Leadership Quarterly最新文献

{"title":"Dynamics in the heritability of leadership role occupancy: Evidence from a three-wave twin sample","authors":"Christoffer Florczak ,&nbsp;Stig Hebbelstrup Rye Rasmussen ,&nbsp;Ulrich Thy Jensen ,&nbsp;Justin M. Stritch ,&nbsp;Robert Klemmensen","doi":"10.1016/j.leaqua.2024.101838","DOIUrl":"10.1016/j.leaqua.2024.101838","url":null,"abstract":"<div><div>Studies show that genetics matter in who becomes a leader. However, we know little about the dynamic properties of the heritability of leadership emergence or how genetics might interact with environmental conditions to shape leadership emergence. We track leadership role occupancy at three time points among a cohort of 1,079 Danish twin pairs over ten years. Our results suggest that genetics matter less when the cohort is young and increase over time as the cohort grows older. We argue that labor market entry costs coupled with free access to education constrain the effect of genetics in the cohort during early adulthood, suggesting differing effects of the environment on genetic expression as the cohort ages. Sorting based on individual predisposition towards leadership likely strengthens as the cohort grows older and gains labor market experience. This result implies that we should not view the effect of genes on leadership role occupancy as static and that environmental experiences could disproportionately affect critical early leadership advancement. Our study reinforces calls to consider dynamic properties such as gene x environment interactions to advance our broader understanding of leadership’s biology.</div></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"35 6","pages":"Article 101838"},"PeriodicalIF":9.1,"publicationDate":"2024-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142756809","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}

{"title":"Are women strategic leaders more effective during a crisis than men strategic leaders? A causal analysis of the relationship between strategic leader gender and outcomes during the COVID-19 crisis","authors":"William G. Obenauer ,&nbsp;Jost Sieweke ,&nbsp;Nicolas Bastardoz ,&nbsp;Paulo R. Arvate ,&nbsp;Brooke A. Gazdag ,&nbsp;Tanja Hentschel","doi":"10.1016/j.leaqua.2024.101812","DOIUrl":"10.1016/j.leaqua.2024.101812","url":null,"abstract":"<div><div>Extant research has used the COVID-19 pandemic as a context to test the “women leadership advantage during crisis” hypothesis. An influential paper reported that women U.S. governors were associated with fewer COVID-19 deaths. Building on this work, we demonstrate that methodological assumptions play a critical role in our interpretation of findings. First, we conduct a literal replication (Study 1) of the original study to validate our dataset. Second, a series of constructive replications (Studies 2A-D) shows the results rely on methodological assumptions that are not fully supported. Without these assumptions, we find no evidence for the “women leadership advantage during crisis” hypothesis. Third, in two constructive replications focusing on U.S. counties and Brazilian municipalities, we causally test the relationship between strategic leader gender and COVID-19 deaths using a geographic matching design (Study 3A) and a regression discontinuity design (Study 3B). Again, we find no evidence for the “women leadership advantage during crisis” hypothesis. Collectively, we demonstrate that when following the methodological precedent of extant research, we were able to replicate previously identified relationships between gender and leadership outcomes, but after accounting for endogeneity and basic assumptions of linear models, we were no longer able to replicate these effects. In all our constructive replications, we found no significant difference in the effectiveness of women and men strategic leaders in crises.</div></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"35 6","pages":"Article 101812"},"PeriodicalIF":9.1,"publicationDate":"2024-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142756812","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}

{"title":"Exogenous shocks: Definitions, types, and causal identification issues","authors":"Philippe Jacquart,&nbsp;Simone Santoni,&nbsp;Simeon Schudy,&nbsp;Jost Sieweke,&nbsp;Michael Withers","doi":"10.1016/j.leaqua.2024.101823","DOIUrl":"10.1016/j.leaqua.2024.101823","url":null,"abstract":"<div><p>The article systematically explores exogenous shocks in leadership and management research. It introduces a special issue of The Leadership Quarterly emphasizing how naturally occurring events like financial crises, pandemics, and regulatory changes can be used for empirical research. Then, it reviews various conceptualizations and ways of integrating exogenous shocks into empirical strategies. Finally, it categorizes exogenous shocks based on their extent, timescale, and granularity of intervention, highlighting challenges in causal identification.</p></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"35 5","pages":"Article 101823"},"PeriodicalIF":9.1,"publicationDate":"2024-09-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S1048984324000523/pdfft?md5=8d1fa3add5f225dfd5ae34f59efc3598&pid=1-s2.0-S1048984324000523-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142163840","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}

{"title":"Becoming a leader with clipped wings: The role of early-career unemployment scarring on future leadership role occupancy","authors":"Olga Epitropaki ,&nbsp;Panagiotis Avramidis","doi":"10.1016/j.leaqua.2024.101786","DOIUrl":"10.1016/j.leaqua.2024.101786","url":null,"abstract":"<div><p>Whereas the scarring effects of unemployment on future income, health and well-being are well-documented, little is known about its potential role in future leadership emergence and development. Using data from two cohorts of the National Longitudinal Study of Youth (NLSY79 and NLSY97) and drawing from life course theory, we examine the role of employment gaps in emerging adulthood on leadership role occupancy in middle adulthood. Based on a combined sample of 9,915 respondents (NLSY79 N = 5,551; NLSY97 N = 4,567), we find strong and robust support for significant scarring effects of early-career unemployment on individuals’ future chances to occupy leadership positions in work settings. We further examine the moderating role of early life disadvantage (operationalized as family socio-economic status and childhood delinquency) and sex. Based on our main and supplementary analyses, we find some but weak support for these interaction effects. Our results based on complete case analyses support the role of early life disadvantage, showing that individuals from disadvantaged backgrounds experience stronger negative effects on leader role occupancy due to employment gaps in emerging adulthood. They further support the moderating role of sex, showing women to experience more adverse effects. Implications for theory and practice are discussed.</p></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"35 4","pages":"Article 101786"},"PeriodicalIF":9.1,"publicationDate":"2024-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S1048984324000158/pdfft?md5=7c44efb1142c259d2c62ffb66f3d0301&pid=1-s2.0-S1048984324000158-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141939706","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}

{"title":"Effective leadership across economic contexts","authors":"David J. Cooper ,&nbsp;Giovanna d'Adda ,&nbsp;Roberto A. Weber","doi":"10.1016/j.leaqua.2024.101788","DOIUrl":"10.1016/j.leaqua.2024.101788","url":null,"abstract":"<div><p>We use a laboratory experiment to study how leaders affect workers’ productivity across economic incentive contexts. In four-person groups, three group members work on a production task, with a fourth member potentially serving as a leader. We vary the economic context by changing how worker pay is determined as a function of worker outputs, comparing Revenue Sharing, Weak Link or Tournament incentives while holding constant the activity performed by workers and the incentives for leaders. A second treatment varies whether groups have Active Leaders who can exert influence through messages to workers or Passive Supervisors who exert no influence. The average effect of having an Active Leader on group output is large only under Weak Link incentives. Across all incentive contexts, we find a positive correlation between the productivity increase in output produced by an Active Leader and independent ratings of leader quality based on measures from leadership research. The nature of leaders’ communication varies across incentive contexts, with comparisons between workers most common under Tournament incentives and messages about group earnings, which speak to social considerations, most common with Weak Link incentives.</p></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"35 4","pages":"Article 101788"},"PeriodicalIF":9.1,"publicationDate":"2024-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S1048984324000171/pdfft?md5=708a88cfb140009c74ec4b5a4629ba62&pid=1-s2.0-S1048984324000171-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141939707","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}

{"title":"Advancing Organizational Science With Computational Process Theories","authors":"Goran Kuljanin ,&nbsp;Michael T. Braun ,&nbsp;James A. Grand ,&nbsp;Jeffrey D. Olenick ,&nbsp;Georgia T. Chao ,&nbsp;Steve W.J. Kozlowski","doi":"10.1016/j.leaqua.2024.101797","DOIUrl":"10.1016/j.leaqua.2024.101797","url":null,"abstract":"<div><p>Organizational scholars commonly refer to organizations as complex systems unfolding as a function of work processes. Consequently, the direct study of work processes necessitates our attention. However, organizational scholars tend not to study work processes directly. Instead, organizational scholars commonly develop theories about relationships among psychological construct phenomena that indirectly reference people’s affective, behavioral, cognitive, and/or social processes as underlying explanations. Specifically, construct-oriented theories summarize processes in operation across actors, time, and contexts, and thus, provide limited insights into how focal phenomena manifest directly as a function of process operations. Construct theories remain one-step removed from articulating sequences of actions and two-steps removed from describing generative mechanisms responsible for observed actions. By “missing the action,” construct theories offer incomplete explanatory accounts and imprecise interventions. We assert that researchers in organizational science<span><span> can make progress towards addressing these concerns by directing greater attention to developing computational process theories. We begin by presenting a framework for differentiating theories based on their focus (constructs versus processes) and modality (narrative versus computational). We use the framework to contrast narrative<span> construct theories to computational process theories. We then describe key design principles for developing computational process theories and explain those principles using a leadership example. We use simulated data, from the computational process model we develop, to explicitly demonstrate the differences between construct and process thinking. We then discuss how computational process theories advance theory development. We conclude with a discussion of the long-term benefits of computational process theories for </span></span>organizational science.</span></p></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"35 4","pages":"Article 101797"},"PeriodicalIF":9.1,"publicationDate":"2024-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141631645","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}

{"title":"The research transparency index","authors":"Herman Aguinis ,&nbsp;Zhuyi Angelina Li ,&nbsp;Maw Der Foo","doi":"10.1016/j.leaqua.2024.101809","DOIUrl":"10.1016/j.leaqua.2024.101809","url":null,"abstract":"<div><p>Research transparency is critical for credible and trustworthy theory and subsequent practices and policymaking. However, checking for transparency is a laborious and time-consuming task. To facilitate this process, we introduce the <em>Research Transparency Index</em> (RTI v. 1.0). The program, available at <span><span>https://www.hermanaguinis.com</span><svg><path></path></svg></span>, enables users to assess the level of transparency in both unpublished and published manuscripts. RTI provides feedback on the transparency of manuscripts describing quantitative research across key research stages: theory, design, measurement, data analysis, and reporting of results. RTI (a) assists authors in enhancing the transparency of their manuscripts before submitting them to journals and conferences, (b) provides students with guidelines to improve their understanding of research transparency, and (c) provides reviewers and journal editors with a tool to assess manuscripts and offer developmental feedback to authors. RTI saves authors, students, reviewers, and editors time by providing an automated assessment of transparency criteria, which can be updated in the future, given that we make the Python code available. Also, it promotes a culture of transparency, fostering trust and credibility in the scholarly community and among users of the knowledge we produce (e.g., organization and policy decision-makers).</p></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"35 4","pages":"Article 101809"},"PeriodicalIF":9.1,"publicationDate":"2024-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S1048984324000389/pdfft?md5=fed750c7893c32a9cbd948cc35bf0fca&pid=1-s2.0-S1048984324000389-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141904844","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}

{"title":"Female CHRO appointments: A crack in the glass ceiling?","authors":"Toru Yoshikawa ,&nbsp;Daisuke Uchida ,&nbsp;Richard R. Smith","doi":"10.1016/j.leaqua.2024.101799","DOIUrl":"10.1016/j.leaqua.2024.101799","url":null,"abstract":"<div><p><span>Executive succession in conjunction with a gender shift is a key factor for enhancing gender diversity in senior management positions. Although an extensive strategic leadership literature has examined CEO turnover and succession, research is lacking on the succession of top management team (TMT) members or non-CEO executives at the individual level. By focusing on a specific executive position—the chief human resources officer (CHRO)—this study examines how executive succession in conjunction with a gender shift occurs. Although women are underrepresented in TMTs, we observe an increase in the number of women appointed to the role of CHRO. By utilizing social role and </span>social categorization theories, we describe the dynamics of the gender shift in the CHRO position. We find that CHRO succession with a gender shift is not prevalent and that male-to-male or female-to-female successions are more common. However, our results suggest that CEOs’ board positions in a firm with a female CHRO and the industry-level diffusion of female CHROs tend to be negatively associated with male-to-male CHRO successions. Our results highlight how such factors may mitigate the effect of social role perceptions.</p></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"35 4","pages":"Article 101799"},"PeriodicalIF":9.1,"publicationDate":"2024-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141939705","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}

{"title":"Is there a prototype leader look? Evidence from the photos of Chinese local leaders","authors":"Zhenyu M. Wang ,&nbsp;Tao Li ,&nbsp;Rodrigo Praino","doi":"10.1016/j.leaqua.2024.101785","DOIUrl":"10.1016/j.leaqua.2024.101785","url":null,"abstract":"<div><p>Is the tendency to associate leadership effectiveness with a certain physical appearance universal, or is it a byproduct of electoral democracy? This paper reports the first paired-photo study of leaders in a nondemocracy. We first demonstrate that some basic findings of appearance-based leadership scholarship can be generalized to China. Chinese subjects can identify local politicians from their faces with above-chance accuracy. The faces of local political leaders are considered to be more competent, more trustworthy, and more electable than local nonpolitical leaders. We also push further our understanding of the political effects of the physical appearance of public officials by showing that Chinese politicians seem to be able to command obedience when subjects have the option to individually or collectively oppose an unfavorable arrangement. Overall, our evidence seems to suggest that there is a “prototype leader look” that potentially affects authoritarian politics.</p></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"35 4","pages":"Article 101785"},"PeriodicalIF":9.1,"publicationDate":"2024-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141962672","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}

{"title":"Leader and leadership loneliness: A review-based critique and path to future research","authors":"Hodar Lam ,&nbsp;Steffen R. Giessner ,&nbsp;Meir Shemla ,&nbsp;Mirjam D. Werner","doi":"10.1016/j.leaqua.2024.101780","DOIUrl":"10.1016/j.leaqua.2024.101780","url":null,"abstract":"<div><p>Does loneliness matter for leadership? Recent years saw an increase in academic literature trying to answer this question. To evaluate if existing research could support theory and practice of the leader loneliness phenomenon, we reviewed the literature across levels of analysis and research paradigms, including 71 empirical articles. We identified four major conceptual and methodological limitations. First, the conceptual representation of leader loneliness is unclear and often conflates with general loneliness. Therefore, leadership-specific nomological networks are missing in theoretical conceptualizations. Second, the quality of some empirical findings is insufficient to support policy implications based on different research paradigms and levels of analysis have led to some inconsistent and unreconciled conclusions. Specifically, we could identify only two quantitative and three qualitative articles with policy implications. Third, the measurement of leader loneliness is often imprecise: some items are confounded with extroversion-introversion; some others measure the antecedents of loneliness. Fourth, the methodological concerns in prior work hinder the interpretation of many available findings. Specifically, some quantitative studies incur endogeneity issues, lack realism or costly outcomes in laboratory studies, whereas a number of qualitative studies involve research design issues and lack counterfactuals in theorizing. To contribute to better research practices on this timely topic, we offer suggestions for a better definition, improvement areas in measurement, statistical analysis to avoid endogeneity issues, and trustworthy qualitative research.</p></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"35 3","pages":"Article 101780"},"PeriodicalIF":7.5,"publicationDate":"2024-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140026571","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}