Leadership Quarterly最新文献_第4页

Early-life experience and political leaders’ policy preference: Evidence from China’s Zhiqing officials 早年经历与政治领导人的政策偏好：来自中国知青官员的证据

IF 9.1 1区管理学

Leadership Quarterly Pub Date : 2024-04-30 DOI: 10.1016/j.leaqua.2024.101796

Renjie Zhao , Shihu Zhong , Jie Chen

{"title":"Early-life experience and political leaders’ policy preference: Evidence from China’s Zhiqing officials","authors":"Renjie Zhao , Shihu Zhong , Jie Chen","doi":"10.1016/j.leaqua.2024.101796","DOIUrl":"10.1016/j.leaqua.2024.101796","url":null,"abstract":"<div><p>By exploiting both the unique institutional setting of the Chinese political system and the quasi-experimental features of a massive nationwide rural rustication movement in China during the 1960–1970s, this paper explores the relationship between leaders’ early-life experiences and their policy preferences. Based on a unique panel data set of 318 regional units from 2003 to 2012, we find that those units are associated with more generous rural welfare programs when governed by <em>zhiqing</em> leaders, who experienced rural rustication during their early adulthood. We further find that this association becomes stronger when leaders spent more time in rustication or rusticated in places that were much worse developmentally than their hometowns. These findings remain consistent after applying various robustness checks and accounting for possible selection biases. We interpret these findings as evidence showing that emotional attachment, cognitive sympathy, deservedness justification and self-efficacy accrued through shared life experiences during the sensitive years of adolescence could have lasting effects in configuring leaders’ late policy preferences when they come into power. Our findings lend support to the argument that a leader’s early-life experience provides useful information to predict this leader’s policy styles.</p></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"35 5","pages":"Article 101796"},"PeriodicalIF":9.1,"publicationDate":"2024-04-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S1048984324000250/pdfft?md5=f56f00cdc548789e2c8fe1f35fbeddd0&pid=1-s2.0-S1048984324000250-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142163837","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

“I want to be the line leader!” Cognitive and social processes in early leader development "我想成为一线领导！"早期领导者发展的认知和社会过程

IF 7.5 1区管理学

Leadership Quarterly Pub Date : 2024-04-01 DOI: 10.1016/j.leaqua.2023.101757

Jessie A. Cannon, Stephen J. Zaccaro, Thalia R. Goldstein

引用次数: 0

New ways of seeing: Four ways you have not thought about Registered Reports yet 新的观察方式你还没有想到的注册报告的四种方式

IF 7.5 1区管理学

Leadership Quarterly Pub Date : 2024-04-01 DOI: 10.1016/j.leaqua.2024.101783

Fabiola H. Gerpott , Roman Briker , George Banks

{"title":"New ways of seeing: Four ways you have not thought about Registered Reports yet","authors":"Fabiola H. Gerpott , Roman Briker , George Banks","doi":"10.1016/j.leaqua.2024.101783","DOIUrl":"10.1016/j.leaqua.2024.101783","url":null,"abstract":"<div><p><em>The Leadership Quarterly</em> has helped as a pioneer in accepting Registered Reports (RRs), a submission format where authors provide the introduction, theory section, and methods of their paper for peer review <em>before</em> data collection. Proud but never satisfied, we aim to further boost the number of suitable RR submissions due to our firm belief in their potential for fostering transparent, high-impact research. To inspire authors to explore diverse data collection strategies and methods beyond experiments and survey-based (replication) studies, this work presents four distinct but equally suitable research formats for RRs: meta-analyses, qualitative research, computational approaches, and field intervention studies. Expanding prior research that has explored and promoted general practices and methodological standards for RRs, we offer unique recommendations for preparing an adequate RR proposal along each of these four RR avenues. Additionally, we provide a table of summary resources for authors, reviewers, and editors looking to engage more with RR. In conclusion, we envision a future where other top-tier journals and funding agencies follow <em>The Leadership Quarterly</em> by embracing the incorporation of RRs as a critical component of their strategic approach.</p></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"35 2","pages":"Article 101783"},"PeriodicalIF":7.5,"publicationDate":"2024-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S1048984324000122/pdfft?md5=2f89a54ec8a2dbadc4f26cc892348222&pid=1-s2.0-S1048984324000122-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140026685","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

Does the vision fit? How change context construal and followers’ regulatory focus influence responses to leader change visions 愿景合适吗？变革背景构想和追随者的监管重点如何影响对领导者变革愿景的反应

IF 7.5 1区管理学

Leadership Quarterly Pub Date : 2024-04-01 DOI: 10.1016/j.leaqua.2023.101718

Jill W. Paine , Kris Byron , E. Tory Higgins

{"title":"Does the vision fit? How change context construal and followers’ regulatory focus influence responses to leader change visions","authors":"Jill W. Paine , Kris Byron , E. Tory Higgins","doi":"10.1016/j.leaqua.2023.101718","DOIUrl":"10.1016/j.leaqua.2023.101718","url":null,"abstract":"<div><p><span>Leaders today must motivate followers to engage in organizational change. Although leader change visions are considered a key motivator, limited research and theory explore how leaders’ use of different change visions influences the extent to which followers are motivated to pursue organizational change goals. Building on issue selling and sensemaking literatures, we offer an expanded typology of leader change visions that more fully represents how leaders can depict the future state of their organization to create a case for change. We further propose a framework that explains </span><em>how</em> and <em>under what conditions</em><span> leader change visions motivate followers—individually and collectively—to support change efforts. To explain how followers respond to change initiatives, we highlight the role of regulatory construal fit—the degree to which leader change visions fit with followers’ understanding of the threats or opportunities facing the organization—and regulatory focus fit—the extent to which leader change visions fit with followers’ goal pursuit focus. In addition to contributing to a fuller understanding of the motivational underpinnings of leader change visions, our framework can help leaders tailor their communication to engage followers in the pursuit of organizational transformation goals.</span></p></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"35 2","pages":"Article 101718"},"PeriodicalIF":7.5,"publicationDate":"2024-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"50165094","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

Seeing with counterfactual lenses: Alternative assumptions at the intersection of leadership and identity 用反事实透镜看问题：领导力与身份交叉点上的另类假设

IF 7.5 1区管理学

Leadership Quarterly Pub Date : 2024-04-01 DOI: 10.1016/j.leaqua.2023.101769

Andrew McBride , Lauren C. Howe , Janaki Gooty , George C. Banks

{"title":"Seeing with counterfactual lenses: Alternative assumptions at the intersection of leadership and identity","authors":"Andrew McBride , Lauren C. Howe , Janaki Gooty , George C. Banks","doi":"10.1016/j.leaqua.2023.101769","DOIUrl":"10.1016/j.leaqua.2023.101769","url":null,"abstract":"<div><p>Two increasingly popular domains of research have made great strides explaining leadership via an identity lens (<span>Haslam et al., 2022</span><span>). These domains focus either on a leader’s own identity or on a leader’s influence in representing and altering the identities of others. Our paper contributes to these areas by highlighting dominant assumptions underlying the literatures and generating counterfactual assumptions in need of systematic exploration. It is important to acknowledge and evaluate assumptions because of the role they play in what we study and how we interpret data. As such, our paper brings existing assumptions to light and generates counterfactuals that are in need of more sustained empirical work. Our work thus sets out to a) expose existing assumptions at the intersection of leadership and identity, b) generate theoretically plausible counterfactual assumptions and c) identify themes tying our counterfactual assumptions together. Together, this paper supports, challenges, and promotes the extension of research applying an identity lens to leadership.</span></p></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"35 2","pages":"Article 101769"},"PeriodicalIF":7.5,"publicationDate":"2024-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139511052","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

A window into your status: Environment-based social class’s effect on virtual leadership 了解您身份的窗口基于环境的社会阶层对虚拟领导力的影响

IF 7.5 1区管理学

Leadership Quarterly Pub Date : 2024-04-01 DOI: 10.1016/j.leaqua.2023.101735

Andrew C. Loignon , Michael A. Johnson , Marlies Veestraeten

{"title":"A window into your status: Environment-based social class’s effect on virtual leadership","authors":"Andrew C. Loignon , Michael A. Johnson , Marlies Veestraeten","doi":"10.1016/j.leaqua.2023.101735","DOIUrl":"10.1016/j.leaqua.2023.101735","url":null,"abstract":"<div><p><span><span>In the wake of the COVID-19 pandemic, videoconferencing has become a prominent aspect of many daily work routines. Despite the benefits of this development, scholars have argued that research should consider how trends that emerged during the pandemic may exacerbate pre-existing inequalities. As such, we draw upon evolutionary signaling theory to examine how videoconferencing technology may inadvertently signal one’s social class position, affect judgments of informal leadership and follower performance, and become mechanisms of inequality in the workforce. Through an initial </span>field study (Study 1), our results suggest that people’s home working environments feature various signals that correspond with their social class position. Our subsequent experimental studies (Studies 2 and 3) and </span><em>meta</em>-analytic summary show that once a window is opened into an employee's home environment, it can lead others to form inferences about their competence, which affects the likelihood that they emerge as a leader and followers’ task performance. Extending evolutionary signaling theory, results show that participants were influenced by the environment-based social class signals even when they knew these were fake, virtual backgrounds. Thus, these subtle environment-based social class signals reflect novel pathways to inequality that likely are relevant as virtual leadership and videoconferencing become part of the “new normal”.</p></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"35 2","pages":"Article 101735"},"PeriodicalIF":7.5,"publicationDate":"2024-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135387584","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

Complementarity in the CEO-CFO interface: The joint influence of CEO and CFO personality and structural power on firm financial leverage 首席执行官与首席财务官之间的互补性：首席执行官和首席财务官的个性与结构性权力对公司财务杠杆的共同影响

IF 7.5 1区管理学

Leadership Quarterly Pub Date : 2024-04-01 DOI: 10.1016/j.leaqua.2023.101711

Joseph S. Harrison , Shavin Malhotra

{"title":"Complementarity in the CEO-CFO interface: The joint influence of CEO and CFO personality and structural power on firm financial leverage","authors":"Joseph S. Harrison , Shavin Malhotra","doi":"10.1016/j.leaqua.2023.101711","DOIUrl":"10.1016/j.leaqua.2023.101711","url":null,"abstract":"<div><p>We integrate a person-role fit perspective with recent research on executive personality to explain how and when personality traits<span> reflecting CEOs’ and CFOs’ potential complementary roles as the firm’s visionary leader (extraversion) and corporate conscience (conscientiousness) interact to influence financial leverage. Using a sample of more than 3000 CEO-CFO dyads of S&P 1500 firms from 1997 to 2017, we show that firms with more (less) extraverted CEOs tend to have higher (lower) levels of financial leverage, but that greater CFO conscientiousness buffers this relationship by encouraging more moderate levels of financial leverage at either level of CEO extraversion. We also find that this interaction is less pronounced when the CEO has greater structural power, but more pronounced when the CFO has greater structural power. Our theory and findings extend leadership research by enhancing our understanding of the roles of personality and power in collective leadership settings, and particularly, in encouraging outcomes that better reflect complementarity in the CEO-CFO interface.</span></p></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"35 2","pages":"Article 101711"},"PeriodicalIF":7.5,"publicationDate":"2024-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"91420755","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

When the going gets tough: Board gender diversity in the wake of a major crisis 艰难时刻：重大危机后的董事会性别多样性

IF 9.1 1区管理学

Leadership Quarterly Pub Date : 2024-03-23 DOI: 10.1016/j.leaqua.2024.101784

Shibashish Mukherjee , Sorin M.S. Krammer

{"title":"When the going gets tough: Board gender diversity in the wake of a major crisis","authors":"Shibashish Mukherjee , Sorin M.S. Krammer","doi":"10.1016/j.leaqua.2024.101784","DOIUrl":"10.1016/j.leaqua.2024.101784","url":null,"abstract":"<div><p>Gender diversity on corporate boards continues to present a significant challenge, exacerbated by significant external disruptions such as financial crises or the recent COVID-19 pandemic. These exogenous shocks pressure organizations to reconcile diversity imperatives with more immediate concerns arising from the crises at hand. Employing elements from gender role and institutional theories, we argue that major exogenous shocks will negatively affect (i.e., reduce) gender diversity in corporate boards. Moreover, we propose that female CEOs and the strength of institutional mechanisms (i.e., quotas and corporate governance codes) will moderate (i.e., weaken) the negative effect of these shocks on board gender diversity. We examine these hypotheses in the context of the last global financial crisis (GFC), employing a panel of 10,181 unique firms across 21 countries between 2000 and 2015. We apply a two-way fixed effect difference-in-difference research design, complemented by an extensive battery of additional analyses to ensure robustness. Our results confirm a substantial decline in board gender diversity following the GFC. However, we do not find empirical support for female CEOs or institutional mechanisms in mitigating these diversity reductions. Following these findings, we propose several implications for research and policy.</p></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"35 5","pages":"Article 101784"},"PeriodicalIF":9.1,"publicationDate":"2024-03-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S1048984324000134/pdfft?md5=eb7a15633a264bb80bbc20c5efcb8a8a&pid=1-s2.0-S1048984324000134-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142163838","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

Ecology, culture and leadership: Theoretical integration and review 生态、文化和领导力：理论整合与回顾

IF 7.5 1区管理学

Leadership Quarterly Pub Date : 2024-02-01 DOI: 10.1016/j.leaqua.2023.101749

Sirio Lonati , Mark Van Vugt

{"title":"Ecology, culture and leadership: Theoretical integration and review","authors":"Sirio Lonati , Mark Van Vugt","doi":"10.1016/j.leaqua.2023.101749","DOIUrl":"10.1016/j.leaqua.2023.101749","url":null,"abstract":"<div><p>Cultural and evolutionary explanations are often seen as rivals in the social sciences. It is therefore not surprising that these perspectives have also communicated little in leadership research so far. Yet, these two fields have many overlooked complementarities, which can be appreciated when examining the role of ecological factors in shaping variations in cultural leadership prototypes (CLPs) – that is, societally shared ideal attributes and behaviors that followers expect from their leaders. In this paper, we integrate and review multidisciplinary research that clarifies these complementarities. First, we discuss how different CLPs might emerge as responses to the specific threats and opportunities provided by the ecology where human groups live. Second, we review research on the link between CLPs, related cultural patterns, and specific ecological factors, ranging from more physical (e.g., climate, diseases) to more social factors (e.g., population density, warfare). Third, we highlight how CLPs might not only be evoked by current ecological conditions but are also culturally transmitted, resulting in potential mismatches between CLPs and present ecologies. Our review shows that a deeper integration of cultural and evolutionary approaches to leadership is needed to understand why variations in CLPs can emerge, and why they persist or change over time.</p></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"35 1","pages":"Article 101749"},"PeriodicalIF":7.5,"publicationDate":"2024-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"50164911","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

Theory in leadership and management 领导与管理理论

IF 7.5 1区管理学

Leadership Quarterly Pub Date : 2024-02-01 DOI: 10.1016/j.leaqua.2023.101736

John Antonakis (Special issue coeditor) , Roberta Dessi (Special issue coeditor) , Thomas Fischer (Special issue coeditor) , Nicolai Foss (Special issue coeditor) , S. Alexander Haslam (Special issue coeditor) , Ola Kvaløy (Special issue coeditor) , Sirio Lonati (Special issue coeditor) , Michael Muthukrishna (Special issue coeditor) , Anja Schöttner (Special issue coeditor)

引用次数: 0