Pub Date : 2024-09-17DOI: 10.1177/15480518241276703
Sean T. Hannah, Dustin Bluhm, Bruce J. Avolio
Leaders at lower levels do not lead in a vacuum; they must lead within the context of the leadership they experience themselves from their next higher-level leader. We propose that lower-level leaders’ thoughts and attitudes and thereby their behaviors are influenced by the level of compatibility of their own style of leadership with that of their senior leader. Drawing from person-environment fit theory, we propose the concept of hierarchical leader-leader fit by assessing the level of congruence between the authentic leadership style of senior and junior leader dyads, and the resulting effects of levels of (mis)fit on the junior leader's behaviors in the form of performance and deviance. In two samples inclusive of both business and military leaders, using polynomial regression and response surface analysis, we find that fit (misfit) between the senior leader's and junior leader's respective levels of authentic leadership in the dyad is positively (negatively) associated with the junior leader's performance and is negatively (positively) associated with the junior leader's deviance. Surprisingly, when two leaders have high levels of fit, we find similar desirable effects on performance and deviance regardless of whether both leaders practice low (low-low) or high (high-high) levels of authentic leadership. Theoretical and practical implications of the degree of fit between leaders operating at different organizational levels, and of leadership as a contextually embedded relationship are discussed.
{"title":"Hierarchical Leader-Leader Fit: Examining Authentic Leader Dyads and Implications for Junior Leader Outcomes","authors":"Sean T. Hannah, Dustin Bluhm, Bruce J. Avolio","doi":"10.1177/15480518241276703","DOIUrl":"https://doi.org/10.1177/15480518241276703","url":null,"abstract":"Leaders at lower levels do not lead in a vacuum; they must lead within the context of the leadership they experience themselves from their next higher-level leader. We propose that lower-level leaders’ thoughts and attitudes and thereby their behaviors are influenced by the level of compatibility of their own style of leadership with that of their senior leader. Drawing from person-environment fit theory, we propose the concept of hierarchical leader-leader fit by assessing the level of congruence between the authentic leadership style of senior and junior leader dyads, and the resulting effects of levels of (mis)fit on the junior leader's behaviors in the form of performance and deviance. In two samples inclusive of both business and military leaders, using polynomial regression and response surface analysis, we find that fit (misfit) between the senior leader's and junior leader's respective levels of authentic leadership in the dyad is positively (negatively) associated with the junior leader's performance and is negatively (positively) associated with the junior leader's deviance. Surprisingly, when two leaders have high levels of fit, we find similar desirable effects on performance and deviance regardless of whether both leaders practice low (low-low) or high (high-high) levels of authentic leadership. Theoretical and practical implications of the degree of fit between leaders operating at different organizational levels, and of leadership as a contextually embedded relationship are discussed.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"7 1","pages":""},"PeriodicalIF":4.8,"publicationDate":"2024-09-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142263441","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-12DOI: 10.1177/15480518241273322
Haeseen Park, Hannes Leroy, Lisa Dragoni, Tony Simons, Seokhwa Yun
To contribute to the debate on whether leaders’ use of impression management is helpful or not, we examine the role of follower perceptions. We argue that followers who share a similar perspective as their leader about the value of impression management, as evidenced by their own use of these behaviors, come to identify with their leader and see them as having greater consistency between their words and actions, even though leaders’ impression management likely creates noticeable word-deed misalignments. In turn, the greater word-deed consistency attributed to the leader, also known as behavioral integrity, helps followers perform better. Our empirical test of these ideas confirms our reasoning and includes a multi-source field study with 89 triads of Korean managers, associate managers, and employees, a construct validation study with multi-source data (employees N = 160; manager N = 149), and an experimental study involving 189 American employees. Specifically, we found that leaders' use of impression management positively relates to followers’ attributions of their leaders' behavioral integrity which boosts follower performance but only for those followers who also engage in impression management. We confirm that when both followers and leaders engage in impression management, followers identify with their leader and thus view them as having behavioral integrity. These results demonstrate robustness across different research methodologies, different measures and tactics of impression management, and populations. We discuss the implications of this research to the fields of leadership, impression management and behavioral integrity.
{"title":"Does Leaders’ Impression Management Help or Hurt? It Depends on the Perspective of the Follower","authors":"Haeseen Park, Hannes Leroy, Lisa Dragoni, Tony Simons, Seokhwa Yun","doi":"10.1177/15480518241273322","DOIUrl":"https://doi.org/10.1177/15480518241273322","url":null,"abstract":"To contribute to the debate on whether leaders’ use of impression management is helpful or not, we examine the role of follower perceptions. We argue that followers who share a similar perspective as their leader about the value of impression management, as evidenced by their own use of these behaviors, come to identify with their leader and see them as having greater consistency between their words and actions, even though leaders’ impression management likely creates noticeable word-deed misalignments. In turn, the greater word-deed consistency attributed to the leader, also known as behavioral integrity, helps followers perform better. Our empirical test of these ideas confirms our reasoning and includes a multi-source field study with 89 triads of Korean managers, associate managers, and employees, a construct validation study with multi-source data (employees N = 160; manager N = 149), and an experimental study involving 189 American employees. Specifically, we found that leaders' use of impression management positively relates to followers’ attributions of their leaders' behavioral integrity which boosts follower performance but only for those followers who also engage in impression management. We confirm that when both followers and leaders engage in impression management, followers identify with their leader and thus view them as having behavioral integrity. These results demonstrate robustness across different research methodologies, different measures and tactics of impression management, and populations. We discuss the implications of this research to the fields of leadership, impression management and behavioral integrity.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"3 1","pages":""},"PeriodicalIF":4.8,"publicationDate":"2024-08-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142211712","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-02DOI: 10.1177/15480518241266902
Lincoln Jisuvei Sungu, Qingxiong (Derek) Weng
Based on the idiosyncrasy credit theory, this article empirically tests the idea that leaders are likely to be more (less) lenient toward more (less) competent subordinates for misconduct—employee behavior that should be punished. With a field survey of 103 supervisors and their 582 subordinates (study 1) and an experiment that manipulates subordinates’ competence and leader dependence on subordinates (study 2), the posited effect is found to be indirect through leader–member exchange (LMX) and stronger when the leader dependence on the follower was higher. The findings suggest that given the exact same misconduct, leaders are more likely to mete differential treatment based on perceived subordinates’ competency, and LMX quality works as the underlying mechanism for these effects. Thus, the present work highlights the dark side of LMX by demonstrating when and why leaders are likely to be compromised when it comes to disciplinary decisions and offers practical implications for organizations on how to handle employee misconduct. Theoretically, our work suggests that the quality of relation between credit holders and those responsible for overseeing norms functions as the underlying mechanism for the idiosyncrasy credit theory.
{"title":"Licensed to Misbehave? Leader Decisiveness Given Follower's Competence and Misconduct","authors":"Lincoln Jisuvei Sungu, Qingxiong (Derek) Weng","doi":"10.1177/15480518241266902","DOIUrl":"https://doi.org/10.1177/15480518241266902","url":null,"abstract":"Based on the idiosyncrasy credit theory, this article empirically tests the idea that leaders are likely to be more (less) lenient toward more (less) competent subordinates for misconduct—employee behavior that should be punished. With a field survey of 103 supervisors and their 582 subordinates (study 1) and an experiment that manipulates subordinates’ competence and leader dependence on subordinates (study 2), the posited effect is found to be indirect through leader–member exchange (LMX) and stronger when the leader dependence on the follower was higher. The findings suggest that given the exact same misconduct, leaders are more likely to mete differential treatment based on perceived subordinates’ competency, and LMX quality works as the underlying mechanism for these effects. Thus, the present work highlights the dark side of LMX by demonstrating when and why leaders are likely to be compromised when it comes to disciplinary decisions and offers practical implications for organizations on how to handle employee misconduct. Theoretically, our work suggests that the quality of relation between credit holders and those responsible for overseeing norms functions as the underlying mechanism for the idiosyncrasy credit theory.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"53 1","pages":""},"PeriodicalIF":4.8,"publicationDate":"2024-08-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141882031","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-02DOI: 10.1177/15480518241265399
Rahatulaain Ahmad, Mehran Nejati, Ben Farr-Wharton, Tim Bentley
Unethical pro-organizational behavior (UPB) has received growing attention from organizational scholars in recent years. As leadership is a key predictor of employee behavior in organizations, research focusing on leadership and UPB holds great potential for theoretical and practical advancements. The current paper presents a comprehensive systematic review of published research exploring leadership and UPB since 2010. The review not only situates the concept of UPB within the relevant literature, but also incorporates various analyses, including context, theoretical perspective, and research design. It also identifies the leadership-based independent variables, mediators, and moderators that impact UPB, which can help advance future theorizing in the field. Lastly, the paper offers suggestions for future research that can help in repositioning the field in order to build more reliable and valuable theoretical and practical policy recommendations.
{"title":"Impact of Leadership on Unethical Pro-Organizational Behavior: A Systematic Literature Review and Future Research Directions","authors":"Rahatulaain Ahmad, Mehran Nejati, Ben Farr-Wharton, Tim Bentley","doi":"10.1177/15480518241265399","DOIUrl":"https://doi.org/10.1177/15480518241265399","url":null,"abstract":"Unethical pro-organizational behavior (UPB) has received growing attention from organizational scholars in recent years. As leadership is a key predictor of employee behavior in organizations, research focusing on leadership and UPB holds great potential for theoretical and practical advancements. The current paper presents a comprehensive systematic review of published research exploring leadership and UPB since 2010. The review not only situates the concept of UPB within the relevant literature, but also incorporates various analyses, including context, theoretical perspective, and research design. It also identifies the leadership-based independent variables, mediators, and moderators that impact UPB, which can help advance future theorizing in the field. Lastly, the paper offers suggestions for future research that can help in repositioning the field in order to build more reliable and valuable theoretical and practical policy recommendations.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"181 1","pages":""},"PeriodicalIF":4.8,"publicationDate":"2024-08-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141882030","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-02DOI: 10.1177/15480518241267078
Steven Zhou, Nathan J. Hiller, Stephen J. Zaccaro, Lauren N. P. Campbell, Renee McCauley, Tyler Parris, Richard J. Klimoski
For decades, scholars of strategic leadership have explored the degree to which senior executives and the team of top managers influence firm outcomes. However, one growing quasi-executive role in corporate settings, the chief of staff (COS), has been almost entirely ignored. Our paper presents a novel, foundational exploration of the COS role, including primary job functions and challenges, characteristics and backgrounds of incumbents, and relevance for strategic leadership and upper echelons theory. We synthesize three original sources of data — 2,500 LinkedIn COS profiles, surveys of 108 COSs, and in-depth interviews of 13 current and former COSs — to identify COS tasks and functions that interface with and influence the CEO, the top management team (TMT), and the broader organization. Though not typically considered a member of the TMT, we find compelling evidence for their ‘behind the scenes’ relevance to strategic leadership processes and outcomes. We then lay out a future research agenda comprising four domains: COS influence on CEO attention and psychological states, COS influence on TMT and organizational processes and outcomes, characteristics and conditions of organizations with a COS, and long-term career trajectories of COSs.
几十年来，研究战略领导力的学者们一直在探索高级管理人员和高层管理团队对企业成果的影响程度。然而，企业环境中一个日益重要的准高管角色--幕僚长（COS）--却几乎完全被忽视了。我们的论文对 COS 角色进行了新颖、基础性的探索，包括主要工作职能和挑战、任职者的特点和背景，以及与战略领导力和上层理论的相关性。我们综合了三个原始数据来源--2,500 份 LinkedIn COS 资料、对 108 名 COS 的调查以及对 13 名现任和前任 COS 的深入访谈--来确定 COS 的任务和职能，这些任务和职能与首席执行官、高层管理团队（TMT）以及更广泛的组织相联系，并对其产生影响。虽然 COS 通常不被认为是高层管理团队的成员，但我们发现了令人信服的证据，证明他们在 "幕后 "与战略领导过程和结果息息相关。随后，我们提出了未来的研究议程，包括四个方面：COS对首席执行官注意力和心理状态的影响、COS对TMT和组织流程及结果的影响、拥有COS的组织的特征和条件以及COS的长期职业轨迹。
{"title":"The Corporate Chief of Staff: Strategic Leadership Influence From Outside the Spotlight","authors":"Steven Zhou, Nathan J. Hiller, Stephen J. Zaccaro, Lauren N. P. Campbell, Renee McCauley, Tyler Parris, Richard J. Klimoski","doi":"10.1177/15480518241267078","DOIUrl":"https://doi.org/10.1177/15480518241267078","url":null,"abstract":"For decades, scholars of strategic leadership have explored the degree to which senior executives and the team of top managers influence firm outcomes. However, one growing quasi-executive role in corporate settings, the chief of staff (COS), has been almost entirely ignored. Our paper presents a novel, foundational exploration of the COS role, including primary job functions and challenges, characteristics and backgrounds of incumbents, and relevance for strategic leadership and upper echelons theory. We synthesize three original sources of data — 2,500 LinkedIn COS profiles, surveys of 108 COSs, and in-depth interviews of 13 current and former COSs — to identify COS tasks and functions that interface with and influence the CEO, the top management team (TMT), and the broader organization. Though not typically considered a member of the TMT, we find compelling evidence for their ‘behind the scenes’ relevance to strategic leadership processes and outcomes. We then lay out a future research agenda comprising four domains: COS influence on CEO attention and psychological states, COS influence on TMT and organizational processes and outcomes, characteristics and conditions of organizations with a COS, and long-term career trajectories of COSs.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"149 1","pages":""},"PeriodicalIF":4.8,"publicationDate":"2024-08-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141882029","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-02DOI: 10.1177/15480518241257105
Ronit Kark, Claudia Buengeler
Feminist thinking has contributed to changing views of women in society and in leadership positions. Yet women are still underrepresented in leadership, especially in key roles and at higher organizational ranks. In this commentary we examine the past, present, and future of leadership theories through a gendered lens, by considering them against the backdrop of feminist theory evolution. We first organize existing leadership theories according to four main feminist waves— gender reform feminism or “fixing the women” which corresponds with liberal feminism; gender resistance feminism or “the female advantage,” reflecting radical feminism; the gender rebellion feminism or “how is a wo(man) defined,” according to postmodern and intersectionality theories, and gender digital feminism or “hashtag and clicktivism revolution” that focuses on social media, cyber activism, sexual violence, and complex intersectionality. We further examine the implications and research findings of these theories for women and men in leadership. Second, we review the publications on gender and leadership in two exemplary journals publishing leadership research in the field between 2019 and 2022 and explore to which feminist wave the published works relate. We show that themes related to the first two waves of feminist thinking continue to be dominant in current leadership research and encourage moving into new terrains, utilizing current feminist thinking, in the study of leadership and gender. Finally, we raise awareness that in a gendered society, leadership theories may reproduce and reconstruct the existing social order and gendered arrangements, as well as map novel directions for future research.
{"title":"Wo∼Men and Leadership: Re-Thinking the State of Research on Gender and Leadership Through Waves of Feminist Thinking","authors":"Ronit Kark, Claudia Buengeler","doi":"10.1177/15480518241257105","DOIUrl":"https://doi.org/10.1177/15480518241257105","url":null,"abstract":"Feminist thinking has contributed to changing views of women in society and in leadership positions. Yet women are still underrepresented in leadership, especially in key roles and at higher organizational ranks. In this commentary we examine the past, present, and future of leadership theories through a gendered lens, by considering them against the backdrop of feminist theory evolution. We first organize existing leadership theories according to four main feminist waves— gender reform feminism or “fixing the women” which corresponds with liberal feminism; gender resistance feminism or “the female advantage,” reflecting radical feminism; the gender rebellion feminism or “how is a wo(man) defined,” according to postmodern and intersectionality theories, and gender digital feminism or “hashtag and clicktivism revolution” that focuses on social media, cyber activism, sexual violence, and complex intersectionality. We further examine the implications and research findings of these theories for women and men in leadership. Second, we review the publications on gender and leadership in two exemplary journals publishing leadership research in the field between 2019 and 2022 and explore to which feminist wave the published works relate. We show that themes related to the first two waves of feminist thinking continue to be dominant in current leadership research and encourage moving into new terrains, utilizing current feminist thinking, in the study of leadership and gender. Finally, we raise awareness that in a gendered society, leadership theories may reproduce and reconstruct the existing social order and gendered arrangements, as well as map novel directions for future research.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"216 1","pages":""},"PeriodicalIF":4.8,"publicationDate":"2024-08-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141882028","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-07-25DOI: 10.1177/15480518241263913
Amanda Christensen-Salem, Chad A. Hartnell, Fred O. Walumbwa, Flora F. T. Chiang, Thomas Birtch
We develop a multilevel framework that examines the simultaneous co-occurrence of charismatic leadership and abusive supervision and how they jointly diminish followers’ prosocial motivation. Furthermore, we tested a mediated moderation model to examine whether followers’ prosocial motivation mediates the link between charismatic leadership and followers’ citizenship behavior under high and low levels of abusive supervision. Results from a field study based upon 296 employees and 44 supervisors in 44 teams across three organizations provided support for the predicted relationships. Charismatic leadership positively influenced followers’ prosocial motivation when abusive supervision was low but not high. Furthermore, followers’ prosocial motivation mediated the link between charismatic leadership and followers’ organizational citizenship behavior when abusive supervision was low but not high. We discuss theoretical implications for abusive supervision's neutralizing effect, identify avenues to advance charismatic leadership and prosocial motivation research, and provide recommendations for practitioners to cultivate an environment that nurtures employees’ prosocial motivation.
{"title":"When Charismatic Leadership Loses its Luster: Examining the Interactive Effect of Charismatic Leadership and Abusive Supervision on Follower Prosocial Motivation and Citizenship Behavior","authors":"Amanda Christensen-Salem, Chad A. Hartnell, Fred O. Walumbwa, Flora F. T. Chiang, Thomas Birtch","doi":"10.1177/15480518241263913","DOIUrl":"https://doi.org/10.1177/15480518241263913","url":null,"abstract":"We develop a multilevel framework that examines the simultaneous co-occurrence of charismatic leadership and abusive supervision and how they jointly diminish followers’ prosocial motivation. Furthermore, we tested a mediated moderation model to examine whether followers’ prosocial motivation mediates the link between charismatic leadership and followers’ citizenship behavior under high and low levels of abusive supervision. Results from a field study based upon 296 employees and 44 supervisors in 44 teams across three organizations provided support for the predicted relationships. Charismatic leadership positively influenced followers’ prosocial motivation when abusive supervision was low but not high. Furthermore, followers’ prosocial motivation mediated the link between charismatic leadership and followers’ organizational citizenship behavior when abusive supervision was low but not high. We discuss theoretical implications for abusive supervision's neutralizing effect, identify avenues to advance charismatic leadership and prosocial motivation research, and provide recommendations for practitioners to cultivate an environment that nurtures employees’ prosocial motivation.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"21 1","pages":""},"PeriodicalIF":4.8,"publicationDate":"2024-07-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141783778","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-05-27DOI: 10.1177/15480518241256542
Dayna O. H. Walker, Eric D. Middleton, Rebecca J. Reichard, Ronald E. Riggio
Despite the recognized importance of leader development as a lifelong process, it remains unclear whether adolescents who engage in leadership will continue to do so into adulthood. Moreover, to what extent does leadership role occupancy facilitate internalizing future leader self-views? Conversely, to what extent does internalizing leader self-views facilitate future leadership role occupancy? The current paper examines these questions across three epochs of the lifespan (i.e., adolescence, early adulthood, and mid-adulthood) with a quasilongitudinal design. Drawing from a prospective database of 107 participants spanning over 26 years, we test within and between system effects of the leader experience processing system (i.e., leadership roles at ages 17, 29, and 38) and the leader self-view system (i.e., general self-concept at age 12, leader self-efficacy at age 17, and leader identity at ages 29 and 38). Structural equation modeling results support consistency in both systems, with more support for consistency in the leader self-view system. In addition, both systems mediate the other over time, suggesting a dynamic interplay whereby leaders integrate and build on leadership experiences in a process we call spontaneous leader development. Contrary to theory, we only found evidence for bi-directional relationships between systems in adolescence and early adulthood; in mid-adulthood at age 38, leader identity informed leadership roles but not vice versa. Implications of these findings for leader development theory are discussed.
{"title":"Leadership Role Occupancy and Leader Self-Views Across 20 Years: Implications for Leader Development","authors":"Dayna O. H. Walker, Eric D. Middleton, Rebecca J. Reichard, Ronald E. Riggio","doi":"10.1177/15480518241256542","DOIUrl":"https://doi.org/10.1177/15480518241256542","url":null,"abstract":"Despite the recognized importance of leader development as a lifelong process, it remains unclear whether adolescents who engage in leadership will continue to do so into adulthood. Moreover, to what extent does leadership role occupancy facilitate internalizing future leader self-views? Conversely, to what extent does internalizing leader self-views facilitate future leadership role occupancy? The current paper examines these questions across three epochs of the lifespan (i.e., adolescence, early adulthood, and mid-adulthood) with a quasilongitudinal design. Drawing from a prospective database of 107 participants spanning over 26 years, we test within and between system effects of the leader experience processing system (i.e., leadership roles at ages 17, 29, and 38) and the leader self-view system (i.e., general self-concept at age 12, leader self-efficacy at age 17, and leader identity at ages 29 and 38). Structural equation modeling results support consistency in both systems, with more support for consistency in the leader self-view system. In addition, both systems mediate the other over time, suggesting a dynamic interplay whereby leaders integrate and build on leadership experiences in a process we call spontaneous leader development. Contrary to theory, we only found evidence for bi-directional relationships between systems in adolescence and early adulthood; in mid-adulthood at age 38, leader identity informed leadership roles but not vice versa. Implications of these findings for leader development theory are discussed.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"15 1","pages":""},"PeriodicalIF":4.8,"publicationDate":"2024-05-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141167934","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-02-20DOI: 10.1177/15480518241231045
Ellen Choi, Lieke L. ten Brummelhuis, Hannes Leroy
In this article, we integrate social exchange theory with insights from contingent self-esteem to explain why leader transparency (LT) might not always be reciprocated by enhanced follower voice. We theorize that when leaders are transparent, they initiate a social process that offers the exchange of honesty by signaling that the work environment is psychologically safe enough for followers to express their opinions in return. Yet, for individuals whose self-esteem fragilely relies on the approval of others (i.e., self-esteem based on others’ approval), reciprocating transparent communication is more difficult because speaking up exposes their self-worth to the potential for rejection. We test our model at the individual and team level. In Study 1 (individual level), we find that LT is positively related to follower self-rated voice one-month later through enhanced follower psychological safety, but only when follower self-esteem based on others’ approval is low as opposed to high. In Study 2 (team level), we find that team LT is positively related to leader-rated team voice six-months later through team psychological safety; however, only when team level self-esteem based on others’ approval is low, but not high. These results underscore that leader transparency can be reciprocated with enhanced follower voice, but only when followers have secure and stable self-esteem.
{"title":"Honesty Is Not Always the Best Policy: The Role of Self-Esteem Based on Others’ Approval in Qualifying the Relationship Between Leader Transparency and Follower Voice","authors":"Ellen Choi, Lieke L. ten Brummelhuis, Hannes Leroy","doi":"10.1177/15480518241231045","DOIUrl":"https://doi.org/10.1177/15480518241231045","url":null,"abstract":"In this article, we integrate social exchange theory with insights from contingent self-esteem to explain why leader transparency (LT) might not always be reciprocated by enhanced follower voice. We theorize that when leaders are transparent, they initiate a social process that offers the exchange of honesty by signaling that the work environment is psychologically safe enough for followers to express their opinions in return. Yet, for individuals whose self-esteem fragilely relies on the approval of others (i.e., self-esteem based on others’ approval), reciprocating transparent communication is more difficult because speaking up exposes their self-worth to the potential for rejection. We test our model at the individual and team level. In Study 1 (individual level), we find that LT is positively related to follower self-rated voice one-month later through enhanced follower psychological safety, but only when follower self-esteem based on others’ approval is low as opposed to high. In Study 2 (team level), we find that team LT is positively related to leader-rated team voice six-months later through team psychological safety; however, only when team level self-esteem based on others’ approval is low, but not high. These results underscore that leader transparency can be reciprocated with enhanced follower voice, but only when followers have secure and stable self-esteem.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"14 1","pages":""},"PeriodicalIF":4.8,"publicationDate":"2024-02-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139952961","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Despite the extensive interest in abusive supervision, there remains conceptual ambiguity surrounding it, specifically concerning the overlap between leaders’ actions and subordinates’ perceptions. Drawing from leadership categorization theory, we propose that authoritarian leadership activates subordinates’ anti-prototype of leaders and perceptions of more abusive supervision. Moreover, such a relationship is moderated by subordinates’ ideal and typical leadership schema, with the former representing individual preference and the latter representing the social norm. Using an experiment ( N = 344) and a multi-wave field study ( N = 249), we found that subordinates holding high ideal leadership prototypicality (e.g., my ideal leader is sensitive) and low typical leadership anti-prototypicality (e.g., other leaders are domineering) perceive more leadership anti-prototypicality and more abusive supervision when faced with authoritarian leadership. Our research enriches the existing literature on leadership by providing a cognitive perspective that explains how subordinates’ implicit leadership schemas play a role in the leadership perception process.
{"title":"When is an Authoritarian Leader Perceived as More Abusive: Investigations of the Effect of Subordinates’ Ideal and Typical Leadership Schema","authors":"Wen Zhang, Lei Wang, Jing Jiang, Xiaolong Zhang, Huan Zhang, Xichao Zhang","doi":"10.1177/15480518231223554","DOIUrl":"https://doi.org/10.1177/15480518231223554","url":null,"abstract":"Despite the extensive interest in abusive supervision, there remains conceptual ambiguity surrounding it, specifically concerning the overlap between leaders’ actions and subordinates’ perceptions. Drawing from leadership categorization theory, we propose that authoritarian leadership activates subordinates’ anti-prototype of leaders and perceptions of more abusive supervision. Moreover, such a relationship is moderated by subordinates’ ideal and typical leadership schema, with the former representing individual preference and the latter representing the social norm. Using an experiment ( N = 344) and a multi-wave field study ( N = 249), we found that subordinates holding high ideal leadership prototypicality (e.g., my ideal leader is sensitive) and low typical leadership anti-prototypicality (e.g., other leaders are domineering) perceive more leadership anti-prototypicality and more abusive supervision when faced with authoritarian leadership. Our research enriches the existing literature on leadership by providing a cognitive perspective that explains how subordinates’ implicit leadership schemas play a role in the leadership perception process.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"1 1","pages":""},"PeriodicalIF":4.8,"publicationDate":"2024-01-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139953191","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"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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