Journal of Leadership & Organizational Studies最新文献_第3页

Expectations of Leaders' Mental Health. 对领导人心理健康的期望。

IF 4.8 3区管理学 Q1 MANAGEMENT

Journal of Leadership & Organizational Studies

Pub Date : 2023-08-01 Epub Date: 2023-06-04 DOI: 10.1177/15480518231178637

Anika E Cloutier, Julian Barling

Understanding the causes and consequences of varying mental health experiences in the workplace has gained significant research attention, yet little is known about the assumptions people hold about mental health at work, especially with regard to the expectations people may have of their leaders' mental health. Given people tend to romanticize organizational leaders and have expectations regarding prototypical leader attributes, we consider whether people also hold expectations of leaders' mental health. Drawing on implicit leadership theories, we propose that people will expect leaders experience better mental health compared to those occupying other organizational roles (e.g., subordinates). Using mixed methods, Study 1 (n = 85) showed that people expect that those in leadership roles enjoy higher well-being and experience less mental illness than those in non-leadership roles. Using vignettes in which an employee's health was manipulated, Study 2 (n = 200) demonstrated that mental illness is incongruent with leadership prototypes. Using vignettes in which organizational role was manipulated, Study 3 (n = 104) showed that compared to subordinates, leaders are perceived as having more job resources and demands, but people expect that it is leaders' greater access to organizational resources that facilitates their well-being and inhibits mental illness. These findings extend the occupational mental health and leadership literatures by identifying a novel attribute upon which leaders are evaluated. We conclude by considering the consequences of leader mental health expectations for organizational decision-makers, leaders, and employees aspiring to lead.

了解工作场所中不同心理健康经历的原因和后果已经获得了大量的研究关注，但人们对工作中心理健康的假设却知之甚少，尤其是人们对领导者心理健康的期望。鉴于人们倾向于将组织领导者浪漫化，并对领导者的原型属性抱有期望，我们考虑了人们是否也对领导者的心理健康抱有期望。借鉴内隐领导理论，我们提出，与担任其他组织角色的人（如下属）相比，人们会期望领导者拥有更好的心理健康。采用混合方法进行的研究 1（n = 85）表明，与非领导角色的人相比，人们期望领导角色的人享有更高的幸福感，经历更少的精神疾病。研究 2（n = 200）通过操纵员工健康状况的小故事表明，精神疾病与领导原型不一致。研究 3（n = 104）通过操纵组织角色的小故事表明，与下属相比，领导者被认为拥有更多的工作资源和要求，但人们却认为领导者能够获得更多的组织资源，这有利于他们的身心健康，并能抑制心理疾病的发生。这些研究结果扩展了职业心理健康和领导力方面的研究，发现了评价领导者的一种新的属性。最后，我们探讨了领导者心理健康期望对组织决策者、领导者和渴望成为领导者的员工的影响。

{"title":"Expectations of Leaders' Mental Health.","authors":"Anika E Cloutier, Julian Barling","doi":"10.1177/15480518231178637","DOIUrl":"10.1177/15480518231178637","url":null,"abstract":"Understanding the causes and consequences of varying mental health experiences in the workplace has gained significant research attention, yet little is known about the assumptions people hold about mental health at work, especially with regard to the expectations people may have of their leaders' mental health. Given people tend to romanticize organizational leaders and have expectations regarding prototypical leader attributes, we consider whether people also hold expectations of leaders' mental health. Drawing on implicit leadership theories, we propose that people will expect leaders experience better mental health compared to those occupying other organizational roles (e.g., subordinates). Using mixed methods, Study 1 (n = 85) showed that people expect that those in leadership roles enjoy higher well-being and experience less mental illness than those in non-leadership roles. Using vignettes in which an employee's health was manipulated, Study 2 (n = 200) demonstrated that mental illness is incongruent with leadership prototypes. Using vignettes in which organizational role was manipulated, Study 3 (n = 104) showed that compared to subordinates, leaders are perceived as having more job resources and demands, but people expect that it is leaders' greater access to organizational resources that facilitates their well-being and inhibits mental illness. These findings extend the occupational mental health and leadership literatures by identifying a novel attribute upon which leaders are evaluated. We conclude by considering the consequences of leader mental health expectations for organizational decision-makers, leaders, and employees aspiring to lead.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"30 3","pages":"276-296"},"PeriodicalIF":4.8,"publicationDate":"2023-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://ftp.ncbi.nlm.nih.gov/pub/pmc/oa_pdf/3a/a6/10.1177_15480518231178637.PMC10323984.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"10647907","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

The Perspective Makes the Leader: The Camera Perspective in a Leader Photograph Shapes Their Charismatic Effect and Observers’ Approval 视角塑造领导者:领导者照片中的相机视角塑造了他们的魅力效果和观察者的认可

IF 4.8 3区管理学 Q1 MANAGEMENT

Journal of Leadership & Organizational Studies

Pub Date : 2023-07-31 DOI: 10.1177/15480518231191979

Alexandra Hoffmann, Thomas K. Maran, Manuela M. Marin

Although politicians, top managers, or informal leaders like influencers have millions of followers, they are mostly known through photographs or videos. Especially in photographs, it is important to make a leader-like impression—both figuratively and physically. However, the role of camera angles on impression formation of leaders has not been studied so far. Across four experimental studies (N = 2,474), we examined the effect of camera angles on the perception of leaders’ charisma, prototypical leader attributes and approval. Results showed that the perception of a male leader is influenced by the camera angle along the vertical axis. When leaders are viewed from above, compared to a perspective where followers look at them at eye-level, they are perceived as less charismatic and prototypical of their position, accompanied by a loss of approval, while the effect of the steep from below photographs were less clear (study 1 and 3). Moreover, we also point out boundary conditions such as eye-contact (study 1) and sex (study 2 and 3). When the leader's photograph was combined with a message of change for their organization, participants were less likely to support the leader specifically when they looked down on him (study 4). Our findings support the idea that camera angles shape an audience's perception of leaders, with steep high or low angle shots associated with lower approval. These results have implications for an embodiment approach to leaders’ charisma as well as applications for how leaders can effectively present themselves in the media and real-life settings.

尽管政治家、高层管理人员或像网红这样的非正式领导者拥有数百万粉丝，但他们大多是通过照片或视频被人所知的。尤其是在照片中，给人一种领导者般的印象是很重要的——无论是形象上的还是身体上的。然而，镜头角度对领导者印象形成的作用至今尚未得到研究。通过四项实验研究(N = 2474)，我们考察了镜头角度对领导者魅力、原型领导者属性和认可的感知的影响。结果表明，男性领导者的感知受到沿垂直轴的摄像机角度的影响。当领导人从上空俯瞰,相比一个追随者在视线高度看他们的角度,他们被认为是更少的魅力和典型的位置,伴随着批准的丧失,而陡峭的影响从下面的照片不太清楚(研究1和3)。此外,我们还指出边界条件如目光接触(研究1)和性(研究2和3)。当领导人的照片加上改变他们的组织的信息,当参与者俯视领导时，他们不太可能特别支持他(研究4)。我们的研究结果支持这样一种观点，即镜头角度会影响观众对领导的看法，高角度或低角度的镜头与较低的支持率相关。这些结果对领导者魅力的体现方法以及领导者如何在媒体和现实生活中有效地展示自己的应用具有启示意义。

{"title":"The Perspective Makes the Leader: The Camera Perspective in a Leader Photograph Shapes Their Charismatic Effect and Observers’ Approval","authors":"Alexandra Hoffmann, Thomas K. Maran, Manuela M. Marin","doi":"10.1177/15480518231191979","DOIUrl":"https://doi.org/10.1177/15480518231191979","url":null,"abstract":"Although politicians, top managers, or informal leaders like influencers have millions of followers, they are mostly known through photographs or videos. Especially in photographs, it is important to make a leader-like impression—both figuratively and physically. However, the role of camera angles on impression formation of leaders has not been studied so far. Across four experimental studies (N = 2,474), we examined the effect of camera angles on the perception of leaders’ charisma, prototypical leader attributes and approval. Results showed that the perception of a male leader is influenced by the camera angle along the vertical axis. When leaders are viewed from above, compared to a perspective where followers look at them at eye-level, they are perceived as less charismatic and prototypical of their position, accompanied by a loss of approval, while the effect of the steep from below photographs were less clear (study 1 and 3). Moreover, we also point out boundary conditions such as eye-contact (study 1) and sex (study 2 and 3). When the leader's photograph was combined with a message of change for their organization, participants were less likely to support the leader specifically when they looked down on him (study 4). Our findings support the idea that camera angles shape an audience's perception of leaders, with steep high or low angle shots associated with lower approval. These results have implications for an embodiment approach to leaders’ charisma as well as applications for how leaders can effectively present themselves in the media and real-life settings.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"78 1","pages":"442 - 463"},"PeriodicalIF":4.8,"publicationDate":"2023-07-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76281446","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}

引用次数: 0

The Now, New, and Next of Digital Leadership: How Artificial Intelligence (AI) Will Take Over and Change Leadership as We Know It 数字领导力的现在、新的和未来:人工智能(AI)将如何接管和改变我们所知道的领导力

IF 4.8 3区管理学 Q1 MANAGEMENT

Journal of Leadership & Organizational Studies

Pub Date : 2023-06-21 DOI: 10.1177/15480518231181731

N. Quaquebeke, Fabiola H. Gerpott

There is an emerging consensus that traditional management roles could—and maybe should—be performed by machines infused with Artificial Intelligence (AI). Yet, “true” leadership—that is, motivating and enabling people so that they can and will contribute to the collective goals of an organization—is still predominantly viewed as the prerogative of humans. With our opinion piece, we challenge this perspective. Our essay aims to be a wake-up call for large parts of academia and practice that romanticize human leadership and think that this bastion can never be overtaken by AI. We delineate why algorithms will not (need to) come to a halt before core characteristics of leadership and potentially cater better to employees’ psychological needs than human leaders. Against this background, conscious choices need to be made about what role humans are to play in the future of leadership. These considerations hold significant implications for the future of not only leadership research but also leadership education and development.

一种正在形成的共识是，传统的管理角色可以——也许应该——由注入人工智能的机器来执行。然而，“真正的”领导力——即激励和扶持人们，使他们能够并将为组织的集体目标做出贡献——仍然主要被视为人类的特权。通过我们的观点文章，我们对这一观点提出了质疑。我们的文章旨在给学术界和实践界敲响警钟，他们将人类领导力浪漫化，并认为人工智能永远无法超越这座堡垒。我们描述了为什么算法不会（需要）在领导力的核心特征之前停止，并可能比人类领导者更好地满足员工的心理需求。在这种背景下，需要有意识地选择人类在未来的领导中扮演什么角色。这些考虑不仅对领导力研究的未来，而且对领导力教育和发展的未来都具有重要意义。

引用次数: 7

Fueling the Creative Spark: How Authentic Leadership and LMX Foster Employees’ Proactive Orientation and Creativity 激发创造力：真正的领导力和LMX如何培养员工的主动导向和创造力

IF 4.8 3区管理学 Q1 MANAGEMENT

Journal of Leadership & Organizational Studies

Pub Date : 2023-06-06 DOI: 10.1177/15480518231180064

John J. Sumanth, M. Černe, S. Hannah, Miha Škerlavaj

Creativity is a critical determinant of organizations’ abilities to compete and perform in rapidly changing and complex contexts. Though scholars have identified several contextual factors, such as leadership, that motivate employees’ creative performance, the psychological mechanisms and boundary conditions underpinning this relationship are relatively unknown. Drawing on social exchange theory, we propose that a proactive orientation, a psychological state rooted in the cognitive and behavioral process of setting a proactive goal and striving to achieve it, is a critical mechanism linking authentic leadership to employees’ creativity. Across two field studies of working professionals in Central Europe and the U.S., we show how authentic leadership fuels employees’ creative performance through a proactive orientation and introduce leader–member exchange (LMX) as an important moderator of this mediated relationship. In Study 1, using a sample of European manufacturing employees, we find support for the mediating role of a proactive orientation linking authentic leadership to creative performance, above, and beyond the effects of ethical leadership. In Study 2, using a sample of university staff, we replicate this finding and extend it by highlighting the moderating role of LMX on the authentic leadership-proactive orientation relationship.

创造力是组织在快速变化和复杂环境中竞争和表现能力的关键决定因素。尽管学者们已经确定了激励员工创造性表现的几个情境因素，如领导力，但支撑这种关系的心理机制和边界条件相对未知。根据社会交换理论，我们提出，积极导向是一种植根于设定积极目标并努力实现目标的认知和行为过程的心理状态，是将真正的领导力与员工创造力联系起来的关键机制。通过对中欧和美国职场专业人士的两项实地研究，我们展示了真正的领导力是如何通过积极主动的导向来激发员工的创造性表现的，并介绍了领导者-成员交流（LMX）作为这种中介关系的重要调节因素。在研究1中，使用欧洲制造业员工的样本，我们发现支持积极主动的导向的中介作用，将真实的领导力与创造性表现联系起来，超越了道德领导力的影响。在研究2中，使用大学工作人员的样本，我们复制了这一发现，并通过强调LMX在真实的领导主动导向关系中的调节作用来扩展它。

{"title":"Fueling the Creative Spark: How Authentic Leadership and LMX Foster Employees’ Proactive Orientation and Creativity","authors":"John J. Sumanth, M. Černe, S. Hannah, Miha Škerlavaj","doi":"10.1177/15480518231180064","DOIUrl":"https://doi.org/10.1177/15480518231180064","url":null,"abstract":"Creativity is a critical determinant of organizations’ abilities to compete and perform in rapidly changing and complex contexts. Though scholars have identified several contextual factors, such as leadership, that motivate employees’ creative performance, the psychological mechanisms and boundary conditions underpinning this relationship are relatively unknown. Drawing on social exchange theory, we propose that a proactive orientation, a psychological state rooted in the cognitive and behavioral process of setting a proactive goal and striving to achieve it, is a critical mechanism linking authentic leadership to employees’ creativity. Across two field studies of working professionals in Central Europe and the U.S., we show how authentic leadership fuels employees’ creative performance through a proactive orientation and introduce leader–member exchange (LMX) as an important moderator of this mediated relationship. In Study 1, using a sample of European manufacturing employees, we find support for the mediating role of a proactive orientation linking authentic leadership to creative performance, above, and beyond the effects of ethical leadership. In Study 2, using a sample of university staff, we replicate this finding and extend it by highlighting the moderating role of LMX on the authentic leadership-proactive orientation relationship.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"30 1","pages":"356 - 374"},"PeriodicalIF":4.8,"publicationDate":"2023-06-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41340276","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}

引用次数: 1

Raising Leadership Self-Efficacy and Minimizing Organizational Burnout Among School Administrators in a GROW Model of Cognitive Behavioral Coaching 基于认知行为指导的成长模型提高学校管理者自我效能感与减少组织倦怠

IF 4.8 3区管理学 Q1 MANAGEMENT

Journal of Leadership & Organizational Studies

Pub Date : 2023-05-29 DOI: 10.1177/15480518231171748

N. Igu, C. Onyishi, B. Amujiri, M. O. Binuomote, M. Modebelu, I. Okafor, B. Awe, M. Fausta, Solomon O. Obih, D. O. Eke, Marcel C. Ezemoyin, Bethel N. Uzoma, Joy I. Ugwu, U. Mbon

Poor leadership self-efficacy and high organizational burnout are context-based cognitive conditions that sabotage leadership outcomes across organizations. When school administrators who are the leaders and directors of school affairs struggle with poor leadership self-efficacy and elevated levels of burnout their leadership styles are negatively affected with far-reaching impacts on the teachers, students, and the overall school outputs. This randomized control trial sought to investigate the effectiveness of GROW-Model (GROW-M) of Cognitive behavioral Coaching in raising leadership self-efficacy and minimizing burnout symptoms in a sample of school administrators in Enugu State, Nigeria. Participants included 77 school administrators who were randomly assigned to GROW-M (N = 38) and waitlisted control (N = 39) groups. A 2-h GROW-M program was delivered to the GROW-M intervention group weekly for 9 weeks. Maslach Burnout Inventory-Educators’ Survey and the School Leaders’ Self-Efficacy Scale were employed to source data at preintervention, postintervention, and follow-up evaluations. Descriptive and inferential statistics were used to explore data using SPSS version 24. Results revealed that participants’ organizational burnout reduced, while their leadership self-efficacy improved significantly at posttest. The changes in burnout and leadership self-efficacy levels were sustained through a 3-month follow-up. We concluded that intervention using GROW-M minimizes organizational burnout and raises leadership self-efficacy as a pliability resource for coping with overwhelming work demands.

低领导力自我效能感和高组织倦怠是基于情境的认知条件，会破坏整个组织的领导力成果。作为校务领导者和管理者的学校管理人员在领导自我效能低下和职业倦怠水平升高的情况下，其领导风格会受到负面影响，并对教师、学生和学校整体产出产生深远的影响。本随机对照试验旨在调查认知行为指导的growth - m模型(growth - m)在提高领导自我效能和减少职业倦怠症状方面的有效性，研究对象为尼日利亚埃努古州的学校管理人员。参与者包括77名学校管理人员，他们被随机分配到growth - m组(N = 38)和候补对照组(N = 39)。对干预组每周进行为期2小时的GROW-M方案，持续9周。采用Maslach职业倦怠量表-教育工作者问卷和学校领导自我效能量表进行干预前、干预后和随访评估。使用SPSS version 24对数据进行描述性统计和推断性统计。结果显示，被试的组织倦怠有所降低，领导自我效能显著提高。倦怠感和领导力自我效能水平的变化通过3个月的随访得以持续。我们的结论是，使用growth - m干预可以最大限度地减少组织倦怠，并提高领导力自我效能，作为应对压倒性工作需求的柔韧性资源。

{"title":"Raising Leadership Self-Efficacy and Minimizing Organizational Burnout Among School Administrators in a GROW Model of Cognitive Behavioral Coaching","authors":"N. Igu, C. Onyishi, B. Amujiri, M. O. Binuomote, M. Modebelu, I. Okafor, B. Awe, M. Fausta, Solomon O. Obih, D. O. Eke, Marcel C. Ezemoyin, Bethel N. Uzoma, Joy I. Ugwu, U. Mbon","doi":"10.1177/15480518231171748","DOIUrl":"https://doi.org/10.1177/15480518231171748","url":null,"abstract":"Poor leadership self-efficacy and high organizational burnout are context-based cognitive conditions that sabotage leadership outcomes across organizations. When school administrators who are the leaders and directors of school affairs struggle with poor leadership self-efficacy and elevated levels of burnout their leadership styles are negatively affected with far-reaching impacts on the teachers, students, and the overall school outputs. This randomized control trial sought to investigate the effectiveness of GROW-Model (GROW-M) of Cognitive behavioral Coaching in raising leadership self-efficacy and minimizing burnout symptoms in a sample of school administrators in Enugu State, Nigeria. Participants included 77 school administrators who were randomly assigned to GROW-M (N = 38) and waitlisted control (N = 39) groups. A 2-h GROW-M program was delivered to the GROW-M intervention group weekly for 9 weeks. Maslach Burnout Inventory-Educators’ Survey and the School Leaders’ Self-Efficacy Scale were employed to source data at preintervention, postintervention, and follow-up evaluations. Descriptive and inferential statistics were used to explore data using SPSS version 24. Results revealed that participants’ organizational burnout reduced, while their leadership self-efficacy improved significantly at posttest. The changes in burnout and leadership self-efficacy levels were sustained through a 3-month follow-up. We concluded that intervention using GROW-M minimizes organizational burnout and raises leadership self-efficacy as a pliability resource for coping with overwhelming work demands.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"45 1","pages":"464 - 482"},"PeriodicalIF":4.8,"publicationDate":"2023-05-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76487262","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}

引用次数: 1

Managing Workplace Boredom: Employee Coping Strategies, Supervisor Communication, and Job Satisfaction 管理工作场所无聊:员工应对策略，主管沟通和工作满意度

IF 4.8 3区管理学 Q1 MANAGEMENT

Journal of Leadership & Organizational Studies

Pub Date : 2023-04-18 DOI: 10.1177/15480518231168209

Donald R. Martin, Michaela R. Winchatz, Kendra Knight, Luke Burrows

This survey study (n = 297, 47% Caucasian, 52% female) examines U.S. employees’ experience of workplace boredom, their strategies for boredom coping, and their perceptions of managerial support of employee boredom mitigation. In regression analyses, employee job and supervisor satisfaction are predicted by perceived managerial effectiveness in reducing boring aspects of work, as well as perceived managerial support of employee coping mechanisms. Analysis of qualitative data provides a typology of worker coping mechanisms; a typology of managerial communicative responses to worker feedback surrounding the tasks performed; and a grounded theoretical framework for managerial communication with employees performing repetitive work routines.

本次调查研究（n = 297，47%为白人，52%为女性）调查了美国员工的工作场所无聊体验、他们应对无聊的策略，以及他们对缓解员工无聊的管理支持的看法。在回归分析中，员工工作和主管满意度是通过减少工作无聊方面的管理有效性以及员工应对机制的管理支持来预测的。对定性数据的分析提供了工人应对机制的类型；管理层对围绕所执行任务的员工反馈的沟通反应的类型；以及与执行重复工作的员工进行管理沟通的基础理论框架。

引用次数: 1

Committed, Healthy, and Engaged? Linking Servant Leadership and Adaptive Performance Through Sequential Mediation by Job Embeddedness and Burnout 忠诚、健康、投入？通过工作嵌入和倦怠的顺序中介将仆人领导力与适应性绩效联系起来

IF 4.8 3区管理学 Q1 MANAGEMENT

Journal of Leadership & Organizational Studies

Pub Date : 2023-03-14 DOI: 10.1177/15480518231158861

M. Zia, Julian Decius, M. Naveed, Shiraz Ahmed, Shagufta Ghauri

Research assumes an effect of servant leadership on adaptive performance but has neglected the psychological processes underlying this link. Based on Social Exchange Theory and Job Demands–Resources Theory, this study sheds light on how servant leadership triggers job embeddedness, adaptive performance, and mitigates burnout. It also examines the mediating roles of job embeddedness and burnout between servant leadership and adaptive performance. We used three-wave data of 318 employees and their supervisors in the hospitality industry of Pakistan, applying structural equation modeling to examine six main effect hypotheses and three mediation hypotheses. Our findings suggest that servant leadership practices foster employees’ job embeddedness and adaptive performance, and mitigate burnout. Job embeddedness and burnout sequentially mediate the relationship between servant leadership and adaptive performance. Further unraveling the mechanisms between servant leadership and adaptive performance, this study implies that managers should recognize employee-perceived servant leadership as an influential factor that enhances engagement and well-being and ultimately the adaptive performance of their followers.

研究假设仆人领导对适应性表现有影响，但忽略了这种联系背后的心理过程。基于社会交换理论和工作需求-资源理论，本研究揭示了仆人领导如何触发工作嵌入性、适应性表现和缓解倦怠。本研究还考察了工作嵌入性和倦怠在仆人领导和适应性绩效之间的中介作用。我们使用了巴基斯坦酒店业318名员工及其主管的三波数据，应用结构方程模型检验了六个主要影响假设和三个中介假设。我们的研究结果表明，仆人式领导实践可以培养员工的工作嵌入性和适应性表现，并缓解倦怠。工作嵌入性和职业倦怠依次调节仆人领导与适应绩效之间的关系。本研究进一步揭示了仆人领导力和适应性绩效之间的机制，表明管理者应该认识到员工感知的仆人领导力是一个影响因素，可以提高参与度和幸福感，并最终提高追随者的适应性绩效。

{"title":"Committed, Healthy, and Engaged? Linking Servant Leadership and Adaptive Performance Through Sequential Mediation by Job Embeddedness and Burnout","authors":"M. Zia, Julian Decius, M. Naveed, Shiraz Ahmed, Shagufta Ghauri","doi":"10.1177/15480518231158861","DOIUrl":"https://doi.org/10.1177/15480518231158861","url":null,"abstract":"Research assumes an effect of servant leadership on adaptive performance but has neglected the psychological processes underlying this link. Based on Social Exchange Theory and Job Demands–Resources Theory, this study sheds light on how servant leadership triggers job embeddedness, adaptive performance, and mitigates burnout. It also examines the mediating roles of job embeddedness and burnout between servant leadership and adaptive performance. We used three-wave data of 318 employees and their supervisors in the hospitality industry of Pakistan, applying structural equation modeling to examine six main effect hypotheses and three mediation hypotheses. Our findings suggest that servant leadership practices foster employees’ job embeddedness and adaptive performance, and mitigate burnout. Job embeddedness and burnout sequentially mediate the relationship between servant leadership and adaptive performance. Further unraveling the mechanisms between servant leadership and adaptive performance, this study implies that managers should recognize employee-perceived servant leadership as an influential factor that enhances engagement and well-being and ultimately the adaptive performance of their followers.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"30 1","pages":"327 - 340"},"PeriodicalIF":4.8,"publicationDate":"2023-03-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49384142","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}

引用次数: 2

The Relative Importance of Temporal Leadership and Initiating Structure for Timely Project Completion 时间领导和启动结构对及时完成项目的相对重要性

IF 4.8 3区管理学 Q1 MANAGEMENT

Journal of Leadership & Organizational Studies

Pub Date : 2023-03-13 DOI: 10.1177/15480518231160880

A. Siddiquei, C. Fisher, G. Hrivnak

We assess the relative usefulness of temporal leadership and initiating structure in predicting timely team project completion. Drawing on the functional approach to team leadership as well as the concept of team performance episodes, we hypothesize that two facets of temporal leadership, temporal planning at project initiation and temporal reminders midway through project execution, will be better predictors of timely project completion than will traditional task-oriented leadership in the form of initiating structure delivered at the same two project stages. Results from 62 application development project teams surveyed across the life of a project showed that the two facets of temporal leadership together accounted for 91.7% of the predicted variance in timely project completion, with temporal planning being more important. Initiating structure accounted for the remaining small and nonsignificant amount of the predicted variance. We conclude that temporal leadership is a new construct that is a highly useful approach to leader behavior in the context of teams working on time-limited projects.

我们评估了时间领导和启动结构在预测团队项目及时完成方面的相对有用性。利用团队领导的功能方法以及团队绩效片段的概念，我们假设时间领导的两个方面，即项目启动时的时间计划和项目执行中途的时间提醒，将比传统的任务导向领导在相同的两个项目阶段以启动结构的形式交付更好地预测项目的及时完成。对62个应用程序开发项目团队在项目生命周期内的调查结果表明，时间领导的两个方面共同占及时完成项目的预测方差的91.7%，其中时间计划更重要。初始结构占剩余的小而不显著的预测方差。我们的结论是，时间领导是一个新的结构，是一个非常有用的方法，在团队在有限的时间项目工作的背景下的领导行为。

{"title":"The Relative Importance of Temporal Leadership and Initiating Structure for Timely Project Completion","authors":"A. Siddiquei, C. Fisher, G. Hrivnak","doi":"10.1177/15480518231160880","DOIUrl":"https://doi.org/10.1177/15480518231160880","url":null,"abstract":"We assess the relative usefulness of temporal leadership and initiating structure in predicting timely team project completion. Drawing on the functional approach to team leadership as well as the concept of team performance episodes, we hypothesize that two facets of temporal leadership, temporal planning at project initiation and temporal reminders midway through project execution, will be better predictors of timely project completion than will traditional task-oriented leadership in the form of initiating structure delivered at the same two project stages. Results from 62 application development project teams surveyed across the life of a project showed that the two facets of temporal leadership together accounted for 91.7% of the predicted variance in timely project completion, with temporal planning being more important. Initiating structure accounted for the remaining small and nonsignificant amount of the predicted variance. We conclude that temporal leadership is a new construct that is a highly useful approach to leader behavior in the context of teams working on time-limited projects.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"30 1","pages":"173 - 186"},"PeriodicalIF":4.8,"publicationDate":"2023-03-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48583408","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}

引用次数: 0

Building Leadership Service Academies to Institutionalize a Strategic Leadership Development Focus 建立领导力服务学院，将战略领导力发展重点制度化

IF 4.8 3区管理学 Q1 MANAGEMENT

Journal of Leadership & Organizational Studies

Pub Date : 2023-02-27 DOI: 10.1177/15480518231157019

B. Avolio, Kaeleen Drummey

In this article, we propose a strategic view of leadership development, by defining a Leadership Service Academy (LSA) construct. The LSA represents a strategic approach that enables an organization and its leaders to institutionalize its own theory of leadership, narrative, models, learning methodologies, practices, and evaluation methods for determining the impact of investing in developing leadership. The LSA construct represents a shift in strategic thinking that involves moving beyond focusing on individual leader development training programs used for satisfying current role-requirements or tactical succession planning, to adopting a systemic view of leadership development aligned with the organization's strategic objectives, mission, values, and culture. Most leadership development research has focused on examining the efficacy of training methodologies linked to individual leadership models and modalities and has produced promising results. However, the narrow focus on individual leadership development has excluded the full spectrum of leadership development interventions from being explored and analyzed. Our primary goal here is to explore a comprehensive strategy for building a sustainable, multi-level leadership development system firmly anchored in both science and practice.

在本文中，我们通过定义领导力服务学院（LSA）结构，提出了领导力发展的战略观点。LSA代表了一种战略方法，使组织及其领导者能够将自己的领导力理论、叙事、模型、学习方法、实践和评估方法制度化，以确定投资发展领导力的影响。LSA结构代表了战略思维的转变，包括从专注于用于满足当前角色要求或战术继任规划的个人领导者发展培训计划，转向采用与组织战略目标、使命、价值观和文化相一致的领导发展系统观。大多数领导力发展研究都侧重于检查与个人领导力模型和模式相关的培训方法的有效性，并产生了有希望的结果。然而，对个人领导力发展的狭隘关注排除了对领导力发展干预措施的全面探索和分析。我们在这里的主要目标是探索一个全面的战略，以建立一个可持续的、多层次的领导发展体系，牢固地植根于科学和实践。

{"title":"Building Leadership Service Academies to Institutionalize a Strategic Leadership Development Focus","authors":"B. Avolio, Kaeleen Drummey","doi":"10.1177/15480518231157019","DOIUrl":"https://doi.org/10.1177/15480518231157019","url":null,"abstract":"In this article, we propose a strategic view of leadership development, by defining a Leadership Service Academy (LSA) construct. The LSA represents a strategic approach that enables an organization and its leaders to institutionalize its own theory of leadership, narrative, models, learning methodologies, practices, and evaluation methods for determining the impact of investing in developing leadership. The LSA construct represents a shift in strategic thinking that involves moving beyond focusing on individual leader development training programs used for satisfying current role-requirements or tactical succession planning, to adopting a systemic view of leadership development aligned with the organization's strategic objectives, mission, values, and culture. Most leadership development research has focused on examining the efficacy of training methodologies linked to individual leadership models and modalities and has produced promising results. However, the narrow focus on individual leadership development has excluded the full spectrum of leadership development interventions from being explored and analyzed. Our primary goal here is to explore a comprehensive strategy for building a sustainable, multi-level leadership development system firmly anchored in both science and practice.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"30 1","pages":"137 - 154"},"PeriodicalIF":4.8,"publicationDate":"2023-02-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41362457","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}

引用次数: 0

Welcoming Fireside Chats to the Field of Leadership 欢迎炉边谈话到领导领域

IF 4.8 3区管理学 Q1 MANAGEMENT

Journal of Leadership & Organizational Studies

Pub Date : 2023-02-21 DOI: 10.1177/15480518231157122

Lisa Dragoni, Hannes Luc Leroy, A. Peng, D. Stam

We introduce a new commentary series at the Journal of Leadership and Organizational Studies titled Fireside Chats. The series purpose is to broaden the current dialogue on leadership research to include pieces that share wisdom and inspire ideation, nurturing and assessment of the field. Senior scholars are invited to share their views and opinions which we will feature as Fireside Chat commentaries. Their intended value is to offer a widely-accessible conversation space to reflect, create, and share wisdom.

我们在《领导与组织研究杂志》上推出了一个新的评论系列，名为《炉边谈话》。该系列的目的是扩大目前关于领导力研究的对话，包括分享智慧，激发思想，培养和评估该领域的文章。资深学者被邀请分享他们的观点和意见，我们将以炉边聊天评论为特色。它们的预期价值是提供一个广泛访问的对话空间，以反映、创造和分享智慧。

引用次数: 0