Authentic Leadership: An Empirical Test of Its Antecedents,Consequences, and Mediating Mechanisms

The recent economic crisis as well as other disasters such as the oil spill in the Gulf of Mexico or the nuclear disaster in Japan has fanned calls for leaders who do not deny responsibility, hide information, and deceive others, but rather lead with authenticity and integrity. In this article, we empirically investigate the concept of authentic leadership. Specifically, we examine the antecedents and individual as well as group-level outcomes of authentic leadership in business (Study 1; n = 306) as well as research organizations (Study 2; n = 105). Findings reveal leader self-knowledge and self-consistency as antecedents of authentic leadership and followers’ satisfaction with supervisor, organizational commitment, and extra-effort as well as perceived team effectiveness as outcomes. The relations between authentic leadership and followers’ work-related attitudes as well as perceived team effectiveness are mediated by perceived predictability of the leader, a particular facet of trust. We discuss the implications of our findings for theory and practice and provide suggestions for advancing theory and research on authentic leadership in the future.     

How consumers' values influence responses to male and female gender role stereotyping in advertising

ABSTRACT

The present study aims to explore the moderating effect of culture-related values on responses to male and female gender role stereotyping in advertising. Based on an experiment in Sweden (n = 507) and Germany (n = 506), we test the impact of respondents' masculinity, power distance, assertiveness values and feminine role orientation on ad attitudes and brand attitudes. The results show that, in general, perceived stereotyping contributes positively to ad and brand attitude, and this effect is enhanced for more masculine, more power distant, more assertive and less feminine-role oriented individuals. In addition, consumers respond more negatively to perceived female stereotyping compared to male stereotyping, and this is especially true for more power distant and more assertive individuals.     

Remote Leadership,Communication Effectiveness and Leader Performance

As remote work arrangements have gained in popularity, workforce dispersion has become increasingly widespread. Little research to date has examined how physical distance influences leader–follower communication effectiveness or leader performance. Building on top of transformational leadership theory, this paper explores how perceived leader performance is influenced by leadership style, physical distance, and communication effectiveness between leaders and followers. A survey of 138 followers, reporting to a total of 41 leaders, was conducted and data were analyzed at the individual follower-level using the Partial Least Squares (PLS) technique. Our model explained 45% of the variance in communication effectiveness and 67% of the variance in perceived leader performance. Consistent with past empirical findings, transformational leadership was associated more strongly with perceived leader performance than transactional contingent reward leadership. Communication effectiveness was also a strong predictor of leader performance, and furthermore acted as a mediator of leadership behavior on performance. Surprisingly, distance had no influence on either communication effectiveness or perceived leader performance. Implications for theory and practice are discussed.     

Pseudo-Transformational Leadership: Towards the Development and Test of a Model

We develop and test a model of pseudo-transformational leadership. Pseudo-transformational leadership (i.e., the unethical facet of transformational leadership) is manifested by a particular combination of transformational leadership behaviors (i.e., low idealized influence and high inspirational motivation), and is differentiated from both transformational leadership (i.e., high idealized influence and high inspirational motivation) and laissez-faire (non)-leadership (i.e., low idealized influence and low inspirational motivation). Survey data from senior managers (N = 611) show differential outcomes of transformational, pseudo-transformational, and laissez-faire leadership. Possible extensions of the theoretical model and directions for future research are offered.     

Brand Authenticity: Testing the Antecedents and Outcomes of Brand Management's Passion for its Products

While customer orientation is accepted as a core marketing principle, this research suggests that an opposing orientation—product orientation—may offer an advantage. Managers who follow a product orientation focus on products that interest and inspire them rather than on products that fulfill consumers’ desires. This research suggests that a consumer's perception that managers follow a product orientation is consistent with prior conceptualizations of brand authenticity. That research suggests that brands perceived as authentic are evaluated more positively, yet that research does not empirically assess brand authenticity's effects nor suggest its antecedents. To fill this gap, the authors develop a conceptualization and model of brand authenticity grounded in self‐determination theory, attribution theory, and extant authentic human brand research. Brand authenticity is defined as the extent to which consumers perceive that a brand's managers are intrinsically motivated in that they are passionate about and devoted to providing their products. The model proposes four antecedents of brand authenticity—two related to rare brand behaviors (uniqueness and scarcity), and two related to stable brand behaviors (longevity and longitudinal consistency). It also proposes two perceptual outcomes of brand authenticity—expected quality and trust. Two 2 × 2 experiments (n = 136 for Study 1; n = 155 for Study 2) demonstrate a positive impact of the antecedents on brand authenticity and of brand authenticity on the outcomes. Brand authenticity mediates these effects.     

Transformational leadership and R&D workers' multiple commitments: Do justice and span of control matter?

This study examines how transformational leaders influence research and development (R&D) workers' commitment to their organizations and leaders. The study investigates the mediating role of organizational justice (i.e., procedural and interactional) based on social exchange theory and the moderating role of span of control in this relationship. In a sample of 445 Turkish R&D personnel, the study finds that transformational leadership significantly influences followers' organizational commitment partially through procedural justice and their supervisory commitment partially through interactional justice. Second, the findings reveal that transformational leaders boost perceptions of procedural justice and organizational commitment when the span of control is relatively narrow. Interestingly, when the span of control is large, transformational leadership has significant positive effects on supervisory commitment, but no significant effects on organizational commitment among R&D workers.     

Two Lighthouses to Navigate: Effects of Ideal and Counter-Ideal Values on Follower Identification and Satisfaction with Their Leaders

Ideals (or ideal values) help people to navigate in social life. They indicate at a very fundamental level what people are concerned about, what they strive for, and what they want to be affiliated with. Transferring this to a leader–follower analysis, our first study (n = 306) confirms that followers’ identification and satisfaction with their leaders are stronger, the more leaders match followers’ ideal leader values. Study 2 (n = 244) extends the perspective by introducing the novel concept of counter-ideals (i.e., how an ideal leader should not be) as a second, non-redundant point of reference. Results confirm that a leader’s match on ideal and on counter-ideal values have independent effects in that both explain unique variance in followers’ identification and satisfaction with their leader. Study 3 (n = 136) replicates the previous results in an experimental scenario study and provides evidence for the proposed causal direction of the underlying process. We conclude that counter-ideal values might be an additional point of reference that people use to triangulate targets above and beyond ideal values and discuss the implications of our findings for value research and management.     

Servant leadership,transformational leadership,and customer satisfaction: An implicit leadership theories perspective

Drawing on implicit leadership theory (ILT) research, we develop and test a model that explains why integrating transformational leadership and servant leadership may achieve enhanced leader effectiveness. Using a sample of 237 hairstylists and 474 of their customers representing 31 salons, we confirm the augmentation effects of transformational leadership and servant leadership on followers' perceptions of leader stereotypicality (i.e., the extent to which a leader matches followers' implicit theories of leaders) and on customer satisfaction. However, we do not find the hypothesized interaction effect of transformational and servant leadership. Implications are discussed and directions for future research are suggested.     

Can rewards induce corresponding forms of theft? Introducing the reward-theft parity effect

Rewards are reinforcement mechanisms that organizations use to shape desirable employee behaviors. However, rewards may also have unintended consequences, such as building expectations for receiving extra benefits and weakening employee barriers to unethical acts. This article investigates the dark side of the reward–behavior association, and exploring what is referred to as the reward–theft parity effect (RTPE). The authors hypothesize that receiving rewards induces a corresponding type of theft. In Study 1, survey results (n = 634) show initial support for the RTPE between rewards and same-category theft, and that perceptions of procedural justice attenuate this association. Study 2 involved a 2 (reward) × 2 (theft opportunity) between-subjects experimental design (n = 300) and provides further support for the RTPE by revealing greater theft under a reward–theft parity condition than under a reward–theft disparity condition. Study 3 replicates these findings in a field experiment (n = 285) and finds that the RTPE is exacerbated when the reward–behavior task is perceived as unjust. Collectively, these findings provide new theoretical insights while also giving managers a more complete understanding of the dark side of behavioral reinforcement mechanisms.     

Rebounding from Corruption: Perceptions of Ethics Program Effectiveness in a Public Sector Organization

We examine the perceived importance of three organizational preconditions (awareness of formal ethics codes, decision-making techniques, and availability of resources) theorized to be critical for ethics program effectiveness. In addition, we examine the importance of ethical leadership and congruence between formal ethics codes and informal ethical norms in influencing employee perceptions. Participants (n=418) from a large southern California government agency completed a survey on the perceived effectiveness of the organization’s ethics program. Results suggest that employee perceptions of organizational preconditions, ethical leadership and informal ethical norms were related to perceptions of ethics program effectiveness. Based on these findings, organizations should evaluate the presence (or absence) of essential preconditions and take steps to ensure that leaders model espoused organizational values to foster perceptions of effective ethics programs.Kathie L. Pelletier is a doctoral student in the School of Behavioral and Organizational Sciences at Claremont Graduate University, 123 East Eighth Street, Claremont, CA 91711; e-mail: kathie.pelletier@cgu.edu. Her research interests include organizational ethics, ethical leadership, and women’s issues in the workplace. Michelle C. Bligh is an assistant professor of Organizational Behavior in the School of Behavioral and Organizational Sciences at Claremont Graduate University, 123 East Eighth Street, Claremont, CA 91711; e-mail: michelle. bligh@cgu.edu. Her research interests include charismatic leadership, political and executive leadership, and organizational culture.     

The Relationship Between Leaders’ Group-Oriented Values and Follower Identification with and Endorsement of Leaders: The Moderating Role of Leaders’ Group Membership

In this article, we hypothesize that leaders who display group-oriented values (i.e., values that focus on the welfare of the group rather than on the self-interest of the leader) will be evaluated more positively by their followers than leaders who do not display group-oriented values. Importantly, we expected these effects to be more pronounced for leaders who are ingroup members (i.e., stemming from the same social group as their followers) than for leaders who are outgroup members (i.e., leaders stemming from a different social group than their followers). We tested our hypotheses in two studies. Results of a field study (N = 95) showed the expected relationship between leaders’ group-oriented values and followers’ identification with their leaders. A scenario study (N = 137) replicated the results and extended it to followers’ endorsement of their leaders. Overall, these findings suggest that displaying group-oriented values pays off more for ingroup than for outgroup leaders.     

Sodium and ready meals: a survey of Irish consumer awareness

The aim of the study was to gain an understanding of Irish consumer attitudes towards ready meals and current sodium issues in Ireland. A questionnaire was distributed to 357 consumers via convenience quota sampling to a range of nationalities in both rural and urban/city areas of Ireland. The survey revealed that a high proportion of respondents (45%; n = 161) were worried about the amount of salt they consumed. Despite this, 58% (n = 207) stated they never look at the sodium/salt contents on nutritional labels with 68% (n = 244) claiming that sodium/salt contents would never affect their buying choice. The survey also uncovered that 76% (n = 270) of the Irish consumers surveyed consider ready meals to be high in sodium and 80% (n = 285) consider them to be an unhealthy option. Despite this, 50% (n = 179) of the respondents consumed a ready meal at least once a week with a further 17% (n = 59) consuming them two to three times a week. Of those who did consume ready meals, 78% (n = 191) chose them due to their convenience. A total of 75% (n = 269) of all the respondents said they would choose a chilled ready meal over its frozen counterpart. The reason for this being attributed to the fact that chilled ready meals were perceived to be healthier (44%; n = 158) and of better quality (54%; n = 194) than their frozen counterparts. Results from this study highlight the need for concerted actions involving consumers, manufacturers and retailers to reduce sodium levels in Irish ready meals, as despite being reasonably aware of the sodium issue consumers were not making informed choices to reduce sodium/salt consumption.     

Young UK adults and the 5 A DAY campaign: perceived benefits and barriers of eating more fruits and vegetables

Although consuming adequate amounts of fruits and vegetables reduces the risk of developing chronic diseases, it is widely recognized that young adults' intakes are currently well below the Department of Health's recommended five portions a day, with men consuming even less than women. One approach in the UK has been to introduce health campaigns such as the 5 A DAY programme; however, little is currently known about how well their messages are understood amongst young adults. This study examined current knowledge of the 5 A DAY message in young adults, as well as the perceived benefits and remaining barriers towards consuming more fruits and vegetables. In total, four focus groups were conducted using male (n = 22) and female (n = 18) students at the University of Reading. Content analysis revealed that while participants were aware of the 5 A DAY recommendation, there was widespread confusion regarding the detail. In addition, men were less accepting of the message than women, reporting greater disbelief and a lack of motivation to increase intake. Finally, a range of barriers was reported by participants of both genders, despite the perceived beneficial effects for health and appearance. The results illustrate a considerable gap between awareness and knowledge of the 5 A DAY message, and underscore the challenge that changing behaviour in young adults represents. As well as stepping up education‐ and skill‐based health campaigns, more targeted gender specific interventions will be needed to achieve sustained increases in fruit and vegetable intake.     

Methods for strengths use support: A multi-dimensional model

This study examines how middle managers support their employees' strengths use via three sequential analyses. In Study 1, an open-ended questionnaire survey of high-performing middle managers at a global manufacturer in Japan (n = 144) was conducted to collect comments on strengths use support (SUS). The grounded theory approach was used to generate four categories of SUS, and a quantitative questionnaire was developed based on the analysis. In Study 2, three dimensions of SUS (understanding employees' strengths and interests, developing strengths through challenging assignments, and supporting the accomplishment) were identified by exploratory factor analyses using the questionnaire survey data of middle managers in Japanese firms (n = 208). Study 3 examined the validity and reliability of the three-dimensional model using confirmatory factor analysis of the questionnaire survey data of middle managers in Japanese firms (n = 209).     

Perceived Behavioral Integrity: Relationships with Employee Attitudes, Well-Being, and Absenteeism

Relationships between the behavioral integrity of managers as perceived by employees and employee attitudes (job satisfaction and life satisfaction), well-being (stress and health), and behaviors (absenteeism) were tested using data from the 2002 National Study of the Changing Workforce (n = 2,820). Using multivariate and univariate analysis, perceived behavioral integrity (PBI) was positively related to job and life satisfaction and negatively related to stress, poor health, and absenteeism. The effect size for the relationship with job satisfaction was medium-to-large while the effect sizes with respect to the other variables were small-to-medium. There was no support for the hypotheses that women would perceive lower levels of behavioral integrity and that the strength of the relationships between PBI and the outcomes variables would be stronger among women than among men.     

Smoke Gets in Their Eyes? Third-Person Effects of Electronic Cigarette Advertising

This study examined the relationship between smoker status and attitudes toward e-cigarette usage, third-person perceptions of e-cigarette advertising, and support for regulation of e-cigarette advertising within the context of a media-saturated environment. Survey results (n = 615) indicated that participants perceived e-cigarette advertisements as having a more powerful effect on others than on themselves and that nonsmokers perceived this more strongly than did smokers. Nonsmokers were found to have more negative attitudes toward e-cigarette use than smokers. Mediation analysis indicated support for a serial indirect effect of smoker status on support for regulation through attitudes toward e-cigarettes and third-person perceptions.     

打开领导有效性的黑箱:领导行为和领导下属关系研究

This study is an integration of the leader-focused perspective and leader-follower exchange perspective, attempting to understand the relationship between leadership styles, leader-member relationship, and their joint impact on followers’ effectiveness, satisfaction, extra effort and organizational commitment. 615 respondents from five big pharmaceutical companies in China participated in this study. Results show that: (1) transformational leadership has positive influence on followers’ effectiveness, satisfaction, extra effort and organizational commitment; contingent reward has positive influence on effectiveness; management-by-exception leadership has negative influence on satisfaction; laissez-faire leadership has negative influence on effectiveness and satisfaction. (2) Leader-member exchange partially mediates the relationship between transformational, contingent reward, management-by-exception, laissez-faire leaderships and followers’ effectiveness, extra effort, satisfaction and organizational commitment. Translated and revised from Guanli shijie 맜理世界(Management World), 2006, (9): 87–93     

The influence of model age on children's reactions to advertising stimuli

Two studies are reported that explore the role of age of model as a nonverbal cue in advertising directed to children. Conventional advertising wisdom holds “older is better” when casting for commercials directed to children. The purpose of the current work is to focus on the merits of this wisdom. Three different age ranges of models were paired with either toys (Study 1) or foods (Study 2). Preschoolers' attitudinal (affective, evaluative, and behavioral intent) responses to the products were measured. Study 1 (n = 36) with toys suggested support for the conventional wisdom. Study 2 (n = 36) was a replication of procedures from the first study with substitution of food items for toys. Study 2 resulted in no statistical differences at the traditional .05 level, but a trend appeared on behalf of the older- and younger-age models outperforming the same-age ones. The second study's results suggested that the nature of the product may moderate the effects of the adage, “older is better.”     

“Green cannibalism” or an “organic inside job”? Empirical insights into the rivalry of ethical grocery types

Despite having favorable purchase intentions toward organic groceries, the respective purchase behavior falls often short. This so‐called intention–behavior gap is investigated by exploring the impact of competing ethical products fulfilling green consumption motives (“green fit”) as well or lacking credibility of organic groceries on organic purchase behavior. The first two studies (n ₁ = 225; n ₂ = 321) assessing actual and reported purchase behavior are testing the impact of perceived substitutability of local and fair trade alternatives compared with organic groceries. A third study ( n ₃ = 145) examines the impact of food miles and packaging on perceived product quality and credibility as possible reasons for a lacking “green fit” of organic groceries in terms of an experimental design. Local (fair trade) and organic groceries are perceived as substitute (complementary) alternatives. Additionally, local (organic) “green fit” impedes (enhances) the transformation from organic intentions into a respective purchase behavior. Wrapped organic produces with high food miles are linked to lower quality and credibility perceptions, reducing organic sales rates in favor of local groceries.