Women's leadership development strategic practices for women and organizations.

This article presents a comprehensive perspective of leadership development that addresses the unique needs of women in organizations. The authors propose 7 categories of leadership development practice and examine the opportunities and obstacles in each of these practices for women. The authors offer recommendations for consulting psychologists and human resources professionals targeted to female clients and to organizational practices in order to advance women's leadership development. Finally, the authors discuss the overarching themes emanating from their research and implications for women and leadership development. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Integrating Structural and Behavioral Leadership Strategies.

The nature of organizations and the environments in which they operate have grown increasingly complex. Certain obvious limitations of traditional bureaucratic models of leadership are being widely challenged in the literature. In general, scholars have begun to call for radical changes in the way the authors conceptualize and implement the leadership function in organizations of all sizes and types. One feature of proposed leadership models is the diversification of leadership throughout the organization in ways that empower individuals to recognize and act upon opportunities to contribute to the organization in leadership roles. This article offers some thoughts about conceptualizing this diversification in the context of systems theory. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Transformational, transactional, and laissez-faire leadership styles: A meta-analysis comparing women and men.

A meta-analysis of 45 studies of transformational, transactional, and laissez-faire leadership styles found that female leaders were more transformational than male leaders and also engaged in more of the contingent reward behaviors that are a component of transactional leadership. Male leaders were generally more likely to manifest the other aspects of transactional leadership (active and passive management by exception) and laissez-faire leadership. Although these differences between male and female readers were small, the implications of these findings are encouraging for female leadership because other research has established that all of the aspects of leadership style on which women exceeded men relate positively to leaders' effectiveness whereas all of the aspects on which men exceeded women have negative or null relations to effectiveness. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Agentic women and communal leadership: How role prescriptions confer advantage to top women leaders.

The authors contribute to the ongoing debate about the existence of a female leadership advantage by specifying contextual factors that moderate the likelihood of the emergence of such an advantage. The investigation considered whether the perceived role incongruence between the female gender role and the leader role led to a female leader disadvantage (as predicted by role congruity theory) or whether instead a female leader advantage would emerge (as predicted by double standards and stereotype content research). In Study 1, it was only when success was internally attributed that women top leaders were evaluated as more agentic and more communal than men top leaders. Study 2 showed that the favorable ratings were unique to top-level positions and further showed that the effect on agentic traits was mediated by perceptions of double standards, while the effect on communal traits was mediated by expectations of feminized management skills. Finally, Study 2 showed that top women leaders were evaluated most favorably on overall leader effectiveness, and this effect was mediated by both mediators. Our results support the existence of a qualified female leadership advantage. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Acceptance of uncertainty as an indicator of effective leadership.

Research and experience continue to reveal evolving modes of leadership behavior that challenge the practice of consulting psychology. Leadership development that has taken us beyond the notion of born leaders and stable environments has suggested that flexibility is vital. This may be partly because of the constant evolution of the organization and its leadership challenges, from command-and-control to paradigms that are participatory and recognize the importance of interpersonal skills, to an emerging paradigm concerned with organizational learning. Consulting psychologists have identified a wide variety of leadership modes or ideals to fit these newer paradigms. Common to many of these is the need to be comfortable navigating ambiguous situations. One of the metrics that is indicative of this skill is the capacity to effectively process the uncertainty that often accompanies ambiguity. We present preliminary data for a potential tool for assessing this skill. We suggest that measuring an individual's “aptitude for ambiguity” should be considered when identifying high performers for leadership roles. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Psychosocial and leadership identities among leaders of identity-based campus organizations.

In this article, we describe a qualitative study of identities of 18 college students leading identity-based campus organizations at 1 large public institution. Identity-based organizations are those registered student groups whose mission includes serving the educational, cultural, social, or other needs and interests of students from a given psychosocial identity (e.g., race, ethnicity, gender, sexual orientation). We observed 2 paths that students followed through their leadership experience: (1) A “parallel” path in which students experienced their psychosocial identity and their leadership identity separately, and (2) a “merged” path in which students merged these identities into a sense of being, for example, a “gay leader” or a “Latina activist.” Based on our findings that student leaders in identity-based organizations experience both psychosocial identities and leadership identities as salient—whether parallel or merged—we make recommendations for higher education practice, policy, and research. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Why flexible and adaptive leadership is essential.

In this article we explain different conceptions of flexible and adaptive leadership and the reasons why such leadership is essential in today's organizations. Then we briefly describe several streams of research that provide useful knowledge about flexible and adaptive leadership. It was not feasible to provide a comprehensive and detailed review for each research stream, but we describe the primary research methods, summarize major findings, and provide some practical guidelines for leaders on how to become more flexible and adaptive. Finally, we point out limitations of the available research and make recommendations for future research. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Developmental trajectories in toddlers' self-restraint predict individual differences in executive functions 14 years later: A behavioral genetic analysis.

We examined whether self-restraint in early childhood predicted individual differences in 3 executive functions (EFs; inhibiting prepotent responses, updating working memory, and shifting task sets) in late adolescence in a sample of approximately 950 twins. At ages 14, 20, 24, and 36 months, the children were shown an attractive toy and told not to touch it for 30 s. Latency to touch the toy increased with age, and latent class growth modeling distinguished 2 groups of children that differed in their latencies to touch the toy at all 4 time points. Using confirmatory factor analysis, we decomposed the 3 EFs (measured with latent variables at age 17 years) into a Common EF factor (isomorphic to response inhibition ability) and 2 factors specific to updating and shifting. Less-restrained children had significantly lower scores on the Common EF factor, equivalent scores on the Updating-Specific factor, and higher scores on the Shifting-Specific factor than did the more-restrained children. The less-restrained group also had lower IQ scores, but this effect was entirely mediated by the EF components. Twin models indicated that the associations were primarily genetic in origin for the Common EF variable but split between genetics and nonshared environment for the Shifting-Specific variable. These results suggest a biological relation between individual differences in self-restraint and EFs, one that begins early in life and persists into late adolescence. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Examining genetic and environmental effects on reactive versus proactive aggression.

This study compared the contribution of genes and environment to teacher-rated reactive and proactive aggression in 6-year-old twin pairs (172 pairs: 55 monozygotic girls, 48 monozygotic boys, 33 dizygotic girls, 36 dizygotic boys). Genetic effects accounted for 39% of the variance of reactive aggression and for 41% of the variance of proactive aggression. The remainder of the variance was explained by unique environmental effects. Genetic as well as unique environmental effects were significantly correlated across reactive and proactive aggression (genetic correlation = .87, environmental correlation = .34), but this overlap was largely due to a common underlying form of aggression (i.e., teacher-rated physical aggression). Once common etiological factors due to physical aggression were accounted for, reactive and proactive aggression shared no other genes and only a few environmental influences, although additional specific genetic and environmental effects were observed for both reactive and proactive aggression. These specific effects indicate that both reactive and proactive aggression may be influenced mostly by socialization experiences that are specific to each type of aggression and only to a very small degree by specific genes. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Relationships among leadership dimensions and cognitive style.

Witkin's differentiation hypothesis served as a basis for the investigation of 3 propositions: (1) field-dependent supervisors will show the highest "esteem for the least preferred co-worker," (2) field-dependent supervisors will be more "considerate," and (3) field-independent supervisors will be more "structure" oriented. Witkin's Embedded Figures Test (EFT), Fiedler's Esteem for the Least Preferred Co-worker (LPC) instrument, and Fleishman's Leadership Opinion Questionnaire were administered to 73 civil service supervisors. The results establish the existence of significant curvilinear relationships between EFT and LPC (p     

Transformational leadership and moral reasoning.

Terms such as moral and ethical leadership are used widely in theory, yet little systematic research has related a sociomoral dimension to leadership in organizations. This study investigated whether managers' moral reasoning (n=132) was associated with the transformational and transactional leadership behaviors they exhibited as perceived by their subordinates (n=407). Managers completed the Defining Issues Test (J. R. Rest, 1990), whereas their subordinates completed the Multifactor Leadership Questionnaire (B. M. Bass & B. J. Avolio, 1995). Analysis of covariance indicated that managers scoring in the highest group of the moral-reasoning distribution exhibited more transformational leadership behaviors than leaders scoring in the lowest group. As expected, there was no relationship between moral-reasoning group and transactional leadership behaviors. Implications for leadership development are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Self-esteem and the diffusion of leadership style.

Neither simple imitation, nor motivational coincidence, is adequate either to explain the frequent, superficial absence of similarities in leadership style across hierarchical levels (leadership climate) or to prescribe the best means for changing the style involved when climate does occur. Self-esteem of the lower-level supervisor is investigated as a mediating variable in this problem, in the context of an organization in which no formal human relations training had taken place. Variables were measured by questionnaires submitted to 17 foremen and their 330 male subordinates in a packaging materials plant. Hypotheses, all confirmed by the data, relate supportiveness of the foreman's supervisor to the foreman's behavior toward his subordinates through the attendant consequences of the foreman's self-esteem. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Diversity and leadership in a changing world.

Scholars of leadership have infrequently addressed the diversity of leaders and followers in terms of culture, gender, race and ethnicity, or sexual orientation. This omission has weakened the ability of research and theory to address some of the most provocative aspects of contemporary leadership, including (a) the limited access of individuals from diverse identity groups to leadership roles; (b) the shaping of leaders’ behavior by their dual identities as leaders and members of gender, racial, ethnic, or other identity groups; and (c) the potential of individuals from groups formerly excluded from leadership roles to provide excellent leadership because of their differences from traditional leaders. In addressing such issues, we argue that the joining of the two bodies of theory and research—one pertaining to leadership and the other to diversity—enriches both domains of knowledge and provides guidelines for optimizing leadership in contemporary organizations and nations. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Accuracy of self-perception and group-perception as related to two leadership roles.

48 members of a coeducational sociology class were rated by their peers as regards "leadership" and "popularity." The top 7 leaders and 5 popular members were compared for accuracy of perception of group status relationships with the following results: popular members were more accurate than leaders in their perception of the popularity of others. There was no difference between leaders and popular group members in accuracy of perception of the leadership status of others. Popular members were more accurate than leaders in their perception of significant group dimensions. Popular group members did not differ from leaders in accuracy of perception of self on personality variables. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

A comparison of generational differences in endorsement of leadership practices with actual leadership skill level.

This study investigated whether managers from different generations considered certain leadership practices important for success in their organization, whether managers were skilled in those leadership practices, and the gap between perceived importance and skill ratings. Data were obtained between January 2008 and April 2009 from practicing American managers from three different generations: baby boomers (n = 3,317), gen Xers (n = 3,303), and millennials (n = 429). Participants were asked which 8 of 16 leadership practices they considered most important for success in their organizations and participants were rated by their boss on their skill level for all 16 practices. Differences among generations in the endorsement of 10 of the 16 leadership practices existed, but an examination of their effect sizes showed small practical significance. The magnitude of the gaps between importance and skill ratings were similar among the generations, with the biggest gaps in leading employees, change management, and building and mending relationships. In summary, managers from different generations are more similar than they are different with regard to the leadership practices they think are important, and how skilled they are at those leadership practices. Gap results have implications that may help managers, organizations, consultants, and practitioners understand what managers of all generations need to focus on for development. In particular, they reveal that leadership development initiatives should focus on how to lead employees better, how to manage change, and how to build and mend relationships at work. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Diversity and leadership.

Comments on the six articles contained in the special issue of the American Psychologist (January 2007) devoted to leadership, written by W. Bennis (see record 2006-23492-002); S. J. Zaccaro (see record 2006-23492-003); V. H. Vroom and A. G. Yago (see record 2006-23492-004); B. J. Avolio (see record 2006-23492-005); R. J. Sternberg (see record 2006-23492-006); and R. J. Hackman and R. Wageman (see record 2006-23492-007). The current authors express concern that the special issue failed to include attention to issues of diversity and intersecting identities as they pertain to leadership. A Special Issue Part II on Diversity and Leadership is being proposed to (a) advance new models of leadership, (b) expand on existing leadership theories, and (c) incorporate diversity and multiple identities in the formulation of more inclusive leadership research and theory. The goal of this special issue will be to revise our theories of leadership and our understanding of effective leadership to include gender, racial/ethnic minority status, sexual orientation, and disability status. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Introduction to the special issue on diversity and leadership.

Theories of leadership have neglected diversity issues. As the population within the United States and in countries throughout the world becomes increasingly diverse, the contexts in which leadership occurs within institutions and communities will also become increasingly diverse. Attention to diversity is not simply about representation of leaders from diverse groups in the ranks of leadership. Attention to diversity means paradigm shifts in our theories of leadership so as to make them inclusive; it means incorporating explanations of how dimensions of diversity shape our understanding of leadership. It means paying attention to the perceptions and expectations of diverse leaders by diverse followers and to how bias influences the exercise of leadership. Although leadership theories have evolved and reflect changing social contexts, they remain silent on issues of equity, diversity, and social justice. Theories of leadership need to be expanded to incorporate diversity if they are to be relevant for the 21st century amidst new social contexts, emerging global concerns, and changing population demographics. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Physical health 25 years later: The predictive ability of neuroticism.

Objective: Neuroticism, a personality trait related to distress and emotional stability, is often correlated with physical symptoms and disease presence. Theorists have posited that chronic emotional instability creates physiological changes detrimental to health, yet most findings are based on cross-sectional analyses. The objective of the current study was to examine neuroticism assessed in 1973 and the likelihood of reporting physical conditions 25 years later. Design: Participants included 21676 adult twins (n = 8143 intact twin pairs) ranging from 15 to 47 years old in 1973 who were assessed again between 1998 and 2002. Main Outcome Measures: Thirteen physical conditions, including chronic fatigue syndrome, ulcers, and coronary heart disease, were selected based on their prior theoretical and empirical links to personality traits. Results: Results indicate that the likelihood of having a physical condition is related to higher levels of prior neuroticism, with some associations attenuated when controlling for familial similarity. Conclusion: Familial influences are most pronounced for conditions most related to systemic pain, suggesting genetic pathways between neuroticism and these pain experiences. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The measurement of leadership in white and Negro women students.

A comparison of personality traits and other characteristics of leaders and non-leaders in two southern colleges for women, Agnes Scott for white and Spelman for Negro students, is made. The materials used are the Good-enough Speed-of-Association Test, the Bernreuter Personality Inventory, and other collateral information. Small, but statistically significant, differences exist between leaders and non-leaders within a college. These differences are "definitely and reliably greater than are the differences between the two races." (PsycINFO Database Record (c) 2010 APA, all rights reserved)