological approaches in existing research and provide recommendations to improve the quality of future studies, essential for advancing scholarship about LGBTIQ + leaders.
{"title":"Leading with pride: An interdisciplinary integrative review on LGBTIQ + leadership and an agenda for future research","authors":"Simon Lloyd Restubog , Yiqiong Li , Pauline Schilpzand , Yaqing He , Randolfh Nerona","doi":"10.1016/j.leaqua.2025.101883","DOIUrl":"10.1016/j.leaqua.2025.101883","url":null,"abstract":"<div><div>Our integrative review of 101 empirical, peer-reviewed journal articles uncovers the workplace experiences of LGBTIQ+ leaders. By synthesizing findings across disciplines, we present an evidence-based framework that highlights the multifaceted nature of LGBTIQ + leadership. This framework systematically integrates research on both negative and positive stereotypes and biases, identity management, and unique opportunities. It also provides a holistic understanding of how these challenges and opportunities affect not only LGBTIQ + leaders, but also others in their organizations. Guided by this framework, we propose a theoretically grounded research agenda that provides fresh insights into stereotypes, identity management, unique opportunities, and potential boundary conditions. This agenda encourages new research directions, driving further theoretical development and empirical work. Furthermore, it equips organizations with evidence-based strategies to better support LGBTIQ + leaders, fostering a more inclusive workplace. Finally, we critically assess the methodological approaches in existing research and provide recommendations to improve the quality of future studies, essential for advancing scholarship about LGBTIQ + leaders.</div></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"36 4","pages":"Article 101883"},"PeriodicalIF":9.1,"publicationDate":"2025-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144596178","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}
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