Leadership Quarterly最新文献

Commanding corporate narratives: How military-experienced leaders shape corporate communication 指挥企业叙事：有军事经验的领导人如何塑造企业沟通

IF 9.7 1区管理学

Leadership Quarterly Pub Date : 2026-04-01 Epub Date: 2026-01-28 DOI: 10.1016/j.leaqua.2026.101949

Emad Noureldeen , Karim Mahran , Ahmed A. Elamer

{"title":"Commanding corporate narratives: How military-experienced leaders shape corporate communication","authors":"Emad Noureldeen , Karim Mahran , Ahmed A. Elamer","doi":"10.1016/j.leaqua.2026.101949","DOIUrl":"10.1016/j.leaqua.2026.101949","url":null,"abstract":"<div><div>This study explores the enduring influence of military imprints on corporate leaders and their implications for corporate narrative disclosures. Drawing upon insights from imprinting, upper echelons, and strategic leadership theories, we argue that military experiences shape executives’ decision-making and communication styles persistently. Utilizing a dataset of 29,633 firm-year observations from 2010 to 2021, we find that military imprints translate into distinct communication patterns, evident in a positive tone in corporate disclosures. We further explore the relationship within varying ownership structures, identifying contextual factors that modulate this dynamic. Our findings have withstood rigorous tests for robustness, thereby providing additional strength to the credibility of our research. Our findings contribute to the literature on imprinting theory, leadership, and corporate communication, underscoring the multifaceted influence of military experience on executives’ decision-making and disclosure styles. Simultaneously, it imparts pragmatic insights for both corporate leaders and stakeholders alike.</div></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"37 2","pages":"Article 101949"},"PeriodicalIF":9.7,"publicationDate":"2026-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"146049238","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Leadership in layers: An integrative review on skip-level leadership and an agenda for future research 领导的层次：跨跃式领导的综合回顾和未来研究的议程

IF 9.7 1区管理学

Leadership Quarterly Pub Date : 2026-02-01 Epub Date: 2025-11-10 DOI: 10.1016/j.leaqua.2025.101930

Pauline Schilpzand , Randolfh Nerona , Yiqiong Li , Simon Lloyd D. Restubog , Yasin Rofcanin

{"title":"Leadership in layers: An integrative review on skip-level leadership and an agenda for future research","authors":"Pauline Schilpzand , Randolfh Nerona , Yiqiong Li , Simon Lloyd D. Restubog , Yasin Rofcanin","doi":"10.1016/j.leaqua.2025.101930","DOIUrl":"10.1016/j.leaqua.2025.101930","url":null,"abstract":"<div><div>In this integrative review, we spotlight the skip-level leader − an often-overlooked yet highly influential figure in organizations. Although empirical interest in skip-level leaders has grown across disciplines, research to date remains dispersed, inconsistent in conceptualization, and disconnected from the broader organizational literature. To provide a clear and comprehensive understanding of skip-level leaders, we organize our review around four key emergent functions, skip level leaders’: 1) direct relationship with employee outcomes, 2) indirect relationship with employee outcomes via direct supervisors, 3) interactive relationship via skip-level leader attributes, and 4) the relationship of employee attributes with skip-level leader attributes (i.e., upward relationship). We present these functions both graphically and thematically as a roadmap for future research. Importantly, existing scholarship on skip-level leadership research is dominated by non-causal studies, limiting the field’s ability to draw robust causal inferences. We critically evaluate the methodological rigor of this literature, and propose remedies to strengthen future scholarship. By systematically reviewing and synthesizing prior work, we bring greater visibility to skip-level leaders as key actors in leadership science and aim to stimulate deeper inquiry into the diverse ways they shape organizational dynamics.</div></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"37 1","pages":"Article 101930"},"PeriodicalIF":9.7,"publicationDate":"2026-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145492158","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Are women less convincing or perceivers biased? Understanding differential reactions towards men and women’s intentions to exert influence 是女性缺乏说服力还是感知者有偏见？了解对男性和女性施加影响意图的不同反应

IF 9.7 1区管理学

Leadership Quarterly Pub Date : 2026-02-01 Epub Date: 2025-12-10 DOI: 10.1016/j.leaqua.2025.101882

Matthieu Jost , Gwendolin B. Sajons , Marianne Schmid Mast

{"title":"Are women less convincing or perceivers biased? Understanding differential reactions towards men and women’s intentions to exert influence","authors":"Matthieu Jost , Gwendolin B. Sajons , Marianne Schmid Mast","doi":"10.1016/j.leaqua.2025.101882","DOIUrl":"10.1016/j.leaqua.2025.101882","url":null,"abstract":"<div><div>Two important factors for accessing leadership positions are the ability to signal leadership qualities and to be perceived by others as having such qualities. Yet, research shows that women tend to be evaluated less positively when signaling leadership, which can be explained by two mechanisms. First, there may be actual differences in how women and men signal leadership qualities. Second, there may be differences in how women and men are perceived by others when doing so. We tested these two explanations within one setting for the key leadership quality of exerting influence on others. We conducted an experiment with 160 women and 160 men who delivered a speech in which they signaled their ability and intent to perform well in a subsequent real-effort task, with the goal of persuading observers to invest money in their future performance. The speeches (audio and body movements) were transposed onto both women and men avatars. A total of 320 different participants then watched a random subset of six speeches each and made incentivized decisions as to which speaker(s)’ task performance to invest in based on their evaluation of the speeches. Neither actual nor perceived speaker gender predicted speakers’ ability to exert influence in terms of attracting investments. In the context of our study, we thus do not find evidence that women and men differ in their ability to exert influence, or that others are biased towards women when evaluating their speeches.</div></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"37 1","pages":"Article 101882"},"PeriodicalIF":9.7,"publicationDate":"2026-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145712282","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Building actionable theories: The role of causal constructs 建立可操作的理论：因果构念的作用

IF 9.7 1区管理学

Leadership Quarterly Pub Date : 2026-02-01 Epub Date: 2025-12-22 DOI: 10.1016/j.leaqua.2025.101929

Joerg Dietz

{"title":"Building actionable theories: The role of causal constructs","authors":"Joerg Dietz","doi":"10.1016/j.leaqua.2025.101929","DOIUrl":"10.1016/j.leaqua.2025.101929","url":null,"abstract":"<div><div>What makes leadership and management theories practical? Theories are practical to the extent that practitioners can enact proposed cause (X) − effect (Y) relationships. Accordingly, I distinguish three types of practical theories. <em>Manipulate(X) theories</em> give practitioners levers for action. These theories have causal constructs, whose operationalizations’ levels practitioners can set by themselves. For example, in a theory on charismatic leader signals, practitioners can use fewer or more signals. In <em>select(X) theories</em>, practitioners cannot themselves vary a construct’s levels but select the desired level. An example are trait theories of job performance. They inform practitioners at what trait level to select employees. Lastly, in <em>observe(X) theories</em>, practitioners can only measure levels of a causal construct. For example, managers can measure employee trust, but they cannot fix this trust at a certain level. I focus on manipulate(X) theories because they are actionable and rigorous. I discuss criteria for constructs in such theories (e.g., construct unity) and three flaws undermining the development of manipulate(X) theories: (1) the simplification fallacy involves the abstraction of complex phenomena like culture into single constructs, (2) the endogenous-cause problem, when endogenous constructs are treated as exogenous, and (3) construct conflation, the lumping of several constructs under one label.</div></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"37 1","pages":"Article 101929"},"PeriodicalIF":9.7,"publicationDate":"2026-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145813908","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

How does collective leadership emerge? A dual-process theory formalized using agent-based modeling 集体领导是如何产生的？使用基于代理的建模形式化了双过程理论

IF 9.7 1区管理学

Leadership Quarterly Pub Date : 2026-02-01 Epub Date: 2025-11-11 DOI: 10.1016/j.leaqua.2025.101912

Bryan P. Acton , Roseanne J. Foti , Andreas D. Pape , Robert G. Lord

{"title":"How does collective leadership emerge? A dual-process theory formalized using agent-based modeling","authors":"Bryan P. Acton , Roseanne J. Foti , Andreas D. Pape , Robert G. Lord","doi":"10.1016/j.leaqua.2025.101912","DOIUrl":"10.1016/j.leaqua.2025.101912","url":null,"abstract":"<div><div>Collective leadership emergence—how influence patterns naturally form in groups without formal designation—is a fundamental social dynamic. Understanding this interactive process unfolding over time is hindered by theory proliferation, creating disconnected perspectives and fragmented knowledge. To address this, we utilize agent-based modeling (ABM) to develop formal, testable theories of the dynamic “how” and “why” behind emergence. We synthesize literature identifying foundational components: observable Behavioral Acts, distinct Internal Structures guiding behavior, and crucial Contextual Factors. Building on this, we formalize two distinct theoretical frameworks capturing different proposed mechanisms underlying emergence, focusing on how internal structures process information. Using a shared ABM architecture, we systematically compare these frameworks under varying Contextual Factors, specifically environmental uncertainty and resource cost. Simulations reveal that the distinct mechanisms produce divergent leadership patterns whose relative influence varies systematically with context. This finding supports integrating these perspectives into a comprehensive, context-contingent dual-process theory. Our work demonstrates how ABM can overcome theory fragmentation by enabling formalization, comparison, and integration of process theories via explicit modeling of contextual contingencies, offering a nuanced understanding of collective leadership emergence.</div></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"37 1","pages":"Article 101912"},"PeriodicalIF":9.7,"publicationDate":"2026-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145509521","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Leader interpersonal emotion Management: An Input-Process-Output framework and research agenda 领导人际情绪管理：输入-过程-输出架构与研究议程

IF 9.7 1区管理学

Leadership Quarterly Pub Date : 2026-02-01 Epub Date: 2025-11-05 DOI: 10.1016/j.leaqua.2025.101927

Bo Shao

{"title":"Leader interpersonal emotion Management: An Input-Process-Output framework and research agenda","authors":"Bo Shao","doi":"10.1016/j.leaqua.2025.101927","DOIUrl":"10.1016/j.leaqua.2025.101927","url":null,"abstract":"<div><div>Leader interpersonal emotion management (IEM), such as leader humorous behaviors and the provision of emotional support, represents a distinct yet integrative leadership construct that highlights leaders’ deliberate efforts to manage others’ emotions. It extends beyond existing leader behavioral constructs by emphasizing the management of others’ emotions as a fundamental behavioral mechanism underpinning effective leadership. Research on IEM has made notable progress over the past few decades; however, critical limitations remain that hinder further development of the literature. In this article, I clarify the conceptualization of leader IEM as <em>the behavioral processes through which leaders manage the emotions of relevant stakeholders</em> and integrate existing research findings into an input-process-output (IPO) framework. This framework comprises three key components: (a) inputs, which consist of ability, motivation, and opportunity factors; (b) processes, which capture broad strategies and specific tactics organized hierarchically; and (c) outputs, which include both immediate and extended outcomes at multiple levels. I further evaluate methodological rigor and propose directions for future research.</div></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"37 1","pages":"Article 101927"},"PeriodicalIF":9.7,"publicationDate":"2026-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145441938","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Strategic leadership in a non-WEIRD context: An integrative review of strategic leaders in China 非怪异背景下的战略领导：对中国战略领导的综合评价

IF 9.7 1区管理学

Leadership Quarterly Pub Date : 2025-12-01 Epub Date: 2025-11-21 DOI: 10.1016/j.leaqua.2025.101926

Lantao Cao, Sibel Ozgen

{"title":"Strategic leadership in a non-WEIRD context: An integrative review of strategic leaders in China","authors":"Lantao Cao, Sibel Ozgen","doi":"10.1016/j.leaqua.2025.101926","DOIUrl":"10.1016/j.leaqua.2025.101926","url":null,"abstract":"<div><div>Research on Upper Echelons (UE) theory and strategic leadership (SL) has grown substantially. Yet, much of this work remains confined to Western contexts, leaving a gap in understanding how UE theory and SL unfold in non-WEIRD settings—those that are not Western, Educated, Industrialized, Rich, and Democratic. To address this gap, we focus on China, a non-WEIRD context that contrasts sharply with prevailing Western approaches. Drawing on 273 studies, we develop a <em>contextualized strategic leadership framework</em> that advances understanding of the <em>what</em>, <em>how</em>, <em>when</em>, and <em>why</em> of SL in China. To address the <em>what</em> of SL, we introduce a typology of constructs with <em>China-related salience</em> (attributes that gain salience in China), <em>China-related meaning</em> (attributes that acquire additional nuance), and <em>China-related content</em> (attributes shaped by context). We examine the <em>how</em> and <em>when</em> by highlighting China-related contingencies. We assess how primary studies addressed endogeneity, finding that nearly three-fourths engaged with this issue, with considerable variation in their extensiveness. Our study offers several contributions. First, it provides the first contextually integrated SL review that places the national context at the forefront. Second, it extends SL research beyond a Western-centric lens. Finally, it contributes to broader leadership research by responding to calls for greater consideration of context in leadership studies.</div></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"36 6","pages":"Article 101926"},"PeriodicalIF":9.7,"publicationDate":"2025-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145579793","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Gender differences in dishonesty when leaders make decisions on behalf of their team 当领导者代表团队做决定时，不诚实的性别差异

IF 9.7 1区管理学

Leadership Quarterly Pub Date : 2025-12-01 Epub Date: 2025-10-13 DOI: 10.1016/j.leaqua.2025.101910

Kerstin Grosch , Stephan Müller , Holger A. Rau , Lilia Wasserka-Zhurakhovska

引用次数: 0

Changes in top management teams: A review and future research 高层管理团队的变革：回顾与未来研究

IF 9.7 1区管理学

Leadership Quarterly Pub Date : 2025-12-01 Epub Date: 2025-10-21 DOI: 10.1016/j.leaqua.2025.101923

Maximilian Weis

引用次数: 0

Leader risk mitigates the effects of pay inequality on team coordination: An experiment 领导风险减轻薪酬不平等对团队协调的影响：一项实验