Leadership Quarterly最新文献_第6页

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

The leader affect revolution reloaded: Toward an integrative framework and a robust science 领导者情感革命重装上阵：建立综合框架和健全科学

IF 7.5 1区管理学

Leadership Quarterly Pub Date : 2024-02-01 DOI: 10.1016/j.leaqua.2023.101756

Bo Shao

{"title":"The leader affect revolution reloaded: Toward an integrative framework and a robust science","authors":"Bo Shao","doi":"10.1016/j.leaqua.2023.101756","DOIUrl":"10.1016/j.leaqua.2023.101756","url":null,"abstract":"<div><p>Along with the affective revolution in organizational behavior research, leadership research has also experienced an affective revolution, resulting in a field of research on the intersection of affect and leadership. Based on the results of a review of 162 articles published in eight top-tier management and leadership journals over three decades (1990–2022), I identify a range of topics on the intersection of leadership and affect, and organize them under an integrative cognitive-affective-behavioral-trait (CAB-T) thematic framework. Although the field appears to be flourishing, it may have built on a shaky foundation, because most of the published empirical studies are flawed by critical issues such as endogeneity and poor research design. For example, only 12 out of 127 empirical articles are possibly without endogeneity issues; 3 out of 32 experiments and 2 out of 11 qualitative studies are considered rigorous against specified criteria. Based on the identified limitations, I provide a future research agenda for a robust field of leader affect research.</p></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"35 1","pages":"Article 101756"},"PeriodicalIF":7.5,"publicationDate":"2024-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S1048984323000826/pdfft?md5=747019a0bcd7f0f0242f389cadb13517&pid=1-s2.0-S1048984323000826-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139110389","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

Call for proposals: The Leadership Quarterly Yearly Review (LQYR) for 2026 征集提案：2026 年《领导力季刊》年刊（LQYR）: 2026 年《领导力季刊》年刊（LQYR）

IF 7.5 1区管理学

Leadership Quarterly Pub Date : 2024-02-01 DOI: 10.1016/j.leaqua.2024.101772

Thomas Fischer (Yearly Review Editor)

引用次数: 0

No access? No problem! Taking stock of unobtrusive measures for executives’ deep-level characteristics 没有访问权限？没问题！盘点针对高管深层次特征的非侵入性措施

IF 7.5 1区管理学

Leadership Quarterly Pub Date : 2024-02-01 DOI: 10.1016/j.leaqua.2023.101754

Samuel H. Matthews , Dawei (David) Wang , Thomas K. Kelemen

引用次数: 0

Network-based approaches to leadership: An organizing framework, review, and recommendations 基于网络的领导方法:组织框架、回顾和建议

IF 7.5 1区管理学

Leadership Quarterly Pub Date : 2024-02-01 DOI: 10.1016/j.leaqua.2023.101753

Cynthia K. Maupin , Gouri Mohan , Anwesha Choudhury , Pratibha Deepak , Fuhe Jin

{"title":"Network-based approaches to leadership: An organizing framework, review, and recommendations","authors":"Cynthia K. Maupin , Gouri Mohan , Anwesha Choudhury , Pratibha Deepak , Fuhe Jin","doi":"10.1016/j.leaqua.2023.101753","DOIUrl":"10.1016/j.leaqua.2023.101753","url":null,"abstract":"<div><p>In this review, we aim to critically evaluate the state of the leadership and networks literature and provide a detailed overview of the various network-based approaches that can be leveraged in leadership research to accomplish three main objectives. First, we introduce an organizing framework that classifies the array of network-based approaches used in addressing leadership questions into two broad categories: descriptive versus predictive network-based approaches. Second, we critically review the leadership literature to assess the degree to which network-based approaches have been employed in leadership investigations, the major topic areas in leadership that have been investigated via a social network lens, and the extent to which network-based approaches have impacted researchers’ abilities to address major empirical challenges in leadership research—namely, the incorporation of multilevel, multisource, contextual, temporal, processual, and causal perspectives of leadership. Finally, we demonstrate the unique capabilities of the network-based approaches by showing how an exemplar topic in leadership investigations—leadership emergence—may be explored from multiple perspectives through the different categories of network-based models. By promoting a better understanding of network-based methodologies and their utilization in leadership research, we pave way for new ways of thinking about and framing leadership research questions.</p></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"35 1","pages":"Article 101753"},"PeriodicalIF":7.5,"publicationDate":"2024-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138438812","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