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)     

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)     

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)     

Foreword to the special issue on leadership.

The purpose of this special issue is to introduce readers of the American Psychologist to recent theory and research on leadership. The articles are written by some of the leading theorists in the study of leadership and are intended to present an overview of much (although certainly not all) of the field as it exists today. The goal is not to present only the latest findings or cutting-edge research, but rather, to serve as a tutorial providing background that might whet readers' appetites to read more. Some of the major approaches that are covered are trait views, situational views, contingency views, and systems views. The introduction to the articles and the concluding discussion of them are intended to provide original syntheses of the ideas in the main articles but also to go beyond these articles to provide an overview of the original perspectives of the contributors. (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)     

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)     

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-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)     

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)     

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)     

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)     

Exploring the dual-level effects of transformational leadership on followers.

We developed a dual-level transformational leadership scale to measure individual-focused behavior at the individual level and group-focused behavior at the group level, and we validated the scale using a sample of 203 members from 60 work groups in a Canadian company. Results show that individual-focused leadership behavior, at the individual level, was positively related to task performance and personal initiative; group-focused leadership behavior, at the group level, was positively associated with team performance and helping behavior. Implications for leadership theory and practice are offered. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Employee customer orientation in manufacturing organizations: Joint influences of customer proximity and the senior leadership team.

Pursuing a customer-focused strategy in manufacturing organizations requires employees across functions to embrace the importance of understanding customer needs and to align their everyday efforts with the goal of satisfying and retaining customers. Little prior research has examined what factors influence employee customer orientation in manufacturing settings. Drawing on the attraction-selection-attrition model, upper-echelons theory, and contingency theories of leadership, this study investigated the joint influences of functional roles' proximity to external customers and the senior leadership team's customer orientation on employee customer orientation. Hierarchical linear modeling results based on data obtained from 4,299 employees and 403 senior leaders from 42 facilities of a global manufacturer operating in 16 countries revealed that employees occupying customer-contact roles had the highest level of customer orientation, followed by employees occupying production roles, and then by those in support roles. In addition, there was a positive relationship between the senior leadership team's customer orientation and employee customer orientation for all 3 functional roles. The positive relationship between the senior leadership team and employee customer orientation was the strongest for employees in support roles, suggesting that lower levels of proximity to external customers may create a greater need for leadership in developing employees' customer-oriented attitudes. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Special issue on self-determination theory: A Canadian contribution.

A number of theories have been proposed to account for the role of motivation in human functioning. Amongst these theories, self-determination theory (e.g., Deci & Ryan, 1985) has been especially influential. Canadian researchers have played a key role in the development of this important theory. The collection of articles in this special issue concern self-determination theory. Following an introductory article by Deci and Ryan, a total of nine articles appear. These articles review research in a variety of contexts on various important themes, such as work, education, relationships, parenting, health, environmental issues, and psychotherapy. Finally, a concluding article provides some reflection on these articles and proposes directions for future research. As such, this special issue celebrates the role that Canadian researchers have played, and continue to play, in testing and refining this major motivation theory. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

When leaders harass: The impact of target perceptions of organizational leadership and climate on harassment reporting and outcomes.

Using cases of harassment by leaders, the authors examined the effects of target perceptions of leader responses to sexual harassment and whether leader implementation of harassment policies made a difference beyond the impact of the policies themselves. Results showed that women who perceived that leaders made honest efforts to stop harassment felt significantly freer to report harassment, were more satisfied with the complaint process, and reported greater commitment than did those viewing leaders as more harassment tolerant. Different leadership levels had different effects, with hierarchically proximal leaders generally having the greatest impact. Leadership mediated the relationship between organizational policy and outcomes, supporting the view that a key role for leaders is establishing an ethical organizational climate that reinforces formal harassment policies through actions. (PsycINFO Database Record (c) 2010 APA, all rights reserved)