Journal of Leadership Studies最新文献

{"title":"Editor's Notes","authors":"Mark Ludorf","doi":"10.1002/jls.21837","DOIUrl":"https://doi.org/10.1002/jls.21837","url":null,"abstract":"","PeriodicalId":45503,"journal":{"name":"Journal of Leadership Studies","volume":"16 4","pages":"3"},"PeriodicalIF":1.5,"publicationDate":"2023-03-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"50146814","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Surviving Ineffective Leadership with Remarkable Lessons","authors":"Sharon Lassiter","doi":"10.1002/jls.21834","DOIUrl":"10.1002/jls.21834","url":null,"abstract":"","PeriodicalId":45503,"journal":{"name":"Journal of Leadership Studies","volume":"16 4","pages":"25-29"},"PeriodicalIF":1.5,"publicationDate":"2023-03-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46354345","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Toxic Bully Boss: Echoes of American Slavocracy Tactics in Adverse Workplace Leadership Styles","authors":"David Sippio","doi":"10.1002/jls.21831","DOIUrl":"10.1002/jls.21831","url":null,"abstract":"<p>Leadership is essential to making and establishing policies, directing and controlling environments, and influencing people to perform at a high level. Innovation awaits the proper balance of labor and motivation. When employees desire to perform at a high level of efficiency for the organization and are committed to making a living for their families, they should not be subject to abuse, harassment, or workplace stressors. Yet, many workers struggle with leaders who are toxic bully bosses.</p><p>Today's toxic bully boss is reminiscent of the 17th-century American slavocracy leadership tactics. Slaveholders valued the slave body, a source of enforced free labor, but convinced themselves the enslaved person's mental capacity was essentially nonexistent. Slaveholders maintained this mindset to control the laborers toiling in the fields and maintain their focus on agricultural productivity (Morrow, <span>2004</span>). During the slavocracy, the fields were equivalent to today's offices. Notably, working conditions then were forced, while today's workers earn wages for their labor. Workers spend the majority of their waking hours at work. According to Hulin (<span>2002</span>), very few things “…influence … each of us, our families, our children, our values, or our status as much as the choice of a job or occupation” (p. 8). Leadership is at the forefront of decisions and policy implementations (Namie & Namie, <span>2009</span>).</p><p>Leslie (<span>2015</span>) introduced nine tenets for leadership efficacy: “change management, inspiring commitment, taking initiative, building collaborative relationships, leading employees, strategic perspective, strategic planning, participative management, and being a quick learner.” Regardless of the leadership style in the 21st century, Leslie's tenets can help convert a toxic workplace into a productive environment. The following definitions provide clarification about destructive leadership styles.</p><p>Toxic bully bosses may exhibit any of these five distinct leadership styles that are detrimental to successful leader-employee relationships because of the destructive behaviors associated with each one: destructive leadership, tyrannical leadership, derailment leadership, supportive–disloyal leadership, and laissez-faire leadership. These leadership styles have the potential to destroy a person's humanity through the leader's abuse of power by conditioning, controlling, and diminishing the worth of those who work for them.</p><p>In the last 20 years, researchers of the toxic bullying-boss phenomenon, or workplace bullying, have seen a steep increase in the number of studies examining the relationship between workplace bullying and mental health. According to Conway et al. (<span>2021</span>), “Workplace bullying represents a powerful stressor and a severely traumatic experience that may profoundly shatter people's assumptions about themselves and the surrounding world” (para. 1). The effects of the act","PeriodicalId":45503,"journal":{"name":"Journal of Leadership Studies","volume":"16 4","pages":"30-34"},"PeriodicalIF":1.5,"publicationDate":"2023-03-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/jls.21831","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45613842","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"When Leadership Attacks: Stories of Surviving the Worst Bosses","authors":"Lonnie R. Morris, Cynthia M. Sims, Wendy M. Edmonds","doi":"10.1002/jls.21835","DOIUrl":"10.1002/jls.21835","url":null,"abstract":"<p>Inspired by the stories of negative leadership encounters curated in <i>When Leadership Fails</i> (Morris & Edmonds, <span>2021</span>), the current symposium continues the plight to identify, deconstruct, and process leadership at its worst. Leadership from the worst bosses can span the gamut from mere ineffectiveness to extreme unconscionable behavior (Normore & Brooks, <span>2016</span>). It often emanates from self-centered personality traits that trigger indifference, arrogance, intemperance, envy, and greed (Walker & Kutsyuruba, <span>2016</span>). It can include bullying, humiliation, manipulation, deception, and harassment. At times it is abusive in the form of ongoing verbal and nonverbal hostility (Tepper, <span>2000</span>). It may present as unethical leadership when bosses act without a moral compass (Aboyassin & Abood, <span>2013</span>). It can even involve organizational sabotage in the form of absenteeism, deception, or stealing (Einarsen, Aasland, & Skogstad, <span>2007</span>).</p><p>We understand experiences with poor leadership and bad bosses significantly impact individual and organizational outcomes (Aboyassin & Abood, <span>2013</span>). The damage can be long-standing, affecting victims and witnesses even if they move onto new supervisors, departments, or organizations. Bosses and their bad leadership can incite anxiety that increases perceived exposure to negative leadership behaviors going forward and how employees respond to such behavior (Tepper, <span>2000</span>). Employees who endure these experiences are more likely to interpret unfavorable actions as abusive, even if they are not. They may also be more prone to respond negatively to critical actions and decisions.</p><p>The symposium serves as a direct response to calls from Johnson (<span>2018</span>) for leaders to combat evil by stepping out of the shadows, Edmonds (<span>2021</span>) for addressing the dark side of the leadership spectrum and associated consequences, and Klenke (<span>2008</span>) for qualitative documentation of leadership experiences that shape communities, organizations, and nations. In the spirit of Sims & Hughes (<span>2018</span>), we seek to meet the needs of the modern workforce by empowering employees and reimaging approaches to leadership. These stories of surviving bad bosses were deconstructed in the same vein previous works (Carmeli & Sheaffer, <span>2008</span>; Kellerman, <span>2004</span>; Normore & Brooks, <span>2016</span>) unpacked leader failure and bad boss behavior—to promote learning, employee healing, and leader development.</p><p>In the symposium, Dr. Sharon Lassiter reflects on lessons learned from surviving bad bosses in educational leadership. She recounts professional struggles with two different supervisors at opposite ends of the charisma spectrum. She examines how leader ineffectiveness, lack of vision, poor communication, and micromanagement (among other things) provided ","PeriodicalId":45503,"journal":{"name":"Journal of Leadership Studies","volume":"16 4","pages":"22-24"},"PeriodicalIF":1.5,"publicationDate":"2023-03-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/jls.21835","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49663097","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Exploring Subordinates' Perceptions and Experiences with Abusive Leaders in Higher Education: A Qualitative Study","authors":"Comfort O. Okpala","doi":"10.1002/jls.21833","DOIUrl":"10.1002/jls.21833","url":null,"abstract":"<p>Tepper (<span>2000</span>) stated that abusive leaders and supervisors often utilize a variety of hostile verbal and nonverbal behaviors toward their followers and subordinates. Coldwell (<span>2021</span>) identified abusive supervision; authoritarian leadership; narcissism; self-promotion; and unpredictable behavior as five dimensions of a toxic leader. Lipman-Blumen (<span>2005</span>) stated that toxic leaders instill fear, make bad decisions, and assault their followers. Neves and Schyns (<span>2018</span>) posited that top executive leadership teams have failed to hold middle managers accountable for the strategic focus of organizations and the creation of healthy organizational cultures and working environment for their followers. Clifton and Harter (<span>2019</span>) concluded that the failure of organizations to engage their employees is due to ineffective managers and supervisors who are poorly trained and who do not understand the meaning and roles of leaders. Caldwell and Okpala (<span>2022</span>) emphasized that the ability to care, or to lead with passion, has been identified as a leadership quality in today's environment and has been cited as an essential condition for successful organizations.</p><p>Most research on abusive, hard, toxic, petty, and destructive leadership focused on the definition and constructs (Aryee et al., <span>2007</span>; Ashforth, <span>1994</span>, <span>1997</span>; Coldwell, <span>2021</span>; Conger, <span>1990</span>; Dearlove, <span>2003</span>; Frost, <span>2004</span>; Henley, <span>2003</span>; Lipman-Blumen, <span>2005</span>; Tepper, <span>2007</span>). There is no research that focused on exploring the experiences of higher education professionals with abusive leaders. The current research was intended to bridge the research gap by exploring higher education professionals' perceptions and experiences of abusive leaders as well as identifying strategies used to navigate the workplace environment.</p><p>The study was grounded in toxic leadership which has been of interest in recent years for many organizations (Burns, <span>2017</span>; Dyck, <span>2001</span>; Krasikova et al., <span>2013</span>; Lipman-Blumen, <span>2005</span>; Milosevic et al., <span>2019</span>; Padilla et al., <span>2007</span>; Pelletier, <span>2012</span>). Flynn (<span>1999</span>) stated that a toxic leader is one who bullies, threatens, abuses, yells, and belittles followers with poor interpersonal skills. It is a toxic leader who has the goal of promoting themself and bringing others down. Dyck (<span>2001</span>) emphasized that toxic leadership can be costly to organizations in terms of poor employee health, poor performance, high turnover rate, and legal dilemma. Milosevic et al. (<span>2019</span>) defined toxic leaders as those who seek to maintain their leadership position through toxic influential approaches while shielding their own lack of leadership competence. Abusive supervision is closely aligned to t","PeriodicalId":45503,"journal":{"name":"Journal of Leadership Studies","volume":"16 4","pages":"35-40"},"PeriodicalIF":1.5,"publicationDate":"2023-03-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/jls.21833","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45116757","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Lessons Learned from the Pandemic: Syracuse University Women Embraced the Online Pivot in Leadership Education","authors":"Michele G. Wheatly,&nbsp;LaVonda N. Reed,&nbsp;Marie Garland,&nbsp;Candace C. Jackson","doi":"10.1002/jls.21836","DOIUrl":"10.1002/jls.21836","url":null,"abstract":"<p>Women are underrepresented in higher education leadership. Many institutions offer women-only programs to bridge the gap to career advancement. COVID-19 has compounded existing gender inequities and raised concern about long-term setbacks for women. Recognizing the need to equip women to enter the postpandemic talent pool, a Women in Leadership program at Syracuse University rapidly pivoted to online delivery in the 2020–2021 academic year. The current paper reports dramatic increases in offerings, quality, and participation during the online pivot compared to in-person programming the preceding year. The pivot broadened access to women and strengthened their networks for career advancement. Integrated programming for academic and administrative staff reinforced a shared leadership model with the ability to learn during a crisis. Programming was nimbly adjusted using trauma-informed design thinking. Online platforms afforded intensive small group discussions, active learning, access to higher profile presenters, and connection with national leadership opportunities. Rapid growth during the online pivot enabled the initiative to bring its vision into focus. Briefly, the online pivot was embraced by women seeking leadership education. In the rush to return to normal and address gender equity in the talent pool, providers of women-only leadership education should consider online delivery as effectual.</p>","PeriodicalId":45503,"journal":{"name":"Journal of Leadership Studies","volume":"16 4","pages":"46-52"},"PeriodicalIF":1.5,"publicationDate":"2023-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/jls.21836","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42695667","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Silent Voices: Lasting Effects of Toxic Masculinity and Destructive Leadership on Women in Higher Education","authors":"Heidi Marshall","doi":"10.1002/jls.21832","DOIUrl":"10.1002/jls.21832","url":null,"abstract":"&lt;p&gt;&lt;i&gt;Am I reading too much into this?&lt;/i&gt; The voice coming through my headphones had moved the meeting to the next agenda item, but in the Zoom chat window popped out on the center of my monitor, questions about our project were still coming through, and on the secondary screen of my laptop, I had just opened an email message from my Dean, sent while I was still presenting. The email, he wrote, let me know that I had not yet updated the department logo on my Zoom background.&lt;/p&gt;&lt;p&gt;As the meeting moved to matters of logistics and academic operations, the self-doubt began to spiral. Had my Dean not been paying attention to my presentation? Was he supportive of my work? Did he respect me? Why was the logo the focus of his attention as I was presenting? Was I reading too much into it?&lt;/p&gt;&lt;p&gt;The answer to that last question is complicated. From an outside perspective, yes, I was probably reading too much into it. But there is also my reality—the reality that I have trouble quelling my emotions and not letting my mind get the most of me in such situations as the result of lingering psychological distress. According to Schyns and Schilling (&lt;span&gt;2013&lt;/span&gt;), such distress is often the result of having been victim to years of destructive leadership, and I carry this distress with me into each new work dynamic despite years of dedicated self-work to let it go. But undoing a decade of directed toxic leadership, bordering on tyrannical, that stymied not only my career but the careers of multiple women who found themselves in the path of a particularly vengeful leader is not easy, if it is possible at all.&lt;/p&gt;&lt;p&gt;Toxic leaders convey a myriad of characteristics, behaviors, and actions that can contribute to destructive environments, and destructive leadership is the voluntary and intentional acts committed by specific bad or toxic leaders that are perceived by their followers (and others around them) as harmful to both the followers and the organization. It can take many forms, summarized as “a process in which over a longer period of time the activities, experiences and/or relationships of an individual or the members of a group are repeatedly influenced by their supervisor in a way that is perceived as hostile and/or obstructive” (Schyns &amp; Schilling, &lt;span&gt;2013&lt;/span&gt;, p. 141). The intentionality of destructive leadership and the resulting destructive behavior, which can be physical, verbal, or nonverbal, is often directed toward a single individual or follower (Schyns &amp; Schilling, &lt;span&gt;2013&lt;/span&gt;).&lt;/p&gt;&lt;p&gt;Those at the receiving end of this targeted behavior are often left to navigate its fallout or to leave. According to Tepper. (&lt;span&gt;2000&lt;/span&gt;), “Subordinates whose supervisors were more abusive reported higher turnover, less favorable attitudes toward job, life, and organization, greater conflict between work and family life, and greater psychological distress” (p. 186). The consequences of such distress include poor morale, decreased perfo","PeriodicalId":45503,"journal":{"name":"Journal of Leadership Studies","volume":"16 4","pages":"41-45"},"PeriodicalIF":1.5,"publicationDate":"2023-02-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/jls.21832","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45987711","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Shared Leadership, Dynamic Capability, and Effectiveness in Teams: The Case of Korean Firms","authors":"Jeongkoo Yoon,&nbsp;Yejee Jeong,&nbsp;Moonjoo Kim","doi":"10.1002/jls.21830","DOIUrl":"10.1002/jls.21830","url":null,"abstract":"<p>The current research developed a model to explain team effectiveness in Korean firms and theorized how a leader's vertical transformational leadership and members' shared transformational leadership affect team performance and creativity differentially through the mediating process of dynamic capability (i.e., exploitation and exploration). The hypotheses were: (a) the two forms of leadership affect dynamic capability, but the effect of members' shared transformational leadership is greater than that of the leader's vertical transformational leadership; (b) dynamic capability in the team enhances both team performance and creativity; and (c) dynamic capability mediates the effects of the two forms of leadership on team performance and creativity. Testing the hypotheses with 71 teams and 324 members sampled from Korean firms, the current study provided overall support for the hypotheses. Partially supporting the hypothesis, leaders' transformational leadership positively affected the exploitation, but not the exploration. In contrast, members' shared transformational leadership positively affected both dimensions of dynamic capability. Supporting the second hypothesis, the two dimensions of team dynamic capability positively affected both team performance and creativity. Finally, the results supported all mediating effects of leadership on team performance and creativity, except the mediation effect of leaders' transformational leadership on exploration.</p>","PeriodicalId":45503,"journal":{"name":"Journal of Leadership Studies","volume":"16 4","pages":"4-21"},"PeriodicalIF":1.5,"publicationDate":"2023-02-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41345337","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Editor's Notes","authors":"Mark Ludorf","doi":"10.1002/jls.21829","DOIUrl":"https://doi.org/10.1002/jls.21829","url":null,"abstract":"","PeriodicalId":45503,"journal":{"name":"Journal of Leadership Studies","volume":"16 3","pages":"5"},"PeriodicalIF":1.5,"publicationDate":"2022-12-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"137729868","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Transformational Leadership and Sick Leave: A Randomized Controlled Trial","authors":"Tobias Hauth,&nbsp;José M. Peiró,&nbsp;Juan M. Mesa","doi":"10.1002/jls.21828","DOIUrl":"10.1002/jls.21828","url":null,"abstract":"<p>Although prior research has established an association between transformational leadership and sick leave, there is still no clear evidence for a causal relationship between the two constructs. The present study contributes to this quest by developing and evaluating the effectiveness of a transformational leadership intervention in reducing employee sick leave. One hundred and seventeen leaders from two Spanish organizations were randomly assigned to either the intervention (<i>n</i> = 54) or control condition (<i>n</i> = 63). An ANCOVA analysis of 6 months of pre and post-test sick leave data was used to examine the impact of the intervention. Results confirmed the effectiveness of the intervention in reducing total subordinate sick days, sick days due to long-term spells and sick days of younger employees. No significant effect was found for follower sick days due to short-term spells and sick days in older employees. As levels of sick leave rise, an evidence-based and actionable tool is provided for organizations seeking to improve employee health.</p>","PeriodicalId":45503,"journal":{"name":"Journal of Leadership Studies","volume":"16 3","pages":"6-21"},"PeriodicalIF":1.5,"publicationDate":"2022-12-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/jls.21828","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46267941","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}