Special issue on leadership falls behind.

A special issue of the American Psychologist (January 2007) was devoted to leadership. The six articles, 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), were written from an "industrial" perspective that places primary emphasis on positional leaders and their actions. Some readers of this series might conclude that the industrial model best explains leadership. It does not. The ecological perspective offers an alternative that deserves consideration. It is time to end the dominance of the industrial perspective. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Leadership and attachment theory.

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 opine that the inclusion of attachment theory in the study of leadership could strengthen leadership theories as a whole. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Asking the wrong questions about leadership.

Comments on the article by R. J. Hackman and R. Wageman (see record 2006-23492-007) which presented some directions for leadership research. Hackman and Wageman organized their article around their five reject-accept questions suggesting new directions. The current author discusses how each of the questions appears far too timid for real progress in sorting out the chaff from the grain, but points out that the Hackman and Wageman article was a critique of five companion articles and made a substantial contribution to the literature. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Asking the right questions about leadership: Discussion and conclusions.

Five questions prompted by the articles in the American Psychologist special issue on leadership (January 2007, Vol. 62, No. 1., see records 2006-23492-001, 2006-23492-002, 2006-23492-003, 2006-23492-004, 2006-23492-005, and 2006-23492-006) suggest some new directions for leadership research: (1) Not do leaders make a difference, but under what conditions does leadership matter? (2) Not what are the traits of leaders, but how do leaders' personal attributes interact with situational properties to shape outcomes? (3) Not do there exist common dimensions on which all leaders can be arrayed, but are good and poor leadership qualitatively different phenomena? (4) Not how do leaders and followers differ, but how can leadership models be reformulated so they treat all system members as both leaders and followers? (5) Not what should be taught in leadership courses, but how can leaders be helped to learn? (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

How leaders really emerge.

Comments on the article by R. J. Hackman and R. Wageman (see record 2006-23492-007) which offered several research questions that should be productive for furthering leadership research. This comment summarizes some recent progress on one of those questions, "Not what are the traits of leaders, but how do leaders' personal attributes interact with situational properties to shape 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)     

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)     

Trust in leadership: Meta-analytic findings and implications for research and practice.

In this study, the authors examined the findings and implications of the research on trust in leadership that has been conducted during the past 4 decades. First, the study provides estimates of the primary relationships between trust in leadership and key outcomes, antecedents, and correlates (k=106). Second, the study explores how specifying the construct with alternative leadership referents (direct leaders vs organizational leadership) and definitions (types of trust) results in systematically different relationships between trust in leadership and outcomes and antecedents. Direct leaders (e.g., supervisors) appear to be a particularly important referent of trust. Last, a theoretical framework is offered to provide parsimony to the expansive literature and to clarify the different perspectives on the construct of trust in leadership and its operation. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Deep-level diversity and leadership.

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 appreciate all authors’ stressing that the glass ceiling still exists, not only for women but for other historically low-power groups as well. We also agree that modern theories of leadership can benefit immensely from increased participation by scholars and practitioners who are not Western, White, upper-class men (Chin, 2010). (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Personality and leadership: A qualitative and quantitative review.

This article provides a qualitative review of the trait perspective in leadership research, followed by a meta-analysis. The authors used the 5-factor model as an organizing framework and meta-analyzed 222 correlations from 73 samples. Overall, the correlations with leadership were Neuroticism=-.24, Extraversion=.31, Openness to Experience=.24, Agreeableness=.08, and Conscientiousness=.28. Results indicated that the relations of Neuroticism, Extraversion, Openness to Experience, and Conscientiousness with leadership generalized in that more than 90% of the individual correlations were greater than 0. Extraversion was the most consistent correlate of leadership across study settings and leadership criteria (leader emergence and leadership effectiveness). Overall, the 5-factor model had a multiple correlation of .48 with leadership, indicating strong support for the leader trait perspective when traits are organized according to the 5-factor model. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Personality characteristics related to leadership behavior in two types of small group situational problems.

Using male United States Air Force Officer Candidate School Ss several hypotheses implied in the "great man" theory of small group leadership were focused on small group behavior and situational testing. "The results… personality traits associated with successful performance in two types of small group activity do not differ in relative importance." (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)     

The effects of leadership style and leadership power upon the inducement of an attitude change.

"The purpose of this study was to determine whether a participatory style of leadership was more effective than a lecture style of leadership in inducing an attitude change when the leader explicitly offered to reward compliance or threatened to punish noncompliance. 35 groups of 4 to 8 pupils in the fifth and sixth grades of a public school met with a leader who tried to change their preferences for comic books. 6 experimental conditions were established… ." Among the results were the findings that both reward and punishment produced more public compliance than the control conditions and that participatory leadership induced more change than lecture leadership when the leader was associated with neutral power or power to reward compliance. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The challenges of leadership in the modern world: Introduction to the special issue.

This article surveys contemporary trends in leadership theory as well as its current status and the social context that has shaped the contours of leadership studies. Emphasis is placed on the urgent need for collaboration among social-neuro-cognitive scientists in order to achieve an integrated theory, and the author points to promising leads for accomplishing this. He also asserts that the 4 major threats to world stability are a nuclear/biological catastrophe, a world-wide pandemic, tribalism, and the leadership of human institutions. Without exemplary leadership, solving the problems stemming from the first 3 threats will be impossible. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Personality-focused coaching for leadership development.

The science of personality measurement in the workplace has developed a great deal in the past 2 decades, and the five-factor model (FFM) is generally recognized as the most notable taxonomy of "normal" personality. Meanwhile, coaching has become a well-established method of one-on-one leadership development in many organizations. Given the research investigating the relationship between the FFM and work-related behavior and performance, including leadership, the authors' aim is to advocate the profiling of personality against the FFM to provide a useful framework for behavioral change in executive coaching. Coaching typically deals with skill deficits, performance problems, change challenges, and issues raised by the executive himself or herself, and a research-based understanding of personality--behavior linkages can provide valuable insights for the coach and coachee and a path forward to a wide range of coaching challenges. (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)     

A systems model of leadership: WICS.

This article reviews a systems model of leadership. According to the model, effective leadership is a synthesis of wisdom, creativity, and intelligence (WICS). It is in large part a decision about how to marshal and deploy these resources. One needs creativity to generate ideas, academic (analytical) intelligence to evaluate whether the ideas are good, practical intelligence to implement the ideas and persuade others of their worth, and wisdom to balance the interests of all stakeholders and to ensure that the actions of the leader seek a common good. The article relates the current model to other extant models of leadership. (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)     

Embracing transformational leadership: Team values and the impact of leader behavior on team performance.

The authors investigated the relationship between transformational leadership behavior and group performance in 218 financial services teams that were branches of a bank in Hong Kong and the United States. Transformational leadership influenced team performance through the mediating effect of team potency. The effect of transformational leadership on team potency was moderated by team power distance and team collectivism, such that higher power distance teams and more collectivistic teams exhibited stronger positive effects of transformational leadership on team potency. The model was supported by data in both Hong Kong and the United States, which suggests a convergence in how teams function in the East and West and highlights the importance of team values. (PsycINFO Database Record (c) 2011 APA, all rights reserved)