Journal of Leadership & Organizational Studies最新文献

Does Leaders’ Impression Management Help or Hurt? It Depends on the Perspective of the Follower 领导者的印象管理是有益还是有害？取决于追随者的视角

IF 4.8 3区管理学

Journal of Leadership & Organizational Studies Pub Date : 2024-08-12 DOI: 10.1177/15480518241273322

Haeseen Park, Hannes Leroy, Lisa Dragoni, Tony Simons, Seokhwa Yun

{"title":"Does Leaders’ Impression Management Help or Hurt? It Depends on the Perspective of the Follower","authors":"Haeseen Park, Hannes Leroy, Lisa Dragoni, Tony Simons, Seokhwa Yun","doi":"10.1177/15480518241273322","DOIUrl":"https://doi.org/10.1177/15480518241273322","url":null,"abstract":"To contribute to the debate on whether leaders’ use of impression management is helpful or not, we examine the role of follower perceptions. We argue that followers who share a similar perspective as their leader about the value of impression management, as evidenced by their own use of these behaviors, come to identify with their leader and see them as having greater consistency between their words and actions, even though leaders’ impression management likely creates noticeable word-deed misalignments. In turn, the greater word-deed consistency attributed to the leader, also known as behavioral integrity, helps followers perform better. Our empirical test of these ideas confirms our reasoning and includes a multi-source field study with 89 triads of Korean managers, associate managers, and employees, a construct validation study with multi-source data (employees N = 160; manager N = 149), and an experimental study involving 189 American employees. Specifically, we found that leaders' use of impression management positively relates to followers’ attributions of their leaders' behavioral integrity which boosts follower performance but only for those followers who also engage in impression management. We confirm that when both followers and leaders engage in impression management, followers identify with their leader and thus view them as having behavioral integrity. These results demonstrate robustness across different research methodologies, different measures and tactics of impression management, and populations. We discuss the implications of this research to the fields of leadership, impression management and behavioral integrity.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":null,"pages":null},"PeriodicalIF":4.8,"publicationDate":"2024-08-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142211712","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"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

Licensed to Misbehave? Leader Decisiveness Given Follower's Competence and Misconduct 获准行为不当？领导者在下属能力和不当行为面前的果断性

IF 4.8 3区管理学

Journal of Leadership & Organizational Studies Pub Date : 2024-08-02 DOI: 10.1177/15480518241266902

Lincoln Jisuvei Sungu, Qingxiong (Derek) Weng

{"title":"Licensed to Misbehave? Leader Decisiveness Given Follower's Competence and Misconduct","authors":"Lincoln Jisuvei Sungu, Qingxiong (Derek) Weng","doi":"10.1177/15480518241266902","DOIUrl":"https://doi.org/10.1177/15480518241266902","url":null,"abstract":"Based on the idiosyncrasy credit theory, this article empirically tests the idea that leaders are likely to be more (less) lenient toward more (less) competent subordinates for misconduct—employee behavior that should be punished. With a field survey of 103 supervisors and their 582 subordinates (study 1) and an experiment that manipulates subordinates’ competence and leader dependence on subordinates (study 2), the posited effect is found to be indirect through leader–member exchange (LMX) and stronger when the leader dependence on the follower was higher. The findings suggest that given the exact same misconduct, leaders are more likely to mete differential treatment based on perceived subordinates’ competency, and LMX quality works as the underlying mechanism for these effects. Thus, the present work highlights the dark side of LMX by demonstrating when and why leaders are likely to be compromised when it comes to disciplinary decisions and offers practical implications for organizations on how to handle employee misconduct. Theoretically, our work suggests that the quality of relation between credit holders and those responsible for overseeing norms functions as the underlying mechanism for the idiosyncrasy credit theory.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":null,"pages":null},"PeriodicalIF":4.8,"publicationDate":"2024-08-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141882031","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"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

Impact of Leadership on Unethical Pro-Organizational Behavior: A Systematic Literature Review and Future Research Directions 领导力对不道德的亲组织行为的影响：系统文献综述与未来研究方向

IF 4.8 3区管理学

Journal of Leadership & Organizational Studies Pub Date : 2024-08-02 DOI: 10.1177/15480518241265399

Rahatulaain Ahmad, Mehran Nejati, Ben Farr-Wharton, Tim Bentley

引用次数: 0

The Corporate Chief of Staff: Strategic Leadership Influence From Outside the Spotlight 企业参谋长：聚光灯之外的战略领导影响力

IF 4.8 3区管理学

Journal of Leadership & Organizational Studies Pub Date : 2024-08-02 DOI: 10.1177/15480518241267078

Steven Zhou, Nathan J. Hiller, Stephen J. Zaccaro, Lauren N. P. Campbell, Renee McCauley, Tyler Parris, Richard J. Klimoski

{"title":"The Corporate Chief of Staff: Strategic Leadership Influence From Outside the Spotlight","authors":"Steven Zhou, Nathan J. Hiller, Stephen J. Zaccaro, Lauren N. P. Campbell, Renee McCauley, Tyler Parris, Richard J. Klimoski","doi":"10.1177/15480518241267078","DOIUrl":"https://doi.org/10.1177/15480518241267078","url":null,"abstract":"For decades, scholars of strategic leadership have explored the degree to which senior executives and the team of top managers influence firm outcomes. However, one growing quasi-executive role in corporate settings, the chief of staff (COS), has been almost entirely ignored. Our paper presents a novel, foundational exploration of the COS role, including primary job functions and challenges, characteristics and backgrounds of incumbents, and relevance for strategic leadership and upper echelons theory. We synthesize three original sources of data — 2,500 LinkedIn COS profiles, surveys of 108 COSs, and in-depth interviews of 13 current and former COSs — to identify COS tasks and functions that interface with and influence the CEO, the top management team (TMT), and the broader organization. Though not typically considered a member of the TMT, we find compelling evidence for their ‘behind the scenes’ relevance to strategic leadership processes and outcomes. We then lay out a future research agenda comprising four domains: COS influence on CEO attention and psychological states, COS influence on TMT and organizational processes and outcomes, characteristics and conditions of organizations with a COS, and long-term career trajectories of COSs.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":null,"pages":null},"PeriodicalIF":4.8,"publicationDate":"2024-08-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141882029","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"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

Wo∼Men and Leadership: Re-Thinking the State of Research on Gender and Leadership Through Waves of Feminist Thinking 男性与领导力：通过女权主义思潮重新思考性别与领导力的研究现状

IF 4.8 3区管理学

Journal of Leadership & Organizational Studies Pub Date : 2024-08-02 DOI: 10.1177/15480518241257105

Ronit Kark, Claudia Buengeler

{"title":"Wo∼Men and Leadership: Re-Thinking the State of Research on Gender and Leadership Through Waves of Feminist Thinking","authors":"Ronit Kark, Claudia Buengeler","doi":"10.1177/15480518241257105","DOIUrl":"https://doi.org/10.1177/15480518241257105","url":null,"abstract":"Feminist thinking has contributed to changing views of women in society and in leadership positions. Yet women are still underrepresented in leadership, especially in key roles and at higher organizational ranks. In this commentary we examine the past, present, and future of leadership theories through a gendered lens, by considering them against the backdrop of feminist theory evolution. We first organize existing leadership theories according to four main feminist waves— gender reform feminism or “fixing the women” which corresponds with liberal feminism; gender resistance feminism or “the female advantage,” reflecting radical feminism; the gender rebellion feminism or “how is a wo(man) defined,” according to postmodern and intersectionality theories, and gender digital feminism or “hashtag and clicktivism revolution” that focuses on social media, cyber activism, sexual violence, and complex intersectionality. We further examine the implications and research findings of these theories for women and men in leadership. Second, we review the publications on gender and leadership in two exemplary journals publishing leadership research in the field between 2019 and 2022 and explore to which feminist wave the published works relate. We show that themes related to the first two waves of feminist thinking continue to be dominant in current leadership research and encourage moving into new terrains, utilizing current feminist thinking, in the study of leadership and gender. Finally, we raise awareness that in a gendered society, leadership theories may reproduce and reconstruct the existing social order and gendered arrangements, as well as map novel directions for future research.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":null,"pages":null},"PeriodicalIF":4.8,"publicationDate":"2024-08-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141882028","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"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 Charismatic Leadership Loses its Luster: Examining the Interactive Effect of Charismatic Leadership and Abusive Supervision on Follower Prosocial Motivation and Citizenship Behavior 当魅力型领导失去光泽时：研究魅力型领导和滥用性监督对追随者亲社会动机和公民行为的交互影响

IF 4.8 3区管理学

Journal of Leadership & Organizational Studies Pub Date : 2024-07-25 DOI: 10.1177/15480518241263913

Amanda Christensen-Salem, Chad A. Hartnell, Fred O. Walumbwa, Flora F. T. Chiang, Thomas Birtch

{"title":"When Charismatic Leadership Loses its Luster: Examining the Interactive Effect of Charismatic Leadership and Abusive Supervision on Follower Prosocial Motivation and Citizenship Behavior","authors":"Amanda Christensen-Salem, Chad A. Hartnell, Fred O. Walumbwa, Flora F. T. Chiang, Thomas Birtch","doi":"10.1177/15480518241263913","DOIUrl":"https://doi.org/10.1177/15480518241263913","url":null,"abstract":"We develop a multilevel framework that examines the simultaneous co-occurrence of charismatic leadership and abusive supervision and how they jointly diminish followers’ prosocial motivation. Furthermore, we tested a mediated moderation model to examine whether followers’ prosocial motivation mediates the link between charismatic leadership and followers’ citizenship behavior under high and low levels of abusive supervision. Results from a field study based upon 296 employees and 44 supervisors in 44 teams across three organizations provided support for the predicted relationships. Charismatic leadership positively influenced followers’ prosocial motivation when abusive supervision was low but not high. Furthermore, followers’ prosocial motivation mediated the link between charismatic leadership and followers’ organizational citizenship behavior when abusive supervision was low but not high. We discuss theoretical implications for abusive supervision's neutralizing effect, identify avenues to advance charismatic leadership and prosocial motivation research, and provide recommendations for practitioners to cultivate an environment that nurtures employees’ prosocial motivation.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":null,"pages":null},"PeriodicalIF":4.8,"publicationDate":"2024-07-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141783778","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"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

Leadership Role Occupancy and Leader Self-Views Across 20 Years: Implications for Leader Development 跨越 20 年的领导角色占用和领导者自我观点：对领导者发展的启示

IF 4.8 3区管理学

Journal of Leadership & Organizational Studies Pub Date : 2024-05-27 DOI: 10.1177/15480518241256542

Dayna O. H. Walker, Eric D. Middleton, Rebecca J. Reichard, Ronald E. Riggio

{"title":"Leadership Role Occupancy and Leader Self-Views Across 20 Years: Implications for Leader Development","authors":"Dayna O. H. Walker, Eric D. Middleton, Rebecca J. Reichard, Ronald E. Riggio","doi":"10.1177/15480518241256542","DOIUrl":"https://doi.org/10.1177/15480518241256542","url":null,"abstract":"Despite the recognized importance of leader development as a lifelong process, it remains unclear whether adolescents who engage in leadership will continue to do so into adulthood. Moreover, to what extent does leadership role occupancy facilitate internalizing future leader self-views? Conversely, to what extent does internalizing leader self-views facilitate future leadership role occupancy? The current paper examines these questions across three epochs of the lifespan (i.e., adolescence, early adulthood, and mid-adulthood) with a quasilongitudinal design. Drawing from a prospective database of 107 participants spanning over 26 years, we test within and between system effects of the leader experience processing system (i.e., leadership roles at ages 17, 29, and 38) and the leader self-view system (i.e., general self-concept at age 12, leader self-efficacy at age 17, and leader identity at ages 29 and 38). Structural equation modeling results support consistency in both systems, with more support for consistency in the leader self-view system. In addition, both systems mediate the other over time, suggesting a dynamic interplay whereby leaders integrate and build on leadership experiences in a process we call spontaneous leader development. Contrary to theory, we only found evidence for bi-directional relationships between systems in adolescence and early adulthood; in mid-adulthood at age 38, leader identity informed leadership roles but not vice versa. Implications of these findings for leader development theory are discussed.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":null,"pages":null},"PeriodicalIF":4.8,"publicationDate":"2024-05-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141167934","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"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

Honesty Is Not Always the Best Policy: The Role of Self-Esteem Based on Others’ Approval in Qualifying the Relationship Between Leader Transparency and Follower Voice 诚实并不总是最好的政策：基于他人认可的自尊在限定领导者透明度与追随者声音之间关系中的作用

IF 4.8 3区管理学

Journal of Leadership & Organizational Studies Pub Date : 2024-02-20 DOI: 10.1177/15480518241231045

Ellen Choi, Lieke L. ten Brummelhuis, Hannes Leroy

{"title":"Honesty Is Not Always the Best Policy: The Role of Self-Esteem Based on Others’ Approval in Qualifying the Relationship Between Leader Transparency and Follower Voice","authors":"Ellen Choi, Lieke L. ten Brummelhuis, Hannes Leroy","doi":"10.1177/15480518241231045","DOIUrl":"https://doi.org/10.1177/15480518241231045","url":null,"abstract":"In this article, we integrate social exchange theory with insights from contingent self-esteem to explain why leader transparency (LT) might not always be reciprocated by enhanced follower voice. We theorize that when leaders are transparent, they initiate a social process that offers the exchange of honesty by signaling that the work environment is psychologically safe enough for followers to express their opinions in return. Yet, for individuals whose self-esteem fragilely relies on the approval of others (i.e., self-esteem based on others’ approval), reciprocating transparent communication is more difficult because speaking up exposes their self-worth to the potential for rejection. We test our model at the individual and team level. In Study 1 (individual level), we find that LT is positively related to follower self-rated voice one-month later through enhanced follower psychological safety, but only when follower self-esteem based on others’ approval is low as opposed to high. In Study 2 (team level), we find that team LT is positively related to leader-rated team voice six-months later through team psychological safety; however, only when team level self-esteem based on others’ approval is low, but not high. These results underscore that leader transparency can be reciprocated with enhanced follower voice, but only when followers have secure and stable self-esteem.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":null,"pages":null},"PeriodicalIF":4.8,"publicationDate":"2024-02-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139952961","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"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 is an Authoritarian Leader Perceived as More Abusive: Investigations of the Effect of Subordinates’ Ideal and Typical Leadership Schema 专制型领导何时被视为更具虐待性：对下属的理想和典型领导模式影响的调查

IF 4.8 3区管理学

Journal of Leadership & Organizational Studies Pub Date : 2024-01-31 DOI: 10.1177/15480518231223554

Wen Zhang, Lei Wang, Jing Jiang, Xiaolong Zhang, Huan Zhang, Xichao Zhang

{"title":"When is an Authoritarian Leader Perceived as More Abusive: Investigations of the Effect of Subordinates’ Ideal and Typical Leadership Schema","authors":"Wen Zhang, Lei Wang, Jing Jiang, Xiaolong Zhang, Huan Zhang, Xichao Zhang","doi":"10.1177/15480518231223554","DOIUrl":"https://doi.org/10.1177/15480518231223554","url":null,"abstract":"Despite the extensive interest in abusive supervision, there remains conceptual ambiguity surrounding it, specifically concerning the overlap between leaders’ actions and subordinates’ perceptions. Drawing from leadership categorization theory, we propose that authoritarian leadership activates subordinates’ anti-prototype of leaders and perceptions of more abusive supervision. Moreover, such a relationship is moderated by subordinates’ ideal and typical leadership schema, with the former representing individual preference and the latter representing the social norm. Using an experiment ( N = 344) and a multi-wave field study ( N = 249), we found that subordinates holding high ideal leadership prototypicality (e.g., my ideal leader is sensitive) and low typical leadership anti-prototypicality (e.g., other leaders are domineering) perceive more leadership anti-prototypicality and more abusive supervision when faced with authoritarian leadership. Our research enriches the existing literature on leadership by providing a cognitive perspective that explains how subordinates’ implicit leadership schemas play a role in the leadership perception process.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":null,"pages":null},"PeriodicalIF":4.8,"publicationDate":"2024-01-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139953191","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"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

Disobeying the Leader: Creative Deviance as a Mechanism Between Psychological Ownership and Social Undermining 不服从领导：创造性偏差是心理所有权与社会破坏之间的一种机制

IF 4.8 3区管理学

Journal of Leadership & Organizational Studies Pub Date : 2024-01-31 DOI: 10.1177/15480518231226093

Jigyashu Shukla, Rebecca Bennett, Robert Folger, Ronit Kark

{"title":"Disobeying the Leader: Creative Deviance as a Mechanism Between Psychological Ownership and Social Undermining","authors":"Jigyashu Shukla, Rebecca Bennett, Robert Folger, Ronit Kark","doi":"10.1177/15480518231226093","DOIUrl":"https://doi.org/10.1177/15480518231226093","url":null,"abstract":"Many innovative products are attributable to employees disobeying the mandate of their supervisors to stop working on a creative idea, that is, creative deviance. Surprisingly, there has been a dearth of empirical research on this important construct, and the possible negative social outcomes of creative deviance remain unexplored. This research integrates psychological ownership theory and motivated information processing theory to theoretically delineate psychological ownership as an antecedent of creative deviance. We further explore social undermining as a negative outcome of creative deviance and investigate the leader–member exchange (LMX) as a boundary condition of the association between creative deviance and social undermining. In a series of three studies, we validate an existing scale for creative deviance, and utilize multiple methods to test our full moderated-mediation model. Findings suggest that creative deviance partially mediates the relationship between psychological ownership and experienced social undermining and LMX attenuates the relationship between creative deviance and experienced social undermining. Our research has important theoretical and practical implications as it explores the darker sides of creative deviance.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":null,"pages":null},"PeriodicalIF":4.8,"publicationDate":"2024-01-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139953161","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"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