The Fallacy of Misplaced Leadership*

abstract The leadership literature typically talks about the discrete individuality of its subject and particularly the personal qualities and capabilities of a few key people occupying top positions in a hierarchy. Current leadership research now has begun to generate new knowledge about leadership practice in relations of interpersonal exchange. Nevertheless, there is an urgent need for the ramifications of this insight to be more sufficiently developed. The current discussion explores how a perspective of process studies challenges the dominance of the field by individual social actors and discrete schemes of relations. Its aims are twofold. First, it will show how both of these latter epistemologies are lacking and suggest that current leadership research and development activities must rise to the ontological challenge of processes rather than things. Second, it looks at some methodological implications of this way of thinking as a productive incitement to future management studies.     

Why leadership of public leadership research matters: and what to do about it

The tough-talking, take-charge, individualistic view of public leadership is alive and well throughout the world, despite the enthusiasm of leadership scholars for more shared, relational, and collectivist views. The times therefore seem especially appropriate for assessing the state of public leadership theory and research and charting a path forward to enhance understanding of the continued appeal of Great Person leadership and the promise of collective leadership. This essay considers the current public leadership context, highlights distinctive characteristics of public leadership, and provides an overview of recent public leadership research through a collective lens. We call for more attention to leadership theory from within public management and the broader leadership fields and to public value and public values in leadership theorizing and research. We suggest public leadership scholars roam more freely through the disciplines and experiment with a variety of methods beyond the traditional case study.     

Personal attributes of expatriate managers,subordinate ethnocentrism,and expatriate success: a host-country perspective

This study had two objectives. First, to establish the relative importance of expatriate managers' job knowledge, relational leadership skills, and cultural openness and adaptability for expatriate success from the perspective of host-country national subordinates, and to test whether these personal attributes are related to expatriate success criteria (expatriate work adjustment, subordinate commitment, subordinate job satisfaction, and unit performance). Second, to test whether host-country national subordinate ethnocentrism is related to expatriate work adjustment. Respondents were 129 host-country national subordinates of expatriate managers. Results showed that subordinates perceived all personal attributes as important and that all personal attributes were positively related to most of the success criteria. However, relational leadership skills was the most important personal attribute, and it was the crucial success factor for expatriate managers' unit performance. Subordinate ethnocentrism was negatively related to expatriate work adjustment. Practical implications and directions for future research are discussed.     

The expansive executive: How the drive to mastery helps and hinders organizations

What drives executives has a great deal to do with how they lead. Executives generally are highly motivated to attain mastery—to achieve at a high level, to be exceptionally capable, to be acknowledged as masterful, and so on. An intense drive to mastery is certainly a prerequisite to effective executive leadership. But in some executives there can be virtually no limit to the extent of their ambition for themselves and their organizations. These driven individuals are capable of going to counterproductive extremes to satisfy their appetites for mastery. So, based on intensive research on character and leadership on senior managers, this article shows how the “expansive” temperament can be a boon or a bane to an organization's existence.     

Same Direction,Different Paths: a Phenomenological Study of Employees who are Religious yet Open to Religious Pluralism

While there is a growing interest in workplace spirituality, much of that focus excludes religion even though the vast majority of people are affiliated with a religious tradition. Attempts to bring one’s “whole self” to work can be problematic for those who are religious because of concerns of offense or proselytizing. This phenomenological study explored the lived experience of a group of 15 professional employees who were personally religious while also remaining open to religious pluralism in the workplace. This group was largely Christian, and was chosen from participants in leadership seminars and graduate courses in the United States. Analysis revealed four different postures used by participants to express openness toward religious difference. These approaches are described in detail, and the implications of these finding for the advancement of pluralism in the workplace are considered.     

Leadership in Islam

Leadership is about knowledge, skills, and abilities for transformation. It is also increasingly about worldviews or visions of life—beliefs, values, and principles. But worldviews are also ways of life, for beliefs direct us, values guide us, and principles motivate us to certain kinds of action and behavior. How, then, do worldviews have an impact on leadership for transformation? If worldviews are glasses or filters by which we view the world, mental models of the bigger picture, frameworks by which we make sense of the world, and narratives by which we orient our lives, then how do they influence human thoughts, ideas, and behaviors when it comes to transformative leadership? This was the subject matter of an International Leadership Association Conference panel discussion held in November 2009 in Prague, entitled Leadership for Transformation: The Impact of Worldviews. It is also the subject matter of this issue's symposium, in which we bring you the four papers and the response presented at the conference. Members of the panel were characterized by gender, disciplinary, religious, and global diversity. Nathan Harter, organizational leadership professor at Purdue University in the United States, begins the discussion with some preliminary remarks about worldviews. Ali Mohammed Mir, medical doctor and director of programs of Population Council, Pakistan, speaks of leadership from an Islamic perspective. Michael Jones, accomplished composer, pianist, and leadership educator, writer, and speaker from Orillia, Canada, reflects on how a “marriage of mythos and logos” can transform leadership today. Lisa Ncube, originally from Zimbabwe and currently assistant professor of organizational leadership at Purdue University, speaks about Ubuntu as an alternative leadership philosophy emerging from Africa. John Valk, associate professor of worldview studies at Renaissance College, University of New Brunswick, Canada, speaks of leadership for transformation from a Christian worldview perspective. Jonathan Reams, associate professor in the Department of Education at the Norwegian University of Science and Technology in Trondheim, responds to all of the papers and opens a venue for further discussion. We hope that you will find this symposium engaging. We hope it will give food for thought and that it might stimulate further thinking regarding the role worldviews play in leadership for transformation.     

Ubuntu: A transformative leadership philosophy

Leadership is about knowledge, skills, and abilities for transformation. It is also increasingly about worldviews or visions of life—beliefs, values, and principles. But worldviews are also ways of life, for beliefs direct us, values guide us, and principles motivate us to certain kinds of action and behavior. How, then, do worldviews have an impact on leadership for transformation? If worldviews are glasses or filters by which we view the world, mental models of the bigger picture, frameworks by which we make sense of the world, and narratives by which we orient our lives, then how do they influence human thoughts, ideas, and behaviors when it comes to transformative leadership? This was the subject matter of an International Leadership Association Conference panel discussion held in November 2009 in Prague, entitled Leadership for Transformation: The Impact of Worldviews. It is also the subject matter of this issue's symposium, in which we bring you the four papers and the response presented at the conference. Members of the panel were characterized by gender, disciplinary, religious, and global diversity. Nathan Harter, organizational leadership professor at Purdue University in the United States, begins the discussion with some preliminary remarks about worldviews. Ali Mohammed Mir, medical doctor and director of programs of Population Council, Pakistan, speaks of leadership from an Islamic perspective. Michael Jones, accomplished composer, pianist, and leadership educator, writer, and speaker from Orillia, Canada, reflects on how a “marriage of mythos and logos” can transform leadership today. Lisa Ncube, originally from Zimbabwe and currently assistant professor of organizational leadership at Purdue University, speaks about Ubuntu as an alternative leadership philosophy emerging from Africa. John Valk, associate professor of worldview studies at Renaissance College, University of New Brunswick, Canada, speaks of leadership for transformation from a Christian worldview perspective. Jonathan Reams, associate professor in the Department of Education at the Norwegian University of Science and Technology in Trondheim, responds to all of the papers and opens a venue for further discussion. We hope that you will find this symposium engaging. We hope it will give food for thought and that it might stimulate further thinking regarding the role worldviews play in leadership for transformation.     

Guest editorial

Leadership is about knowledge, skills, and abilities for transformation. It is also increasingly about worldviews or visions of life—beliefs, values, and principles. But worldviews are also ways of life, for beliefs direct us, values guide us, and principles motivate us to certain kinds of action and behavior. How, then, do worldviews have an impact on leadership for transformation? If worldviews are glasses or filters by which we view the world, mental models of the bigger picture, frameworks by which we make sense of the world, and narratives by which we orient our lives, then how do they influence human thoughts, ideas, and behaviors when it comes to transformative leadership? This was the subject matter of an International Leadership Association Conference panel discussion held in November 2009 in Prague, entitled Leadership for Transformation: The Impact of Worldviews. It is also the subject matter of this issue's symposium, in which we bring you the four papers and the response presented at the conference. Members of the panel were characterized by gender, disciplinary, religious, and global diversity. Nathan Harter, organizational leadership professor at Purdue University in the United States, begins the discussion with some preliminary remarks about worldviews. Ali Mohammed Mir, medical doctor and director of programs of Population Council, Pakistan, speaks of leadership from an Islamic perspective. Michael Jones, accomplished composer, pianist, and leadership educator, writer, and speaker from Orillia, Canada, reflects on how a “marriage of mythos and logos” can transform leadership today. Lisa Ncube, originally from Zimbabwe and currently assistant professor of organizational leadership at Purdue University, speaks about Ubuntu as an alternative leadership philosophy emerging from Africa. John Valk, associate professor of worldview studies at Renaissance College, University of New Brunswick, Canada, speaks of leadership for transformation from a Christian worldview perspective. Jonathan Reams, associate professor in the Department of Education at the Norwegian University of Science and Technology in Trondheim, responds to all of the papers and opens a venue for further discussion. We hope that you will find this symposium engaging. We hope it will give food for thought and that it might stimulate further thinking regarding the role worldviews play in leadership for transformation.     

Response for ILA worldviews panel papers

Leadership is about knowledge, skills, and abilities for transformation. It is also increasingly about worldviews or visions of life—beliefs, values, and principles. But worldviews are also ways of life, for beliefs direct us, values guide us, and principles motivate us to certain kinds of action and behavior. How, then, do worldviews have an impact on leadership for transformation? If worldviews are glasses or filters by which we view the world, mental models of the bigger picture, frameworks by which we make sense of the world, and narratives by which we orient our lives, then how do they influence human thoughts, ideas, and behaviors when it comes to transformative leadership? This was the subject matter of an International Leadership Association Conference panel discussion held in November 2009 in Prague, entitled Leadership for Transformation: The Impact of Worldviews. It is also the subject matter of this issue's symposium, in which we bring you the four papers and the response presented at the conference. Members of the panel were characterized by gender, disciplinary, religious, and global diversity. Nathan Harter, organizational leadership professor at Purdue University in the United States, begins the discussion with some preliminary remarks about worldviews. Ali Mohammed Mir, medical doctor and director of programs of Population Council, Pakistan, speaks of leadership from an Islamic perspective. Michael Jones, accomplished composer, pianist, and leadership educator, writer, and speaker from Orillia, Canada, reflects on how a “marriage of mythos and logos” can transform leadership today. Lisa Ncube, originally from Zimbabwe and currently assistant professor of organizational leadership at Purdue University, speaks about Ubuntu as an alternative leadership philosophy emerging from Africa. John Valk, associate professor of worldview studies at Renaissance College, University of New Brunswick, Canada, speaks of leadership for transformation from a Christian worldview perspective. Jonathan Reams, associate professor in the Department of Education at the Norwegian University of Science and Technology in Trondheim, responds to all of the papers and opens a venue for further discussion. We hope that you will find this symposium engaging. We hope it will give food for thought and that it might stimulate further thinking regarding the role worldviews play in leadership for transformation.     

Take me to church: What ministries are of perceived value for attendees from a nonprofit marketing perspective?

Church can mean different things to different people. Whilst the opportunity to hear preaching within a conventional church building has traditionally represented the key driver of church value, other ministries such as contemporary worship music, fellowship with others, and small group bible studies are relevant for church attendance amongst certain church attendees. In addition, these church ministries of perceived value may vary on the basis of whether a church attendee is involved in a ministry role or not and if the church is located within an urban or a regional context. To identify the perceived value of church ministries as perceived by church attendees, data from 8,000 respondents of the Australian 2011 National Church Life Survey were analysed. Although sermons and communion represented the church items of perceived value for both leaders and nonleaders regardless of their location, respondents varied considerably in what they deemed as most important for their church in the future. This study provides theoretical and practical implications for religious nonprofit organisations (e.g., churches) relating to the perceived value of church experiences and provides future research opportunities. Specifically, through appropriate market segmentation, target marketing, and positioning, these organisers can design and promote specific ministries to precise church attendee segments.     

The international expansion of religious organizations in Africa

The marketing of religion remains a large research area to explore, simply because the studies that have been conducted are mostly applications of a marketing mix to the religious offer. In the context of globalization, it is surprising that the internationalization of religious organizations remains an uncovered subject because Christian religions have a biblical mission to become international. This paper explores the phenomenon of the internationalization of religious organizations in order to better understand their preferred expansion modes in Ivory Coast, since Western evangelist Christian communities in West Africa have flourished in recent decades. The current analysis allows us to draw a conclusion that the process of religious expansion is truly the result of a strategic reflection supported by marketing tools and communication. This emphasizes the role of marketing as a leverage for profit and nonprofit organizations, as well as its growing importance as a means for appealing to the masses among new Christian communities of Third World countries. Copyright © 2012 John Wiley & Sons, Ltd.     

Developing personal attachment to a physically active charity event

• Given the commonplace of physically active charity events, it is increasingly important for charitable organizations to understand how participants form personal attachments to their events so that marketers can maximize the amount of funds raised and achieve an attractive return on marketing expenditures. This exploratory study examines the ways in which participants at a walk/run for multiple sclerosis form personal attachments to the event. The limited work that has been conducted in this area has focused on cycling events, which may not include all types of participants (e.g., people with physical restrictions tied to the cause) and their experiences. Data were collected through an online questionnaire that employed open‐ended qualitative questions. The findings suggest three ways in which participants form attachments to the event, including being known as a fundraiser, aligning self and cause, and developing social bonds.

Copyright © 2013 John Wiley & Sons, Ltd.     

Leader Emergence in Nascent Venture Teams: The Critical Roles of Individual Emotion Regulation and Team Emotions

This study advances a theory of how different aspects of emotion regulation influence individual leader emergence in the intensely emotional context of nascent venture teams. Despite the growing amount of research on the role of leadership in the entrepreneurial process, the emergence of leaders in nascent venture teams has rarely been explored. Drawing on theories and research on leadership emergence and emotion regulation, we argue that the two aspects of emotion regulation (i.e., reappraisal and suppression) exert opposite effects on the degree to which nascent venture team members come to perceive an individual as a leader. We also theorize that team emotions arising from affective events moderate the relationship between reappraisal and leader emergence in such teams. Data from 103 nascent venture teams without prior leaders show a negative relationship between individuals’ trait disposition to suppress emotions and their emergence as leaders, and a positive relationship between their trait disposition to reappraise emotions and their emergence as leaders. Moreover, we find that negative team emotions magnify the positive association between reappraisal and leader emergence, while positive team emotions mitigate it. We discuss the implications of our findings for the literature on entrepreneurial leadership, entrepreneurial emotions, and leadership in general.     

Christian economics at the origin

The New Testament contained copious information on how Jesus and the Apostles managed their households and personal finances. Christian economics originated in references made by Jesus, Paul, and Peter to oikonomia. Peter in Jerusalem introduced the incipient practice of Christian oikonomia through dispensing welfare, and Christians in Rome unfolded oikonomia when they acquired the catacombs. The funding and owning of built structures transformed Christianity from a private collective to a corporate institution. Constantine the Great marked this transition when he designated the recipient of a substantial endowment as the Corpus Christianorum. A trajectory that began in New Testament oikonomia concluded when Christianity had become an institutional actor in the economic sphere.     

Dale Carnegie's Leadership Principles: Examining the Theoretical and Empirical Support

Dale Carnegie's best‐seller How to Win Friends & Influence People offers advice on leadership, interpersonal relationships, and persuasion. Though profoundly influential, Carnegie's self‐help book—including its nine guiding leadership principles—is based on anecdotes, case studies, and personal examples rather than empirical evidence. Examining the theoretical and empirical support behind Carnegie's leadership principles is essential for leaders to better understand whether to draw upon these principles and, if so, how and when to effectively use them in the workplace.     

Workplace Religious Displays and Perceptions of Organization Attractiveness

Workplace religious expression has become an intensely debated topic across news outlets and social media. However research on what constitutes acceptable vs unacceptable workplace religious display is sparse. At a time when EEOC claims involving religion are on the rise there is a clear need for study in this area. In this study participants in two samples read 27 scenarios where an interviewer engaged in a Christian religious display during a job interview. We used Christian religious displays for their ease of recognition in an American sample. Participants rated each workplace religious display in terms of likelihood of occurrence and organization attractiveness. In both samples organization attractiveness ratings were more negative than expected in a predominantly Christian sample signifying that while individuals may value their ability to express their religion they may not appreciate such displays from those who represent an organization. Verbal and physical religious displays received more negative ratings compared to scenarios that spoke to shared experiences such as displaying pictures of one’s children in a religious ceremony. Application in organizations and HR implications are discussed.     

Jungle Geopolitics in Guyana: How a Communist Utopia That Ended in Massacre Came to be Sited

Abstract . When nearly 1,000 American men, women and children lost their lives in a mass murder and suicide rite in 1978 staged by a madman, Jim Jones, a former Christian minister turned Communist leader, many Americans asked, “Why?” The press, overcoming earlier lethargy, amassed facts permitting a sophisticated psychological and sociological explanation. Neglected, however, was the question why was the Jonestown Communist utopia sited in the Guyana jungle? Given the human and geographical circumstances, its siting in the Guyana rainforest was highly probable, affording evidence that, to some extent, at least, people and their geography determine human events.     

Religious Giving by Individuals: A Cross Denominational Study

Abstract Empirical research to date has provided some evidence on factors important to the determination of religious giving as well as to cross denominational differences in religious giving patterns. For example, regression based models of religious giving, typically utilizing data on congregations and congregational contributions, lend considerable support to the observation that Catholics contribute less in amount and as a share of income than do Protestants. A number of possible explanations for this difference can be offered. Two often cited reasons are: (1) a lower estimated marginal propensity to give out of income for Catholics than for Protestants and (2) the more formalized structure of the giving process found in Protestant denominations. Here data on religious giving by individuals of different denominations is used to estimate a single equation econometric model using (a) the least squares and (b) the Tobit techniques. The least squares results corroborate past findings regarding differences in the religious giving of Catholics and Protestants. Unlike past results, however, the Tobit results reported suggest that though income is a statistically significant factor in the religious giving for both groups and the marginal impacts are actually higher for Catholics than for Protestants.     

Claiming the corner office: Female CEO careers and implications for leadership development

Drawing on evidence from a unique data set of in‐depth qualitative interviews with 12 female CEOs (and 139 male CEOs) of global corporations, we explore what enables some women to become CEOs. By drawing on our data from male and female CEOs, we set the scene by comparing the advice they would give to young women as they start their careers. We then focus the rest of our article on the experiences and career trajectory of the 12 female CEOs. We make three theoretical contributions: We identify, at the individual level, how women can take active ownership of their careers as part of a self‐acceptance process; how they can embrace gynandrous leadership as part of a self‐development process where both feminine and masculine leadership behaviors are embraced, with the feminine being dominant to help move beyond gender stereotypes, and finally, how they translate leadership—rather than combine—gender‐based behaviors as part of a self‐management process to develop their unique leadership style. For each of these theoretical contributions at the individual level, we also provide two practical recommendations for HR practice and policy, one relating to the intraorganizational context and the second having institutional‐level implications. We conclude by discussing implications for future research.     

From classical to contemporary leadership challenges

This article explored the Aeneid, Virgil's foundation epic of the Latin canon, from a values‐based leadership perspective, which is defined as the moral foundation underlying stewardship decisions and actions of leaders. Specifically, we juxtaposed the resonant leadership elements of vision, culture, and values—and their corresponding equivalent Roman themes of fatum, pietas, and virtus. Using a thematic analysis approach, we coded the following eight values: integrity, good judgment, leadership by example, decision making, trust, justice/fairness, humility, and sense of urgency. We found that while the Aeneid extols prototypical values, the epic instructs that truly effective leadership is not about being a monochromatic prototype. Rather, the epic reveals that the essence and privilege of effective leadership demands reflection on the dynamic relationship between the leader and the led toward a better, envisioned future.