Journal of Leadership & Organizational Studies最新文献_第3页

Expectations of Leaders' Mental Health. 对领导人心理健康的期望。

IF 4.8 3区管理学

Journal of Leadership & Organizational Studies Pub Date : 2023-08-01 Epub Date: 2023-06-04 DOI: 10.1177/15480518231178637

Anika E Cloutier, Julian Barling

{"title":"Expectations of Leaders' Mental Health.","authors":"Anika E Cloutier, Julian Barling","doi":"10.1177/15480518231178637","DOIUrl":"10.1177/15480518231178637","url":null,"abstract":"Understanding the causes and consequences of varying mental health experiences in the workplace has gained significant research attention, yet little is known about the assumptions people hold about mental health at work, especially with regard to the expectations people may have of their leaders' mental health. Given people tend to romanticize organizational leaders and have expectations regarding prototypical leader attributes, we consider whether people also hold expectations of leaders' mental health. Drawing on implicit leadership theories, we propose that people will expect leaders experience better mental health compared to those occupying other organizational roles (e.g., subordinates). Using mixed methods, Study 1 (n = 85) showed that people expect that those in leadership roles enjoy higher well-being and experience less mental illness than those in non-leadership roles. Using vignettes in which an employee's health was manipulated, Study 2 (n = 200) demonstrated that mental illness is incongruent with leadership prototypes. Using vignettes in which organizational role was manipulated, Study 3 (n = 104) showed that compared to subordinates, leaders are perceived as having more job resources and demands, but people expect that it is leaders' greater access to organizational resources that facilitates their well-being and inhibits mental illness. These findings extend the occupational mental health and leadership literatures by identifying a novel attribute upon which leaders are evaluated. We conclude by considering the consequences of leader mental health expectations for organizational decision-makers, leaders, and employees aspiring to lead.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":null,"pages":null},"PeriodicalIF":4.8,"publicationDate":"2023-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://ftp.ncbi.nlm.nih.gov/pub/pmc/oa_pdf/3a/a6/10.1177_15480518231178637.PMC10323984.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"10647907","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"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

The Perspective Makes the Leader: The Camera Perspective in a Leader Photograph Shapes Their Charismatic Effect and Observers’ Approval 视角塑造领导者:领导者照片中的相机视角塑造了他们的魅力效果和观察者的认可

IF 4.8 3区管理学

Journal of Leadership & Organizational Studies Pub Date : 2023-07-31 DOI: 10.1177/15480518231191979

Alexandra Hoffmann, Thomas K. Maran, Manuela M. Marin

{"title":"The Perspective Makes the Leader: The Camera Perspective in a Leader Photograph Shapes Their Charismatic Effect and Observers’ Approval","authors":"Alexandra Hoffmann, Thomas K. Maran, Manuela M. Marin","doi":"10.1177/15480518231191979","DOIUrl":"https://doi.org/10.1177/15480518231191979","url":null,"abstract":"Although politicians, top managers, or informal leaders like influencers have millions of followers, they are mostly known through photographs or videos. Especially in photographs, it is important to make a leader-like impression—both figuratively and physically. However, the role of camera angles on impression formation of leaders has not been studied so far. Across four experimental studies (N = 2,474), we examined the effect of camera angles on the perception of leaders’ charisma, prototypical leader attributes and approval. Results showed that the perception of a male leader is influenced by the camera angle along the vertical axis. When leaders are viewed from above, compared to a perspective where followers look at them at eye-level, they are perceived as less charismatic and prototypical of their position, accompanied by a loss of approval, while the effect of the steep from below photographs were less clear (study 1 and 3). Moreover, we also point out boundary conditions such as eye-contact (study 1) and sex (study 2 and 3). When the leader's photograph was combined with a message of change for their organization, participants were less likely to support the leader specifically when they looked down on him (study 4). Our findings support the idea that camera angles shape an audience's perception of leaders, with steep high or low angle shots associated with lower approval. These results have implications for an embodiment approach to leaders’ charisma as well as applications for how leaders can effectively present themselves in the media and real-life settings.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":null,"pages":null},"PeriodicalIF":4.8,"publicationDate":"2023-07-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76281446","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

The Now, New, and Next of Digital Leadership: How Artificial Intelligence (AI) Will Take Over and Change Leadership as We Know It 数字领导力的现在、新的和未来:人工智能(AI)将如何接管和改变我们所知道的领导力

IF 4.8 3区管理学

Journal of Leadership & Organizational Studies Pub Date : 2023-06-21 DOI: 10.1177/15480518231181731

N. Quaquebeke, Fabiola H. Gerpott

引用次数: 7

Fueling the Creative Spark: How Authentic Leadership and LMX Foster Employees’ Proactive Orientation and Creativity 激发创造力：真正的领导力和LMX如何培养员工的主动导向和创造力

IF 4.8 3区管理学

Journal of Leadership & Organizational Studies Pub Date : 2023-06-06 DOI: 10.1177/15480518231180064

John J. Sumanth, M. Černe, S. Hannah, Miha Škerlavaj

{"title":"Fueling the Creative Spark: How Authentic Leadership and LMX Foster Employees’ Proactive Orientation and Creativity","authors":"John J. Sumanth, M. Černe, S. Hannah, Miha Škerlavaj","doi":"10.1177/15480518231180064","DOIUrl":"https://doi.org/10.1177/15480518231180064","url":null,"abstract":"Creativity is a critical determinant of organizations’ abilities to compete and perform in rapidly changing and complex contexts. Though scholars have identified several contextual factors, such as leadership, that motivate employees’ creative performance, the psychological mechanisms and boundary conditions underpinning this relationship are relatively unknown. Drawing on social exchange theory, we propose that a proactive orientation, a psychological state rooted in the cognitive and behavioral process of setting a proactive goal and striving to achieve it, is a critical mechanism linking authentic leadership to employees’ creativity. Across two field studies of working professionals in Central Europe and the U.S., we show how authentic leadership fuels employees’ creative performance through a proactive orientation and introduce leader–member exchange (LMX) as an important moderator of this mediated relationship. In Study 1, using a sample of European manufacturing employees, we find support for the mediating role of a proactive orientation linking authentic leadership to creative performance, above, and beyond the effects of ethical leadership. In Study 2, using a sample of university staff, we replicate this finding and extend it by highlighting the moderating role of LMX on the authentic leadership-proactive orientation relationship.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":null,"pages":null},"PeriodicalIF":4.8,"publicationDate":"2023-06-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41340276","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: 1

Raising Leadership Self-Efficacy and Minimizing Organizational Burnout Among School Administrators in a GROW Model of Cognitive Behavioral Coaching 基于认知行为指导的成长模型提高学校管理者自我效能感与减少组织倦怠

IF 4.8 3区管理学

Journal of Leadership & Organizational Studies Pub Date : 2023-05-29 DOI: 10.1177/15480518231171748

N. Igu, C. Onyishi, B. Amujiri, M. O. Binuomote, M. Modebelu, I. Okafor, B. Awe, M. Fausta, Solomon O. Obih, D. O. Eke, Marcel C. Ezemoyin, Bethel N. Uzoma, Joy I. Ugwu, U. Mbon

{"title":"Raising Leadership Self-Efficacy and Minimizing Organizational Burnout Among School Administrators in a GROW Model of Cognitive Behavioral Coaching","authors":"N. Igu, C. Onyishi, B. Amujiri, M. O. Binuomote, M. Modebelu, I. Okafor, B. Awe, M. Fausta, Solomon O. Obih, D. O. Eke, Marcel C. Ezemoyin, Bethel N. Uzoma, Joy I. Ugwu, U. Mbon","doi":"10.1177/15480518231171748","DOIUrl":"https://doi.org/10.1177/15480518231171748","url":null,"abstract":"Poor leadership self-efficacy and high organizational burnout are context-based cognitive conditions that sabotage leadership outcomes across organizations. When school administrators who are the leaders and directors of school affairs struggle with poor leadership self-efficacy and elevated levels of burnout their leadership styles are negatively affected with far-reaching impacts on the teachers, students, and the overall school outputs. This randomized control trial sought to investigate the effectiveness of GROW-Model (GROW-M) of Cognitive behavioral Coaching in raising leadership self-efficacy and minimizing burnout symptoms in a sample of school administrators in Enugu State, Nigeria. Participants included 77 school administrators who were randomly assigned to GROW-M (N = 38) and waitlisted control (N = 39) groups. A 2-h GROW-M program was delivered to the GROW-M intervention group weekly for 9 weeks. Maslach Burnout Inventory-Educators’ Survey and the School Leaders’ Self-Efficacy Scale were employed to source data at preintervention, postintervention, and follow-up evaluations. Descriptive and inferential statistics were used to explore data using SPSS version 24. Results revealed that participants’ organizational burnout reduced, while their leadership self-efficacy improved significantly at posttest. The changes in burnout and leadership self-efficacy levels were sustained through a 3-month follow-up. We concluded that intervention using GROW-M minimizes organizational burnout and raises leadership self-efficacy as a pliability resource for coping with overwhelming work demands.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":null,"pages":null},"PeriodicalIF":4.8,"publicationDate":"2023-05-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76487262","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: 1

Managing Workplace Boredom: Employee Coping Strategies, Supervisor Communication, and Job Satisfaction 管理工作场所无聊:员工应对策略，主管沟通和工作满意度

IF 4.8 3区管理学

Journal of Leadership & Organizational Studies Pub Date : 2023-04-18 DOI: 10.1177/15480518231168209

Donald R. Martin, Michaela R. Winchatz, Kendra Knight, Luke Burrows

引用次数: 1

Committed, Healthy, and Engaged? Linking Servant Leadership and Adaptive Performance Through Sequential Mediation by Job Embeddedness and Burnout 忠诚、健康、投入？通过工作嵌入和倦怠的顺序中介将仆人领导力与适应性绩效联系起来

IF 4.8 3区管理学

Journal of Leadership & Organizational Studies Pub Date : 2023-03-14 DOI: 10.1177/15480518231158861

M. Zia, Julian Decius, M. Naveed, Shiraz Ahmed, Shagufta Ghauri

{"title":"Committed, Healthy, and Engaged? Linking Servant Leadership and Adaptive Performance Through Sequential Mediation by Job Embeddedness and Burnout","authors":"M. Zia, Julian Decius, M. Naveed, Shiraz Ahmed, Shagufta Ghauri","doi":"10.1177/15480518231158861","DOIUrl":"https://doi.org/10.1177/15480518231158861","url":null,"abstract":"Research assumes an effect of servant leadership on adaptive performance but has neglected the psychological processes underlying this link. Based on Social Exchange Theory and Job Demands–Resources Theory, this study sheds light on how servant leadership triggers job embeddedness, adaptive performance, and mitigates burnout. It also examines the mediating roles of job embeddedness and burnout between servant leadership and adaptive performance. We used three-wave data of 318 employees and their supervisors in the hospitality industry of Pakistan, applying structural equation modeling to examine six main effect hypotheses and three mediation hypotheses. Our findings suggest that servant leadership practices foster employees’ job embeddedness and adaptive performance, and mitigate burnout. Job embeddedness and burnout sequentially mediate the relationship between servant leadership and adaptive performance. Further unraveling the mechanisms between servant leadership and adaptive performance, this study implies that managers should recognize employee-perceived servant leadership as an influential factor that enhances engagement and well-being and ultimately the adaptive performance of their followers.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":null,"pages":null},"PeriodicalIF":4.8,"publicationDate":"2023-03-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49384142","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: 2

The Relative Importance of Temporal Leadership and Initiating Structure for Timely Project Completion 时间领导和启动结构对及时完成项目的相对重要性

IF 4.8 3区管理学

Journal of Leadership & Organizational Studies Pub Date : 2023-03-13 DOI: 10.1177/15480518231160880

A. Siddiquei, C. Fisher, G. Hrivnak

引用次数: 0

Building Leadership Service Academies to Institutionalize a Strategic Leadership Development Focus 建立领导力服务学院，将战略领导力发展重点制度化

IF 4.8 3区管理学

Journal of Leadership & Organizational Studies Pub Date : 2023-02-27 DOI: 10.1177/15480518231157019

B. Avolio, Kaeleen Drummey

{"title":"Building Leadership Service Academies to Institutionalize a Strategic Leadership Development Focus","authors":"B. Avolio, Kaeleen Drummey","doi":"10.1177/15480518231157019","DOIUrl":"https://doi.org/10.1177/15480518231157019","url":null,"abstract":"In this article, we propose a strategic view of leadership development, by defining a Leadership Service Academy (LSA) construct. The LSA represents a strategic approach that enables an organization and its leaders to institutionalize its own theory of leadership, narrative, models, learning methodologies, practices, and evaluation methods for determining the impact of investing in developing leadership. The LSA construct represents a shift in strategic thinking that involves moving beyond focusing on individual leader development training programs used for satisfying current role-requirements or tactical succession planning, to adopting a systemic view of leadership development aligned with the organization's strategic objectives, mission, values, and culture. Most leadership development research has focused on examining the efficacy of training methodologies linked to individual leadership models and modalities and has produced promising results. However, the narrow focus on individual leadership development has excluded the full spectrum of leadership development interventions from being explored and analyzed. Our primary goal here is to explore a comprehensive strategy for building a sustainable, multi-level leadership development system firmly anchored in both science and practice.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":null,"pages":null},"PeriodicalIF":4.8,"publicationDate":"2023-02-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41362457","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

Welcoming Fireside Chats to the Field of Leadership 欢迎炉边谈话到领导领域

IF 4.8 3区管理学

Journal of Leadership & Organizational Studies Pub Date : 2023-02-21 DOI: 10.1177/15480518231157122

Lisa Dragoni, Hannes Luc Leroy, A. Peng, D. Stam

引用次数: 0