Leadership and the fate of organizations.

This article concerns the real-world importance of leadership for the success or failure of organizations and social institutions. The authors propose conceptualizing leadership and evaluating leaders in terms of the performance of the team or organization for which they are responsible. The authors next offer a taxonomy of the dependent variables used as criteria in leadership studies. A review of research using this taxonomy suggests that the vast empirical literature on leadership may tell us more about the success of individual managerial careers than the success of these people in leading groups, teams, and organizations. The authors then summarize the evidence showing that leaders do indeed affect the performance of organizations--for better or for worse--and conclude by describing the mechanisms through which they do so. (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)     

Leadership development for the postindustrial, postmodern information age.

The requirements for leadership change in contemporary organizations have changed significantly in the past several decades. This article traces the evolution of leadership research in the 20th century and examines the relationship between emerging theory and changes in the organizational structure, work processes and procedures, and talent pools required for organizations to be successful in the postindustrial, postmodern, and information age. Implications for future leadership theory and leadership development are also discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Moving Beyond the Great Leader Model.

This article challenges some fundamental assumptions of the predominant model for leadership in modern organizations. The great leader model is typified by high levels of deference to, and expectations for, the ideas, visions, and values of an individual or small group designated as leaders. A more systems-oriented perspective of leadership that acknowledges that different situations may require very different types of leadership is discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

An ecological perspective on leadership theory, research, and practice.

Current theories of leadership are based mainly on the industrial paradigm emphasizing the preeminence of positional leaders and the machine-like qualities of organizations. Evolutionary and attributional biases tend to reinforce the industrial paradigm. The authors propose an ecological theory of leadership that makes 4 important assertions: (a) Effective leadership processes involve temporary resolutions of a tension between the traditional industrial approach and the neglected ecological approach; (b) specific leaders are less important than they appear because the ecological context is more important than what leaders decide to do; (c) organizations are more adaptive when there is a diversity of genuine input into decision-making processes; and (d) leadership itself is an emergent process arising from the human interactions that make up the organization. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Neutralizing substitutes for leadership theory: Leadership effects and common-source bias.

The purpose of this research was to examine alternative models of substitutes for leadership theory given the general lack of empirical support for the moderating effects postulated by the theory. On this basis, the research posited that the effects of substitutes also could be conceptualized as mediated relations. The research examined moderated and mediated relations for several sets of leader behaviors and substitutes that have been examined in the literature. The research design sampled 49 organizations, with 940 subordinates rating 156 leaders. Results, although generally not supportive of the moderator or mediator hypotheses, essentially demonstrated that leadership matters. The findings also suggest that prior significant effects in substitutes literature may be merely a statistical artifact, resulting from common-source bias. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The Advice and Influence Networks of Transformational Leaders.

Existing transformational leadership research has focused primarily on the behaviors of leaders and their effects on followers. The authors extended this research by examining the social networks of managers who exhibit transformational leadership behaviors. Their focus was on the network of relationships that managers develop and whether they hold key positions in the organization's informal social networks. In a field study using data from 39 managers and 130 nonmanagement employees of 6 organizations, the authors found that managers who score higher on transformational leadership tend to hold more central positions in organizational advice and influence networks. Furthermore, the direct reports of these leaders were also more central in informal organizational networks. These results illuminate one of the ways that managers who exhibit transformational leadership behaviors may exert influence in organizations. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The bright-side and the dark-side of CEO personality: Examining core self-evaluations, narcissism, transformational leadership, and strategic influence.

This article reports on an examination of the relationships between chief executive officer (CEO) personality, transformational and transactional leadership, and multiple strategic outcomes in a sample of 75 CEOs of Major League Baseball organizations over a 100-year period. CEO bright-side personality characteristics (core self-evaluations) were positively related to transformational leadership, whereas dark-side personality characteristics (narcissism) of CEOs were negatively related to contingent reward leadership. In turn, CEO transformational and contingent reward leadership were related to 4 different strategic outcomes, including manager turnover, team winning percentage, fan attendance, and an independent rating of influence. CEO transformational leadership was positively related to ratings of influence, team winning percentage, and fan attendance, whereas contingent reward leadership was negatively related to manager turnover and ratings of influence. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

What We Know About Leadership.

This article reviews the empirical literature on personality, leadership, and organizational effectiveness to make 3 major points. First, leadership is a real and vastly consequential phenomenon, perhaps the single most important issue in the human sciences. Second, leadership is about the performance of teams, groups, and organizations. Good leadership promotes effective team and group performance, which in turn enhances the well-being of the incumbents; bad leadership degrades the quality of life for everyone associated with it. Third, personality predicts leadership--who we are is how we lead--and this information can be used to select future leaders or improve the performance of current incumbents. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Introduction to special issue on defining and measuring character in leadership.

This article introduces the background and need for this special issue of the Consulting Psychology Journal: Practice and Research on “Defining and Measuring Character in Leadership.” The introduction reviews some of the history of the concept of character in leadership, presents the major themes of the special issue, and briefly describes the 6 papers related to 3 models of character in leadership (ethical/virtuous leadership, authentic transformational leadership, and worthy leadership) and the specific elements of integrity, ethics, virtues, and moral potency. The introduction notes that each article in the special issue indicates how character in leadership can be defined, operationalized, and assessed. The implications of each model for the practice of consulting psychology are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Developmental and genetic determinants of leadership role occupancy among women.

The genetic and developmental influences on leadership role occupancy were investigated using a sample of 178 fraternal and 214 identical female twins. Two general developmental factors were identified, one involving formal work experiences and the other a family experiences factor hypothesized to influence whether women move into positions of leadership in organizations. Results indicated that 32% of the variance in leadership role occupancy was associated with heritability. The 2 developmental factors also showed significant correlations with leadership role occupancy. However, after genetic factors were partialed out, only the work experience factor was significantly related to leadership role occupancy. Results are discussed in terms of prior life events and experiences that may trigger leadership development and the limitations of this study. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Are memberships in race, ethnicity, and gender categories merely surface characteristics?

Comments on Deep-level diversity and leadership (see record 2010-24768-017) by Kristen M. Klein and Mo Wang. In the special issue on Diversity and Leadership (April 2010), the authors made a strong case for the importance of diversity in workplace leadership, rejected premature declarations that workplace discrimination is obsolete, and called for leadership theories that acknowledge and promote the value of diversity. We suggest that researchers could better predict and increase leader effectiveness by explicitly addressing deep-level characteristics in theory and practice. By promoting surface-level diversity in leadership opportunities and deep-level similarities in leadership training, it is conceivable that organizations could counter adverse impact in leader selection while also improving organizational outcomes. (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)     

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)     

Leadership: Why gender and culture matter.

For decades, understanding of leadership has been largely based on the results of studies carried out on White men in the United States. We review major theories and models of leadership as they pertain to either gender or culture. We focus on 3 approaches to leadership: trait (including leadership categorization or implicit leadership theory), behavioral (including the two-factor, transformational–transactional leadership, and leader–member exchange models), and contingency (i.e., contingency model of leadership effectiveness and normative decision making). We discuss how dynamics related to either culture or gender (e.g., stereotypes and schemas, ingroup–outgroup interaction, role expectations, power and status differentials) can have an important impact on many aspects of leadership. (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)     

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)     

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)