发布求助
文献互助 智能选刊 最新文献

Leadership Quarterly最新文献

筛选
英文 中文
Exemplifying “Us”: Integrating social identity theory of leadership with cognitive models of categorization 以“我们”为例:领导社会认同理论与分类认知模型的整合
IF 7.5 1区 管理学
Leadership Quarterly Pub Date : 2022-08-01 DOI: 10.1016/j.leaqua.2021.101517
David K. Sewell, Timothy Ballard, Niklas K. Steffens
{"title":"Exemplifying “Us”: Integrating social identity theory of leadership with cognitive models of categorization","authors":"David K. Sewell,&nbsp;Timothy Ballard,&nbsp;Niklas K. Steffens","doi":"10.1016/j.leaqua.2021.101517","DOIUrl":"10.1016/j.leaqua.2021.101517","url":null,"abstract":"<div><p>Identity leadership theorizing suggests that leadership effectiveness derives from a potential leader’s perceived ability to create, embody, promote, and embed a shared group identity. However, little is known about how people integrate this information to form a judgment of a leader. We use cognitive modeling to operationalize leadership judgments as exemplar-and prototype-based categorization processes. Analysis of attribute rating data for 80 highly recognizable Americans revealed that leadership judgments were well-characterized by an exemplar-based model. Judgments were based overwhelmingly on promoting shared collective interests and embedding group identity. The pattern of attribute weightings was consistent for judgments of a general leadership role (i.e., as a competent leader) as well as judgments for a specific leadership role (i.e., as an effective US president). We discuss the implications of these findings for our understanding of identity leadership as well as for integrated social-cognitive models of individuals’ judgements of and responses to leaders.</p></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"33 4","pages":"Article 101517"},"PeriodicalIF":7.5,"publicationDate":"2022-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1016/j.leaqua.2021.101517","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45431921","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: 4
Leader’s morality, prototypicality, and followers’ reactions 领导者的道德、典型和追随者的反应
IF 7.5 1区 管理学
Leadership Quarterly Pub Date : 2022-08-01 DOI: 10.1016/j.leaqua.2021.101596
Valeria Amata Giannella , Stefano Pagliaro , Manuela Barreto
{"title":"Leader’s morality, prototypicality, and followers’ reactions","authors":"Valeria Amata Giannella ,&nbsp;Stefano Pagliaro ,&nbsp;Manuela Barreto","doi":"10.1016/j.leaqua.2021.101596","DOIUrl":"10.1016/j.leaqua.2021.101596","url":null,"abstract":"<div><p>We examine the effects of moral (vs. competent) leadership on followers' leader evaluations and endorsement. In Study 1 (N = 157), followers evaluated a leader more negatively and endorsed them less when they failed on morality than competence. An indirect effect from leader morality to leader evaluation, through perceived group prototypicality emerged, demonstrating the identity-basis of this evaluation. In Studies 2 (N = 150), 3 (N = 297), and 4 (N = 192) participants considered incongruous situations in which the leader failed on morality but succeed on competence, or vice-versa. Followers expressed more negative evaluations and less endorsement of an immoral but competent leader than of a moral but incompetent leader, through group prototypicality. In Study 4, we manipulated group prototypicality. A leader considered prototypical of the group received worse evaluations when they behaved immorally, irrespective of their competence. Results contribute to the understanding of leader-followers dynamics.</p></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"33 4","pages":"Article 101596"},"PeriodicalIF":7.5,"publicationDate":"2022-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76917468","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: 4
Leaders’ influence on collective action: An identity leadership perspective 领导者对集体行动的影响:认同领导的视角
IF 7.5 1区 管理学
Leadership Quarterly Pub Date : 2022-08-01 DOI: 10.1016/j.leaqua.2022.101609
Nonhlanhla Khumalo , Kitty B. Dumont , Sven Waldzus
{"title":"Leaders’ influence on collective action: An identity leadership perspective","authors":"Nonhlanhla Khumalo ,&nbsp;Kitty B. Dumont ,&nbsp;Sven Waldzus","doi":"10.1016/j.leaqua.2022.101609","DOIUrl":"10.1016/j.leaqua.2022.101609","url":null,"abstract":"<div><p>What makes followers act collectively when called upon by their leaders? To answer this question, participants were randomly allocated to leader–follower relationships embedded either in a partisan group or a workgroup context; and the relationship between identity leadership and collective action through ingroup identification (Study 1: N = 293) or both ingroup identification and group-efficacy (Study 2: N = 338) were assessed. Based on the model of identity leadership, we predicted and found that identity leadership was positively related with intentions for collective action when called upon by the leader, both via ingroup identification and belief in group efficacy. As predicted, the social identity process for the effectiveness of identity leadership was more important in partisan groups than in workgroups. The efficacy related process was group context invariant. These results have implications for our understanding of group processes involved in the leadership in collective action.</p></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"33 4","pages":"Article 101609"},"PeriodicalIF":7.5,"publicationDate":"2022-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82340573","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: 2
Leader intention, misconduct and damaged relational follower identity: A moral decision making perspective 领导意图、不当行为与受损的关系型追随者认同:一个道德决策的视角
IF 7.5 1区 管理学
Leadership Quarterly Pub Date : 2022-08-01 DOI: 10.1016/j.leaqua.2020.101425
Phillip M. Jolly , Ksenia O. Krylova , James S. Phillips
{"title":"Leader intention, misconduct and damaged relational follower identity: A moral decision making perspective","authors":"Phillip M. Jolly ,&nbsp;Ksenia O. Krylova ,&nbsp;James S. Phillips","doi":"10.1016/j.leaqua.2020.101425","DOIUrl":"10.1016/j.leaqua.2020.101425","url":null,"abstract":"<div><p>We demonstrate the value of a moral decision making paradigm for investigating the effects of intention and harm on followers' reactions to leaders' wrongdoing. We also introduce damaged relational identity as a mediator of these effects. Participants were assigned to one of four conditions in which intention to harm and harm were manipulated. The study was conducted using a stochastic, incentivized economic game that involved real monetary consequences for the followers. The results indicated that intention to harm was the primary determinant of followers' withdrawal behavior while actual harm had no effect on withdrawal. A desire to punish the offending leader was influenced by both intention and harm. Damaged relational identity mediated the effect of intention on withdrawal behavior and punishment. In contrast, harm's effect on punishment was direct. We hope that our study stimulates additional research on leader misconduct using intention and identification processes as linchpins.</p></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"33 4","pages":"Article 101425"},"PeriodicalIF":7.5,"publicationDate":"2022-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1016/j.leaqua.2020.101425","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87415883","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: 3
How being rooted in the past can shape the future: The role of social identity continuity in the wish for a strong leader 根植于过去如何塑造未来:社会身份的连续性在渴望一个强有力的领导者中的作用
IF 7.5 1区 管理学
Leadership Quarterly Pub Date : 2022-08-01 DOI: 10.1016/j.leaqua.2022.101608
Hema Preya Selvanathan, Charlie R. Crimston, Jolanda Jetten
{"title":"How being rooted in the past can shape the future: The role of social identity continuity in the wish for a strong leader","authors":"Hema Preya Selvanathan,&nbsp;Charlie R. Crimston,&nbsp;Jolanda Jetten","doi":"10.1016/j.leaqua.2022.101608","DOIUrl":"10.1016/j.leaqua.2022.101608","url":null,"abstract":"<div><p>Why do people support strong leaders? We examined the link between social identity continuity – the sense that a nation’s past, present, and future are interconnected – and the wish for a strong national leader. Drawing on a multi-country data set (Study 1:<!--> <em>N</em> = 6112) and a<!--> <!-->sample from Australia (Study 2:<!--> <em>N</em> = 621), Studies 1 and 2 showed that identity continuity was related to increased desire for a strong leader. Studies 3a (UK sample;<!--> <em>N</em> = 293) and 3b (US sample;<!--> <em>N</em> = 294) further showed that desired (not perceived) identity continuity was related to wish for a strong leader, suggesting that the key ingredient is the desire for continuity regardless of the perceived current levels of continuity. These findings suggest that people may want to preserve their national identity as a link to the past to face present and future challenges, even if it means forgoing democratic leadership.</p></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"33 4","pages":"Article 101608"},"PeriodicalIF":7.5,"publicationDate":"2022-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86767814","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: 4
Reconciling identity leadership and leader identity: A dual-identity framework 调和身份领导与领导身份:双重身份框架
IF 7.5 1区 管理学
Leadership Quarterly Pub Date : 2022-08-01 DOI: 10.1016/j.leaqua.2022.101620
S. Alexander Haslam , Amber M. Gaffney , Michael A. Hogg , David E. Rast III , Niklas K. Steffens
{"title":"Reconciling identity leadership and leader identity: A dual-identity framework","authors":"S. Alexander Haslam ,&nbsp;Amber M. Gaffney ,&nbsp;Michael A. Hogg ,&nbsp;David E. Rast III ,&nbsp;Niklas K. Steffens","doi":"10.1016/j.leaqua.2022.101620","DOIUrl":"10.1016/j.leaqua.2022.101620","url":null,"abstract":"<div><p>Research exploring the powerful links between leadership and identity has burgeoned in recent years but cohered around two distinct approaches. Research on <em>identity leadership</em>, the main focus of this special issue, sees leadership as a group process that centers on leaders’ ability to represent, advance, create and embed a social identity that they share with the collectives they lead—a sense of “us as a group”. Research on <em>leader identity</em> sees leadership as a process that is advanced by individuals who have a well-developed personal understanding of themselves as leaders—a sense of “me as a leader”. This article explores the nature and implications of these divergent approaches, focusing on their specification of profiles, processes, pathways, products, and philosophies that have distinct implications for theory and practice. We formalize our observations in a series of propositions and also outline a dual-identity framework with the potential to integrate the two approaches.</p></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"33 4","pages":"Article 101620"},"PeriodicalIF":7.5,"publicationDate":"2022-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"50166711","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
The pandemic that shocked managers across the world: The impact of the COVID-19 crisis on leadership behavior 震惊全球管理者的流行病：COVID-19 危机对领导行为的影响。
IF 9.1 1区 管理学
Leadership Quarterly Pub Date : 2022-06-13 DOI: 10.1016/j.leaqua.2022.101630
{"title":"The pandemic that shocked managers across the world: The impact of the COVID-19 crisis on leadership behavior","authors":"","doi":"10.1016/j.leaqua.2022.101630","DOIUrl":"10.1016/j.leaqua.2022.101630","url":null,"abstract":"<div><p>In March 2020, the COVID-19 virus turned into a pandemic that hit organizations globally. This pandemic qualifies as an exogenous shock. Based on the threat-rigidity hypothesis, we hypothesize that this shock led to an increase in directive leadership behavior. We also argue that this relationship depends on the magnitude of the crisis and on well-learned responses of managers. In our empirical analysis we employ a differences-in-differences design with treatment intensity and focus on the period of the first lockdown, March until June 2020. Using a dataset covering monthly data for almost 27,000 managers across 48 countries and 32 sectors for January 2019 to December 2020, we find support for the threat-rigidity hypothesis. During the first lockdown, directive leadership increased significantly. We also find that this relationship is moderated by COVID-19 deaths per country, the sectoral working from home potential, and the organizational level of management. Our findings provide new evidence how large exogenous shocks like COVID-19 can impact leadership behavior.</p></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"35 5","pages":"Article 101630"},"PeriodicalIF":9.1,"publicationDate":"2022-06-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9189185/pdf/","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"39999630","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
A neuroscience-based model of why and when CEO social values affect investments in corporate social responsibility 一个基于神经科学的模型，解释CEO社会价值观为何以及何时影响企业社会责任投资
IF 7.5 1区 管理学
Leadership Quarterly Pub Date : 2022-06-01 DOI: 10.1016/j.leaqua.2020.101386
Christophe Boone , Tine Buyl , Carolyn H. Declerck , Miha Sajko
{"title":"A neuroscience-based model of why and when CEO social values affect investments in corporate social responsibility","authors":"Christophe Boone ,&nbsp;Tine Buyl ,&nbsp;Carolyn H. Declerck ,&nbsp;Miha Sajko","doi":"10.1016/j.leaqua.2020.101386","DOIUrl":"10.1016/j.leaqua.2020.101386","url":null,"abstract":"<div><p>Why and when do CEOs invest in corporate social responsibility<span><span> (CSR)? We theorize how CEOs' intrinsic motivations – their social values – and the incentivizing context interact to determine the utility they attach to generating collectively beneficial outcomes in decision-making, subsequently manifested in organizations' CSR investments. Based on a review of neuroscience evidence, indicating that social values are associated with distinct patterns of </span>neural activation, we propose that these values are the compass by which CEOs navigate in complex decision environments. For CEOs with other-regarding values, generating collectively beneficial outcomes is part and parcel of their utility function. They are intrinsically motivated to invest in CSR, regardless of context. In contrast, CEOs with self-regarding values derive utility from generating collective benefits only when it is monetarily or socially incentivized. They are extrinsically motivated to invest in CSR when they stand to gain from it personally.</span></p></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"33 3","pages":"Article 101386"},"PeriodicalIF":7.5,"publicationDate":"2022-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1016/j.leaqua.2020.101386","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"54849237","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: 18
Four decades of CEO–TMT interface research: A review inspired by role theory 四十年CEO-TMT界面研究:角色理论启发下的回顾
IF 7.5 1区 管理学
Leadership Quarterly Pub Date : 2022-06-01 DOI: 10.1016/j.leaqua.2019.101354
Dimitrios Georgakakis , Mariano L.M. Heyden , Jana D.R. Oehmichen , Udari I.K. Ekanayake
{"title":"Four decades of CEO–TMT interface research: A review inspired by role theory","authors":"Dimitrios Georgakakis ,&nbsp;Mariano L.M. Heyden ,&nbsp;Jana D.R. Oehmichen ,&nbsp;Udari I.K. Ekanayake","doi":"10.1016/j.leaqua.2019.101354","DOIUrl":"10.1016/j.leaqua.2019.101354","url":null,"abstract":"<div><p>The CEO-TMT interface, defined as the linkage and interaction between the CEO and other top managers, has received increasing attention from scholars in different disciplines. This stream of research aims to unveil how CEOs and other executives interact with one another, influence each other, and become involved in collective activities that shape the fate of organizations. Yet, despite the burgeoning interest in this area, extant CEO-TMT research is characterized by various and disconnected assumptions about the <em>interfacing roles</em> through which CEOs and TMTs exercise strategic leadership. Drawing on <em>role theory</em>, we review extant CEO-TMT interface research in different disciplines, and systematically organize the various CEO-TMT role assumptions into three role-theory specifications: <em>functionalism</em>, <em>social</em>-<em>interactionism</em>, and <em>structuralism</em>. In taking stock of the three role specifications, we provide a critique of the <em>strengths</em> and <em>boundaries</em> of each, and chart directions toward an integrated ‘multi-role’ understanding of the CEO-TMT interface in strategic leadership.</p></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"33 3","pages":"Article 101354"},"PeriodicalIF":7.5,"publicationDate":"2022-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1016/j.leaqua.2019.101354","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79996146","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: 74
What is strategic leadership? Developing a framework for future research 什么是战略领导力？制定未来研究的框架
IF 7.5 1区 管理学
Leadership Quarterly Pub Date : 2022-06-01 DOI: 10.1016/j.leaqua.2019.101353
Mehdi Samimi , Andres Felipe Cortes , Marc H. Anderson , Pol Herrmann
{"title":"What is strategic leadership? Developing a framework for future research","authors":"Mehdi Samimi ,&nbsp;Andres Felipe Cortes ,&nbsp;Marc H. Anderson ,&nbsp;Pol Herrmann","doi":"10.1016/j.leaqua.2019.101353","DOIUrl":"10.1016/j.leaqua.2019.101353","url":null,"abstract":"<div><p>We attempt to bring clarity to the concept of strategic leadership and guide its development by reviewing and synthesizing the existing management literature on how top managers and board directors influence organizations. We propose a new definition of strategic leadership and offer a framework organized around the essential questions of what strategic leadership is, what strategic leaders do, why they do it, and how they do it. To answer these questions, we organize our review around the eight functions strategic leaders serve, the key attributes of strategic leaders, the theories scholars have used to relate these functions and attributes to outcomes, contextual factors, and the organizational outcomes that strategic leaders affect. We identify how strategic leadership research is concentrated in five streams that rarely interact with each other, and offer suggestions for connecting these streams. Our review provides a big picture of what is known about individuals at the top levels of organizations and highlights the key areas where future investigation is essential.</p></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"33 3","pages":"Article 101353"},"PeriodicalIF":7.5,"publicationDate":"2022-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1016/j.leaqua.2019.101353","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41791858","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: 84
首页 上一页
0
×
引用
GB/T 7714-2015
复制
MLA
复制
APA
复制
导出至
BibTeX EndNote RefMan NoteFirst NoteExpress
×
提示
您的信息不完整，为了账户安全，请先补充。
现在去补充
×
提示
您因"违规操作"
具体请查看互助需知
我知道了
×
提示
现在去查看 取消
×
提示
确定
请完成安全验证×
相关产品
×
本文献相关产品
联系我们：info@booksci.cn Book学术提供免费学术资源搜索服务，方便国内外学者检索中英文文献。致力于提供最便捷和优质的服务体验。 Copyright © 2023 布克学术 All rights reserved.
京ICP备2023020795号-1
ghs 京公网安备 11010802042870号
Book学术文献互助
Book学术文献互助群
群 号：604180095
Book学术官方微信