Virtual communication,transformational leadership,and implicit leadership

This research was designed to test the theoretical relationship among personality, implicit leadership, and transformational leadership in a setting devoid of face‐to‐face communication, which we entitled virtual communication. Specifically, the study was designed to link, by using the International Personality Item Pool (IPIP), traits from the 5‐factor model of personality (the Big 5) to followers' perception of the leadership style of a virtual leader on the basis of Bass and Avolio's MLQ‐5X (1994). A voluntary sample consisted of undergraduate and graduate students from two universities in the south Texas area (N = 306). Respondents to the virtual communication rated Leader 1's communication, which used previously identified transformational language (Salter, Carmody‐Bubb, Duncan, & Green, 2007), as significantly more transformational than Leader 2's communication, using words not associated with transformational leaders. Participants who scored high in the Big 5 personality traits of agreeableness, openness to experience, conscientiousness, and extraversion rated the leader as more transformational while those high in neuroticism rated the leader as less transformational.     

Team personality composition,emergent leadership and shared leadership in virtual teams: A theoretical framework

Limited theory and research has been devoted to the role of team personality composition, as well as emergent and shared leadership, in virtual teams. In an effort to provide a theoretical basis for the role of team personality composition, as well as emergent and shared leadership, in virtual teams, we propose a virtual team framework that portrays the team personality composition as predictors of emergent and shared leadership. These in turn are expected to impact virtual team performance. We further posit that the relationships between team personality composition and virtual team performance are indirect, through emergent leadership and shared leadership. Finally, we present team virtuality as a moderator between team composition and team processes. Suggestions for future research and implications for the management of virtual teams are presented.     

Toward an overarching multi-level conceptualization of emergent leadership: Perspectives from social identity,and implicit leadership theories

Organizational leadership research has typically focused on hierarchal top-down leadership where the leader has legitimate authority over organizational tasks and roles. However, rather recently, research has emphasized the emergence of leaders within teams and groups, which is referred to as emergent or horizontal leadership. Due to its infancy, the concept has limited theoretical development and coherence. To further extend our understanding of the topic, we draw on social identity, and implicit leadership theories and offer a multi-level conceptualization of emergent leadership. We first compare emergent leadership to various leadership concepts and through a detailed review, identify mechanisms through which emergent leadership can be identified. Following that, we design an organizing framework based on existing research and then offer propositions presenting a multi-level conceptual model highlighting how different factors at different levels relate to informal leader emergence. We hope that by reforming the research of leadership emergence with a multi-level approach, we renovate the idea considering contextual factors and process mechanisms.     

The impact of implicit collective leadership theories on the emergence and effectiveness of leadership networks in teams

Leadership in today's high-performing teams is a relational process best understood from a multilevel emergent perspective. Implicit theories of leadership and followership play an important role in predicting leader emergence in more traditional hierarchical structures, but are inadequate for understanding and predicting leadership as networks in teams, as they do not consider the complex dynamics of leading and following activities inherent in such structures. To address this theoretical gap, we propose the concept of Implicit Leadership Network Theories (ILNTs) that integrates implicit leadership and followership theories with contemporary social network perspectives of leadership in teams to predict the shape and structure of leadership network emergence and subsequent team outcomes. More specifically, we propose that the combination of team member self-ILNTs (i.e., expectations regarding one's own role within a leadership network) and network-ILNTs (i.e., expectations regarding the prototypical team leadership structure) will shape the emergence and effectiveness of leadership in teams. We describe several prototypical team configurations of ILNTs and discuss implications for future research and human resource management.     

Age and leadership effectiveness: From the perceptions of the follower

This study analyzes age and leader effectiveness based on empirical research. The study findings support the policy of fair employment and promotional availability regardless of age. There is some evidence to suggest younger supervisors engage in more relationship-oriented activities than older supervisors, who may have less need for the relationships.     

Franchisee leadership traits vs. manager leadership traits an exploratory study comparing hope, leadership, commitment and service quality delivery

In order to add to the understanding of the role of franchising in entrepreneurship and to help franchise systems improve efficiency, the constructs of organizational leadership, hope, organizational commitment, and service quality perceptions of franchised managers and franchisees are differentiated in the current study. For scholars and practitioners, the dynamic relationship between entrepreneurship, franchisees, and management is an important triangle which merits further investigation. While the results offered only that managers and franchisees differed statistically in service empathy, differences were noted across all areas which approached significance but was limited due to the small sample size. Implications for future research are discussed.     

Initial assessment and validation of an instrument to measure student perceptions of leadership skills

This article reports on development and validation of an instrument for use in measuring student perceptions of leadership skills. The article describes the development process of an instrument through use of subject matter experts for measuring leadership skill perception among students and use of an exploratory factor analysis technique to validate the resulting instrument. These data were obtained from a survey of 214 students in a small liberal arts college of business. The article presents an instrument for assistance with measuring leadership skill perception, development, and importance as well as further reports on the initial validity and reliability measures resulting from the analysis. In addition, the usefulness of the instrument for educators and workplace trainers is explored.     

Predicting excellent management performance in an intercultural context: a study of the influence of multicultural personality on transformational leadership and performance

What makes a manager in an intercultural context an excellent performer? This question is the subject of the present study. The study examines the influence of the five dimensions of multicultural personality via transformational leadership on excellent performance in a sample of managers (N = 138) working in an expatriate assignment or in a job dealing with subordinates of different cultural backgrounds. As expected, cultural empathy, open-mindedness and social initiative were found to have a positive effect on transformational leadership. However, no significant effects were found from emotional stability and flexibility on transformational leadership. Furthermore, a more transformational leadership style led to higher performance in an intercultural context, which was measured using management performance appraisals. Since an indirect effect of cultural empathy, open mindedness and social initiative on performance via transformational leadership has been found in this study, it seems that both these dimensions of multicultural personality and transformational leadership are needed for excellent managerial performance in an international environment.     

A multilevel, identity-based approach to leadership development

A frontier of leadership development is examined involving the respective roles of levels-of-analysis and identity in constructing an integrated development system. An approach is described in which individual and relational leadership identities are the focus of developmental efforts at lower organizational levels (e.g., individual contributor and first-level supervisor) but collective identities become the focus at higher levels (e.g., general manager and above). The separate areas of levels-of-analysis and leader identities are first discussed in terms of their respective relevance to leadership development. These are then discussed jointly in elaborating on a proposed development approach that integrates across organizational levels as well as levels of development (i.e., leader development and leadership development). In developing collective leadership identities, processes that involve participants in engaging across boundaries (functional, hierarchical, geographical) are recommended.     

When does shared leadership matter in entrepreneurial teams: the role of personality composition

Although prior research has investigated a number of conditions under which shared leadership in teams may improve team performance, team composition variables have been left unexplored. Using a sample of 144 teams in a technology incubator in China, this study explored the moderating effects of personality diversity on the relationship between shared leadership and entrepreneurial team performance. Results indicate that shared leadership improves entrepreneurial team performance; the strength of the relationship, however, depends on the level of team personality diversity. More specifically, when relationship-oriented personality diversity is high, the shared leadership—team performance relationship is stronger. These findings advance research in entrepreneurship, groups and teams, and shared leadership, and provide practical implications as well.     

Analyzing the effects of diversity perceptions and shared leadership on emotional conflict: a dynamic approach

Recent attempts to incorporate time to the study of groups reveal temporal factors can impact group functioning. However, studies of group diversity to date are largely cross-sectional and capture the relationship between diversity and its outcomes at one point in time. The present research attempts to overcome this shortcoming by analyzing the interplay between diversity and emotional conflict across time. At the same time, the current study aims to establish an empirical basis for the commonly stated assertion in intergroup relations research that the basis of categorization shifts from surface-level attributes to deep-level attributes as groups mature. Finally, by incorporating shared leadership, this study aims to suggest a contextual lever that can help groups avoid potential disadvantages of diversity. In a longitudinal study of 301 individuals from 81 groups, the present study found that surface-level diversity was negatively linked to emotional conflict in the beginning and the end of groups' interaction whereas deep-level diversity was positively linked to emotional conflict in the middle of groups' interaction. Shared leadership was found to moderate the relationship between diversity and emotional conflict. Implications for human resource management are discussed.     

The role of transformational leadership,emotional intelligence,and group cohesiveness on leadership emergence

The concept of emotional intelligence and its connections with other important psychological constructs have been the focus of a wide range of current research (see Mestre & Fernández‐Berrocal, 2007, and Salovey, Woolery, & Mayer, 2001, for reviews). Yet the relationship between emotional intelligence and transformational leadership, a leadership style that is highly correlated with efficiency and satisfaction of the leaders' followers, has scarcely been analyzed. We hypothesize that individuals who score high in emotional intelligence emerge as leaders more easily than low‐emotional‐intelligence individuals due to the fact that they are more transformational in their leadership style. We further suggest that this is especially the case in highly cohesive groups. In this study, we test these ideas and find empirical support for our hypotheses.     

Individual differences in implicit theories of leadership ability and self‐efficacy: Predicting responses to stereotype threat

Extending research on implicit theories to the leadership domain, we examined how individual differences in belief about the malleability of leadership ability influenced responses to stereotype threat. The study consisted of two time periods. At time 1, we assessed individual differences in implicit theories of leadership ability and self‐efficacy for leadership. At time 2, we activated a stereotype threat in a high‐stakes environment. Results revealed that women reported lower self‐evaluation after a stereotype threat when they had low self‐efficacy and believed leadership ability to be fixed (entity theory) rather than malleable (incremental theory). Results are discussed in terms of how implicit theories generate a network of allied cognitions and emotions that subsequently predict stable patterns of behavior.     

A field study of corporate employee monitoring: Attitudes, absenteeism, and the moderating influences of procedural justice perceptions

Managers are responsible for creating and enforcing company policies governing organizational practices, and one practice that is on the rise in organizations involves monitoring of employees for security purposes. The research literature on security behaviors has focused almost exclusively on compliance with or obedience to such policies; however, compliance with prescribed behaviors is not complete in terms of organizational performance. People may comply with policies with which they disagree, but harbor resentments and exhibit counterproductive and even destructive behaviors in protest. We conducted a field study of organizational monitoring policies and practices using factors from the threat control model and found that perceptions of threat, self-efficacy, and trust in the organization were key factors in attitudes about monitoring, and that these factors interacted with employee perceptions of organizational procedural justice such that high perceptions of organizational procedural justice moderated negative attitudes toward corporate monitoring, and better attitudes about monitoring was found to associate with reduced employee absences from the job.     

Developing leadership capabilities of global corporations: A comparative study in eight nations

Changing competitive dynamics are influencing the leadership capability requirements of global corporations. More than 1,200 managers from ten major global corporations in eight countries responded to an international survey on the core capabilities required for competitiveness. While the results highlighted six leadership capabilities that are globally valued, a comparative analysis of the data shows that culture affects the relative importance given to a leadership capability requirement. The article also investigates the most effective methods for developing each of the core leadership capabilities. Implications for HR professionals are suggested as they devise strategies for leadership development. © 1995 by John Wiley & Sons, Inc.     

CSR leadership,spillovers, and first-mover advantage

Decisions in Economics and Finance - In this paper, I study the conditions under which a CSR leader, that is a firm which commits to invest in socially responsible activities prior to its...     

Miners and militancy: a study of branch union leadership

This article examines two explanations of militancy prominent during the 1984/85 British miners' strike, both of which focused on the importance of union leadership. Here the author reports the findings of a comparative study of ‘militant’ and ‘moderate’ union leadership at two otherwise similar collieries.