Leadership Quarterly最新文献_第7页

Gender stereotypes explain different mental prototypes of male and female leaders 性别刻板印象解释了男性和女性领导者的不同心理原型

IF 7.5 1区管理学

Leadership Quarterly Pub Date : 2022-12-01 DOI: 10.1016/j.leaqua.2021.101578

Miranda Giacomin , Konstantin O. Tskhay , Nicholas O. Rule

{"title":"Gender stereotypes explain different mental prototypes of male and female leaders","authors":"Miranda Giacomin , Konstantin O. Tskhay , Nicholas O. Rule","doi":"10.1016/j.leaqua.2021.101578","DOIUrl":"https://doi.org/10.1016/j.leaqua.2021.101578","url":null,"abstract":"<div><p>Previous research has demonstrated that social stereotypes associated with women's gender can preclude them from leadership positions. It remains unclear whether these stereotypes affect how people perceive male and female leaders, however. To examine people's stereotypes, we extracted their mental representations of male and female leaders and typical men/women (referred to as nonleaders) using reverse correlation. We then asked perceivers to rate these prototypes’ apparent leadership ability and traits related to power and warmth across contexts that represented typically masculine, feminine, or neutral domains. Leaders in a feminine context appeared more leaderlike than nonleaders, but as equally leaderlike in neutral and masculine contexts. Moreover, female leader faces appeared more powerful than female nonleader faces but male leader and nonleader faces appeared equally powerful. Male leaders were perceived as warmer than male nonleaders, however, whereas female leaders and nonleaders were perceived as equally warm. Thus, people’s gender, social stereotypes, and the context in which leaders are judged influence how people conceive of male and female leaders, with counterstereotypical attributes distinguishing leaders within their gender.</p></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"33 6","pages":"Article 101578"},"PeriodicalIF":7.5,"publicationDate":"2022-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90011786","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

Feedback quality and performance in organisations 在组织中反馈质量和绩效

IF 7.5 1区管理学

Leadership Quarterly Pub Date : 2022-12-01 DOI: 10.1016/j.leaqua.2021.101534

Michalis Drouvelis , Paola Paiardini

引用次数: 9

Does leadership still not need emotional intelligence? Continuing “The Great EI Debate” 领导能力仍然不需要情商吗?继续“EI大辩论”

IF 7.5 1区管理学

Leadership Quarterly Pub Date : 2022-12-01 DOI: 10.1016/j.leaqua.2021.101539

Marie T. Dasborough , Neal M. Ashkanasy , Ronald H. Humphrey , P.D. Harms , Marcus Credé , Dustin Wood

{"title":"Does leadership still not need emotional intelligence? Continuing “The Great EI Debate”","authors":"Marie T. Dasborough , Neal M. Ashkanasy , Ronald H. Humphrey , P.D. Harms , Marcus Credé , Dustin Wood","doi":"10.1016/j.leaqua.2021.101539","DOIUrl":"https://doi.org/10.1016/j.leaqua.2021.101539","url":null,"abstract":"<div><p>The study of emotional intelligence (EI) in the field of leadership, and in the organizational sciences in general, has often been characterized by controversy and criticism. But the study of EI has nonetheless persisted by developing new measures and models to address these concerns. In a prior letter exchange by Antonakis, Ashkanasy, and Dasborough (2009), two author teams debated the role of EI in the leadership literature, but also set an agenda for research and reconciliation for the future. The present exchange revisits these arguments using evidence accumulated over the past decade. Specifically, the authors debate not only the evidence for the predictive power of EI for workplace outcomes, but also the validity of EI as a construct, the measurement of EI, and the appropriateness of analytical tests for establishing the value of EI. Although the author teams agree on the value of the study of emotions and the need for rigorous research in this area, they nonetheless propose alternative agendas and priorities for the future. Further, they conclude that the issues identified in this exchange are not unique to the study of EI; but should also serve to inform the study of other personality factors and leadership more broadly.</p></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"33 6","pages":"Article 101539"},"PeriodicalIF":7.5,"publicationDate":"2022-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1016/j.leaqua.2021.101539","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"91711331","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: 15

Is a disease leader attractive? Six tests of whether the COVID-19 pandemic affected follower preferences for attractiveness, health and other traits in political and non-political leaders 疾病领导者有吸引力吗?关于COVID-19大流行是否影响追随者对政治和非政治领导人的吸引力、健康和其他特征的偏好的六项测试

IF 7.5 1区管理学

Leadership Quarterly Pub Date : 2022-12-01 DOI: 10.1016/j.leaqua.2021.101574

Lasse Laustsen , Asmus Leth Olsen

{"title":"Is a disease leader attractive? Six tests of whether the COVID-19 pandemic affected follower preferences for attractiveness, health and other traits in political and non-political leaders","authors":"Lasse Laustsen , Asmus Leth Olsen","doi":"10.1016/j.leaqua.2021.101574","DOIUrl":"10.1016/j.leaqua.2021.101574","url":null,"abstract":"<div><p>Attractive political candidates receive more votes on Election Day compared to their less attractive competitors. One well-cited theoretical account for this attractiveness effect (White et al., 2013) holds that it reflects an adaptive psychological response to disease threats. Voters are predicted to upregulate preferences for attractiveness because it constitutes a cue to health. The global COVID-19 pandemic constitutes an ecologically relevant and realistic setting for further testing this prediction. Here, we report the results from six tests of the prediction based on two large and nationally representative surveys conducted in Denmark (n = 3297) at the outbreak of the pandemic and one year later. Utilizing experimental techniques, validated individual difference measures of perceived disease threat and geographic data on COVID-19 severity, we do not find that disease threats like the COVID-19 pandemic upregulate preferences for attractive and healthy political or non-political leaders. Instead, respondents display heightened preferences for health in socially proximate relations (i.e. colleagues). Moreover, individuals who react aversively to situations involving risks of pathogen transmission (scoring high in Germ Aversion) report higher importance of a wide range of leadership traits, rather than for health and attractiveness in particular. Results are discussed in relation to evolutionary accounts of leadership and followership.</p></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"33 6","pages":"Article 101574"},"PeriodicalIF":7.5,"publicationDate":"2022-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.ncbi.nlm.nih.gov/pmc/articles/PMC8494993/pdf/","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"9223568","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: 1

Leadership with Imperfect Monitoring 监督不完善的领导

IF 7.5 1区管理学

Leadership Quarterly Pub Date : 2022-12-01 DOI: 10.1016/j.leaqua.2021.101589

Gerald Eisenkopf , Christian Walter

{"title":"Leadership with Imperfect Monitoring","authors":"Gerald Eisenkopf , Christian Walter","doi":"10.1016/j.leaqua.2021.101589","DOIUrl":"https://doi.org/10.1016/j.leaqua.2021.101589","url":null,"abstract":"<div><p>This paper provides experimental evidence on how monitoring intensity shapes the impact of leadership instruments like leading-by-example and punishment. The results show that, with low monitoring intensity, neither leading-by-example nor punishment increases cooperation if the leader can already send nonbinding signals about desired behavior. We identify two different reasons for this effect. Regarding leading-by-example, it is the cautiousness of the leader. Leaders are reluctant to recommend cooperative behavior and act accordingly, even though followers are particularly reciprocal in this context. Regarding punishment, it is the level of monitoring that matters. Monitoring of individual follower behavior increases the cooperation of leaders and followers across all treatments, but in particular, if the leader can punish uncooperative behavior. This result implies that monitoring in itself does not have a negative impact on the inclination to cooperate. It suggests that any motivational crowding out effect derives from a leader’s choice of monitoring, as it signals low trust in the followers. The paper concludes with a discussion of the implications.</p></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"33 6","pages":"Article 101589"},"PeriodicalIF":7.5,"publicationDate":"2022-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90124706","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

Virtual charismatic leadership and signaling theory: A prospective meta-analysis in five countries 虚拟魅力型领导与信号理论:五国的前瞻性元分析

IF 7.5 1区管理学

Leadership Quarterly Pub Date : 2022-10-01 DOI: 10.1016/j.leaqua.2021.101541

Brittany A. Ernst , George C. Banks , Andrew C. Loignon , Katherine A. Frear , Courtney E. Williams , Luis M. Arciniega , Roopak K. Gupta , Georg Kodydek , Dilip Subramanian

{"title":"Virtual charismatic leadership and signaling theory: A prospective meta-analysis in five countries","authors":"Brittany A. Ernst , George C. Banks , Andrew C. Loignon , Katherine A. Frear , Courtney E. Williams , Luis M. Arciniega , Roopak K. Gupta , Georg Kodydek , Dilip Subramanian","doi":"10.1016/j.leaqua.2021.101541","DOIUrl":"10.1016/j.leaqua.2021.101541","url":null,"abstract":"<div><p><span>Drawing upon signaling theory, charismatic leadership tactics (CLTs) have been identified as a trainable set of skills. Although organizations rely on technology-mediated communication, the effects of CLTs have not been examined in a virtual context. Preregistered experiments were conducted in face-to-face (Study 1; </span><em>n</em> = 121) and virtual settings (Study 2; <em>n</em> = 128) in the United States. In Study 3, we conducted virtual replications in Austria (<em>n</em> = 134), France (<em>n</em> = 137), India (<em>n</em> = 128), and Mexico (<em>n</em> = 124). Combined with past experiments, the meta-analytic effect of CLTs on performance (Cohen’s <em>d</em> = 0.52 in-person, <em>k</em> = 4; Cohen’s <em>d</em> = 0.21 overall, <em>k</em> = 10) and engagement in an extra-role task (Cohen’s <em>d</em> = 0.19 overall; <em>k</em> = 6) indicate large to moderate effects. Yet, for performance in a virtual context Cohen’s <em>d</em> ranged from −0.25 to 0.17 (Cohen’s <em>d</em> = 0.01 overall; <em>k</em> = 6). Study 4 (<em>n</em> = 129) provided mixed support for signaling theory in a virtual context, linking CLTs to some positive evaluations. We conclude with guidance for future research on charismatic leadership and signaling theory.</p></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"33 5","pages":"Article 101541"},"PeriodicalIF":7.5,"publicationDate":"2022-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1016/j.leaqua.2021.101541","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74482525","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: 13

Opening the black box: Uncovering the leader trait paradigm through machine learning 打开黑盒子:通过机器学习揭示领导者特质范式

IF 7.5 1区管理学

Leadership Quarterly Pub Date : 2022-10-01 DOI: 10.1016/j.leaqua.2021.101515

Brian M. Doornenbal , Brian R. Spisak , Paul A. van der Laken

引用次数: 19

Determining causal relationships in leadership research using Machine Learning: The powerful synergy of experiments and data science 利用机器学习确定领导力研究中的因果关系:实验和数据科学的强大协同作用

IF 7.5 1区管理学

Leadership Quarterly Pub Date : 2022-10-01 DOI: 10.1016/j.leaqua.2020.101426

Allan Lee , Ilke Inceoglu , Oliver Hauser , Michael Greene

引用次数: 15

Effect of charismatic signaling in social media settings: Evidence from TED and Twitter 魅力信号在社交媒体环境中的作用:来自TED和Twitter的证据

IF 7.5 1区管理学

Leadership Quarterly Pub Date : 2022-10-01 DOI: 10.1016/j.leaqua.2020.101476

Benjamin Tur , Jennifer Harstad , John Antonakis

{"title":"Effect of charismatic signaling in social media settings: Evidence from TED and Twitter","authors":"Benjamin Tur , Jennifer Harstad , John Antonakis","doi":"10.1016/j.leaqua.2020.101476","DOIUrl":"10.1016/j.leaqua.2020.101476","url":null,"abstract":"<div><p>Informal leaders in social media currently characterize a large part of political and economic communication on various challenges societies face, whether localized or transborder (e.g., COVID-19 pandemic, global warming). Scholars have theorized that charismatic signaling is effective in informal leadership settings; yet empirical evidence remains scarce in understanding a ubiquitous phenomenon that marks our times and plays an important role in shaping public opinion. In this article, we used two unique data sets extracted from social media to investigate the success of charisma for informal leaders, leaders who signal their beliefs and preferences to others but having no formal authority over them. Social media offers us a standardized medium as well as a natural environment to test our predictions. Using a sample of TED talks and tweets, we coded for objective markers of charisma and found that using more verbal charismatic signals predicted (a) higher views for TED talks as well as higher ratings for the extent to which the talk was found to be inspiring—beyond attractiveness and nonverbal behavior—and (b) more retweets. We discuss the implications of such results for both theory and practice in the media age.</p></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"33 5","pages":"Article 101476"},"PeriodicalIF":7.5,"publicationDate":"2022-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1016/j.leaqua.2020.101476","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49356036","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: 26

Leading teams over time through space: Computational experiments on leadership network archetypes 跨越时空的领导团队:领导网络原型的计算实验

IF 7.5 1区管理学

Leadership Quarterly Pub Date : 2022-10-01 DOI: 10.1016/j.leaqua.2021.101595

Alina Lungeanu, Leslie A. DeChurch, Noshir S. Contractor

{"title":"Leading teams over time through space: Computational experiments on leadership network archetypes","authors":"Alina Lungeanu, Leslie A. DeChurch, Noshir S. Contractor","doi":"10.1016/j.leaqua.2021.101595","DOIUrl":"10.1016/j.leaqua.2021.101595","url":null,"abstract":"<div><p>A key function of team leadership is building and sustaining shared mental models. Topological approaches to leadership identify structural patterns, such as decentralized and shared leadership that empower members to collectively lead themselves toward important goals, but an open question is the particular form of leadership that best promotes team mental models. We explored 8 leadership archetypes using a computational model fit on data from a unique sample of NASA analog space crews. Data from 4, 4-member crews living and working together for 45-days were used to parameterize the model which then accurately predicted mental models for the next set of 4-member crews. The validated model was used to conduct virtual experiments exploring the effects of leadership structures on mental models. We found shared leadership has the largest effect on shared mental models, followed by hierarchical and coordinated leadership. These findings extend shared leadership theory leveraging computational methods to examine leadership archetypes and suggest propositions about how they shape team functioning over time.</p></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"33 5","pages":"Article 101595"},"PeriodicalIF":7.5,"publicationDate":"2022-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73084324","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