Leadership Quarterly最新文献

The business case for demographic diversity in strategic leadership teams: A systematic and critical review of the causal evidence 战略领导团队中人口多样性的商业案例：对因果证据的系统和批判性审查

IF 9.1 1区管理学

Leadership Quarterly Pub Date : 2025-01-01 DOI: 10.1016/j.leaqua.2024.101843

Jost Sieweke , Tanja Hentschel , Brooke A. Gazdag , Levke Henningsen

{"title":"The business case for demographic diversity in strategic leadership teams: A systematic and critical review of the causal evidence","authors":"Jost Sieweke , Tanja Hentschel , Brooke A. Gazdag , Levke Henningsen","doi":"10.1016/j.leaqua.2024.101843","DOIUrl":"10.1016/j.leaqua.2024.101843","url":null,"abstract":"<div><div>Demographic diversity (e.g., gender, age, race, ethnicity) in strategic leadership teams (i.e., boards of directors and top management teams) has received global attention recently. Policymakers have promoted diversity policies by citing the “business case” for diversity that suggests a positive (causal) effect on firm performance. Our focus is twofold: First, we systematically evaluate the methodological rigor of 64 studies on the relationship between strategic leadership team demographic diversity and firm performance (1994–2023) from Financial Times (FT) 50 journals, finding that ca. 70 percent show implausible causal effects, ca. 20 percent lack sufficient information, and only 11 percent (N = 7) demonstrate plausible causal effects. Second, we synthesize research findings of the seven studies. The five studies on gender diversity yield mixed results: some report positive or negative effects, whereas the majority finds no effects on firm performance. Regarding ancestral and genetic diversity, the studies support the business case argument. Overall, our review provides three key insights: (1) a critical evaluation of the causal evidence regarding the business case for demographic diversity in strategic leadership teams, (2) a synthesis of the research findings by focusing on rigorously conducted studies, and (3) hands-on recommendations for refining future approaches for causal research.</div></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"36 1","pages":"Article 101843"},"PeriodicalIF":9.1,"publicationDate":"2025-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142758706","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Building foundations for explanatory theory and causally trustworthy evidence-based leadership 为解释性理论和因果可信的循证领导奠定基础

IF 9.1 1区管理学

Leadership Quarterly Pub Date : 2025-01-01 DOI: 10.1016/j.leaqua.2024.101861

Thomas Fischer

引用次数: 0

Well-being of formal leaders: A critical and interdisciplinary review of predictors shaping leader well-being

IF 9.1 1区管理学

Leadership Quarterly Pub Date : 2025-01-01 DOI: 10.1016/j.leaqua.2024.101842

Burak Oc , Kraivin Chintakananda

{"title":"Well-being of formal leaders: A critical and interdisciplinary review of predictors shaping leader well-being","authors":"Burak Oc , Kraivin Chintakananda","doi":"10.1016/j.leaqua.2024.101842","DOIUrl":"10.1016/j.leaqua.2024.101842","url":null,"abstract":"<div><div>Holding a formal leadership role is often idealized, motivating individuals to pursue such positions for independence and success. However, recent reports highlight significant challenges faced by leaders, particularly during as well as after the COVID-19 pandemic, including increased work demands and reduced well-being. This review takes a critical stance and examines whether formal leaders bear a well-being cost. Using <span><span>Bronfenbrenner’s (1979)</span></span> ecological systems framework, we categorize predictors of leader well-being, discuss dominant theoretical frameworks explaining the most frequently studied relationships, and identify theoretical gaps in the existing literature. Following this, we identify internal validity issues affecting the interpretation of existing research. Our findings reveal significant validity concerns and a reliance on single-study, non-experimental designs, compromising the reliability of results. We offer theoretical and methodological recommendations for future research and emphasize the need for interventions to enhance leader well-being amidst increasing role demands. By synthesizing existing knowledge, our review aims to be a valuable resource for leadership scholars and practitioners, fostering interdisciplinary insights and encouraging further research on leader well-being in diverse contexts.</div></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"36 1","pages":"Article 101842"},"PeriodicalIF":9.1,"publicationDate":"2025-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143151252","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

Effects of women on corporate boards: An integrative review from a political capital perspective 妇女在公司董事会中的影响：从政治资本的角度进行综合评述

IF 9.1 1区管理学

Leadership Quarterly Pub Date : 2025-01-01 DOI: 10.1016/j.leaqua.2024.101841

Yang Yang , Alison M. Konrad

{"title":"Effects of women on corporate boards: An integrative review from a political capital perspective","authors":"Yang Yang , Alison M. Konrad","doi":"10.1016/j.leaqua.2024.101841","DOIUrl":"10.1016/j.leaqua.2024.101841","url":null,"abstract":"<div><div>This research synthesizes the literature that investigated the influence of WOCB on various firm outcomes. We organize our review around the meaning of WOCB, the sources of WOCB influence, the outcomes of WOCB impact, and contextual factors. In general, 503 articles with 558 predominantly panel studies show that the relationships of WOCB to various outcomes (particularly corporate social responsibility, firm transparency and gender equity) are beneficial but varied. Integrating prior views, we provide a framework leveraging political capital and board capital perspectives. The framework centers focus on the power and influence of WOCB, and distinguishes the sources of power from the exercise of power, board functions from organizational outcomes, and capital valuation contingencies from incentives to engage in board roles. Studies measuring political capital, which we identify as sources of WOCB’s influence, document the beneficial associations of a critical mass of 30–33% women, assigning women to board committees and women’s enhanced power resulting from multiple directorships and knowledge capital. Studies examining contextual factors show that societal gender equity, the presence of women in top management, and WOCB’s independence strengthen WOCB’s correlations with beneficial outcomes. These features facilitate interpretation of the mixed findings, identify limitations, and suggest directions for future research.</div></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"36 1","pages":"Article 101841"},"PeriodicalIF":9.1,"publicationDate":"2025-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142665607","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Effect size benchmarks: Time for a causal renaissance 效应大小基准：是时候进行因果复兴了

IF 9.1 1区管理学

Leadership Quarterly Pub Date : 2025-01-01 DOI: 10.1016/j.leaqua.2024.101855

Paul Amari , George Banks , Leah Bourque , Holly Holladay , Ernest O’Boyle

{"title":"Effect size benchmarks: Time for a causal renaissance","authors":"Paul Amari , George Banks , Leah Bourque , Holly Holladay , Ernest O’Boyle","doi":"10.1016/j.leaqua.2024.101855","DOIUrl":"10.1016/j.leaqua.2024.101855","url":null,"abstract":"<div><div>Effect size benchmarks guide theory, aid in interpreting practical significance, and help gauge scientific progress. However, effect size benchmarks derived from correlations typically violate the definition of an “effect” because they do not capture a singular causal relationship and instead represent an ambiguous amalgamation of additive, multiplicative, and interactive causes. Therefore, correlational benchmarks can be highly misleading to the point of threatening the very livelihood of society at large by misinforming policy and decision-making. To highlight these issues and demonstrate a more productive path forward, we begin by reviewing the four key challenges in creating effect size benchmarks and establishing evidence of causal inference strength. We then illustrate the limitations and opportunities in current practice through a systematic review of the leadership literature that highlights four themes related to causally identified effect sizes. We conclude this work with a blueprint that provides a meaningful redirection of the conversation so that future meta-analytic studies can provide accurate, specific, and unconfounded effect size benchmarks to achieve a more robust and cumulative science.</div></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"36 1","pages":"Article 101855"},"PeriodicalIF":9.1,"publicationDate":"2025-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142968128","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

Racial minorities in strategic leadership: An integrative literature review and future research roadmap

IF 9.1 1区管理学

Leadership Quarterly Pub Date : 2025-01-01 DOI: 10.1016/j.leaqua.2024.101840

Yangyang Zhang , Ann Mooney , Sibel Ozgen

{"title":"Racial minorities in strategic leadership: An integrative literature review and future research roadmap","authors":"Yangyang Zhang , Ann Mooney , Sibel Ozgen","doi":"10.1016/j.leaqua.2024.101840","DOIUrl":"10.1016/j.leaqua.2024.101840","url":null,"abstract":"<div><div>Bolstered by their slow but increasing representation, racial minority strategic leaders have started to capture significant research attention across disciplines. We review this emergent literature, synthesizing and integrating the research progress to date across the 147 articles we identified. Our review highlights a range of factors that have been found to influence racial minority representation in strategic leadership positions, including factors at the firm, board, individual, and environmental levels. We also summarize how such representation has been found to affect firm outcomes (e.g., firm performance, innovation) as well as the careers of the racial minority leaders (e.g., compensation, promotion). Despite the many advances made in the literature, we assert that the research on racial minority strategic leadership is at a critical juncture. Specifically, we call attention to three major challenges that may threaten research contributions if not addressed: (1) strengthening methodology – constructs, measurement, and analyses, (2) fortifying theoretical underpinnings, and (3) strengthening generalizability of research findings with a deeper consideration of context. Finally, we offer a roadmap for future research, including insights for addressing the three challenges we identified and suggestions for new and broader research directions that we believe will meaningfully advance the field.</div></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"36 1","pages":"Article 101840"},"PeriodicalIF":9.1,"publicationDate":"2025-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143151254","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Charisma is a costly signal 魅力是一个代价高昂的信号

IF 9.1 1区管理学

Leadership Quarterly Pub Date : 2024-12-01 DOI: 10.1016/j.leaqua.2024.101810

Vita Akstinaite , Ulrich Thy Jensen , Michalis Vlachos , Alexis Erne , John Antonakis

{"title":"Charisma is a costly signal","authors":"Vita Akstinaite , Ulrich Thy Jensen , Michalis Vlachos , Alexis Erne , John Antonakis","doi":"10.1016/j.leaqua.2024.101810","DOIUrl":"10.1016/j.leaqua.2024.101810","url":null,"abstract":"<div><div>A key assumption in modern conceptualizations of charisma is that it is a costly signal. It thus should be easier for intelligent individuals to produce this signal: it requires one to be creative, communicate in symbolic ways, have the needed expertise, and be consistent in one’s values and actions. At this time, it is unclear whether this assumption holds. Using data from an incentivized laboratory experiment (<em>n</em> = 1,998 general population) and two field settings (<em>n</em> = 134 public service leaders and <em>n</em> = 41 U.S. presidents), we show that individuals’s charisma signaling scores strongly correlate with their scores on intelligence. A change of a standard deviation in intelligence was associated with changes in charisma signaling of 7.89 % (Study 1), 11.01 % (Study 2), as well as 5.70 %, 6.80 %, and 12.23 % (Study 3), respectively. In addition, Studies 1 and 2 showed that scores on personality dimensions—whether the big five or the big six—do not correlate with charisma signaling. Our results lay the foundations for explaining a mechanism for why charisma signaling is a potent motivational tool and thus have important theoretical and policy implications.</div></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"35 6","pages":"Article 101810"},"PeriodicalIF":9.1,"publicationDate":"2024-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142756808","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

Do followers mind the pay gap? An experimental test of the impact of the vertical pay gap on leader effectiveness 追随者介意薪酬差距吗？纵向薪酬差距对领导者效率影响的实验测试

IF 9.1 1区管理学

Leadership Quarterly Pub Date : 2024-12-01 DOI: 10.1016/j.leaqua.2024.101811

Kim Peters , Miguel A. Fonseca , Niklas K. Steffens , Oliver P. Hauser

{"title":"Do followers mind the pay gap? An experimental test of the impact of the vertical pay gap on leader effectiveness","authors":"Kim Peters , Miguel A. Fonseca , Niklas K. Steffens , Oliver P. Hauser","doi":"10.1016/j.leaqua.2024.101811","DOIUrl":"10.1016/j.leaqua.2024.101811","url":null,"abstract":"<div><div>The pay gap between those in leadership positions and other organisational members has risen markedly over the last five decades. There is evidence that this gap may undermine subordinate identification with and evaluation of the organisation and its leaders. To date, however, there is limited evidence that this gap affects related subordinate behaviour, including their willingness to follow their leader’s commands and work for the organisational public good. To address this, we ran two pre-registered experiments (Study 1: <em>N</em> = 318; Study 2: <em>N</em> = 327) that examined participants’ real effort behaviour in temporary ‘organisations’ with a small or large leader-worker pay gap. We varied whether this pay gap was exogenously determined (Study 1), or endogenously chosen by the leader (Study 2). In both studies, workers in large (versus small) pay gap organisations were less likely to identify with their leader and organisation and reported poorer affective well-being. They were also less willing, at least initially, to follow their leader’s commands. When the size of the pay gap was endogenously chosen by the leader, workers in large (versus small) gap organisations reduced their contributions to the public good. We discuss implications for organisational leadership and performance.</div></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"35 6","pages":"Article 101811"},"PeriodicalIF":9.1,"publicationDate":"2024-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141768937","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Gender and evaluations of leadership behaviors: A meta-analytic review of 50 years of research 性别与领导行为的评估：50年研究的元分析回顾

IF 9.1 1区管理学

Leadership Quarterly Pub Date : 2024-12-01 DOI: 10.1016/j.leaqua.2024.101822

Samantha C. Paustian-Underdahl , Caitlin E. Smith Sockbeson , Alison V. Hall , Cynthia Saldanha Halliday

{"title":"Gender and evaluations of leadership behaviors: A meta-analytic review of 50 years of research","authors":"Samantha C. Paustian-Underdahl , Caitlin E. Smith Sockbeson , Alison V. Hall , Cynthia Saldanha Halliday","doi":"10.1016/j.leaqua.2024.101822","DOIUrl":"10.1016/j.leaqua.2024.101822","url":null,"abstract":"<div><div>As more women have entered the managerial ranks, discussion about differences between men’s and women’s leadership behaviors have persisted. The current study reviews and analyzes 50 years of research to examine gender differences in evaluations of their leadership behaviors. Across 13 new meta-analyses using data from 1970 to 2020, we examine evaluations of leadership behaviors that vary across two dimensions: communal-agentic and effective-ineffective, including: democratic/participative, relationship-oriented/consideration, idealized influence, individualized consideration, intellectual stimulation, ethical/moral, autocratic/directive, task-oriented/initiating structure, contingent reward, MBE-active, inspirational motivation, MBE-passive, and laissez-faire. The meta-analytic results suggest that women are seen as engaging in more effective agentic and communal leadership behaviors, compared to men, while men are seen as engaging in less effective and more passive leadership behavior, compared to women. Relying on social role theory and arguments from the double standards of competence literature, we also examine whether the relationship between gender and evaluations of leadership behaviors differs across time and levels of leadership. Interestingly, only one primary study across all our analyses utilized an objective instead of a subjective measure of leader behavior, underscoring the imperative for more objective assessments in the future. Practical implications and future research directions are also discussed. All supplemental material can be found at: <span><span>https://osf.io/enm3d/?view_only=ea99d34911284304a4b2bf61079d5ecd</span><svg><path></path></svg></span>.</div></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"35 6","pages":"Article 101822"},"PeriodicalIF":9.1,"publicationDate":"2024-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142756811","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

Women in academic publishing: Descriptive trends from authors to editors across 33 years of management science 学术出版中的女性：从作者到编辑33年管理科学的描述趋势

IF 9.1 1区管理学

Leadership Quarterly Pub Date : 2024-12-01 DOI: 10.1016/j.leaqua.2024.101814

Brooke A. Gazdag , Jamie L. Gloor , Cécile Emery , Sebastian A. Tideman-Frappart , Eugenia Bajet Mestre

{"title":"Women in academic publishing: Descriptive trends from authors to editors across 33 years of management science","authors":"Brooke A. Gazdag , Jamie L. Gloor , Cécile Emery , Sebastian A. Tideman-Frappart , Eugenia Bajet Mestre","doi":"10.1016/j.leaqua.2024.101814","DOIUrl":"10.1016/j.leaqua.2024.101814","url":null,"abstract":"<div><div>Traditionally, leadership scholars often study snapshots of leaders in organizations. However, academic publishing offers a unique, more controlled context to study leadership with implications for leadership scholars and scholarship. Hence, we present a descriptive overview of women’s representation across 33 years in 11 top management journals across levels of leaders in academic publishing (i.e., editors, associate editors, and editorial board members) and authors. To do so, we curated an archival dataset tracking women’s representation over time and across these four levels (i.e., 21,510 authors and 4,173 leaders) with 51,360 data entries for the authors and 320,545 for the leaders. Overall, women’s representation increased over time, which was explained by simple time trend effects. Only 32 of 135 editors were women (i.e., 23.7 %), and the share of women associate editors showed particularly drastic fluctuations. We did not observe a “leaky pipeline” except from the associate editor to editor step, as well as notable fluctuations—particularly after new editor appointments—and between journals. We discuss the influential roles editors and publishers have on women’s representation in academic publishing and science more broadly as well as implications for future research and policy.</div></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"35 6","pages":"Article 101814"},"PeriodicalIF":9.1,"publicationDate":"2024-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142756906","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