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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 J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2024-02-20 Ellen Choi, Lieke L. ten Brummelhuis, Hannes Leroy
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
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When is an Authoritarian Leader Perceived as More Abusive: Investigations of the Effect of Subordinates’ Ideal and Typical Leadership Schema J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2024-01-31 Wen Zhang, Lei Wang, Jing Jiang, Xiaolong Zhang, Huan Zhang, Xichao Zhang
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
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Disobeying the Leader: Creative Deviance as a Mechanism Between Psychological Ownership and Social Undermining J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2024-01-31 Jigyashu Shukla, Rebecca Bennett, Robert Folger, Ronit Kark
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
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Leader Group Prototypicality: A Replication of Average Member Versus Ideal-Type Operationalization Effects J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2024-01-19 Daan van Knippenberg, Diana Lee, Niklas K. Steffens, Michael J. Platow, S. Alexander Haslam
Core to the social identity theory of leadership is leader group prototypicality (LGP), the perception of the leader as embodying shared collective (e.g., team, organization) identity. Steffens, Munt, van Knippenberg, Platow, and Haslam’s meta-analysis showed that LGP operationalized as embodying the ideal-type of the group (ideal-type prototypicality, ITP) is more strongly related to indicators of
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Managing Workplace Boredom: Employee Coping Strategies, Supervisor Communication, and Job Satisfaction J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2023-04-18 Donald R. Martin, Michaela R. Winchatz, Kendra Knight, Luke Burrows
This survey study (n = 297, 47% Caucasian, 52% female) examines U.S. employees’ experience of workplace boredom, their strategies for boredom coping, and their perceptions of managerial support of ...
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Committed, Healthy, and Engaged? Linking Servant Leadership and Adaptive Performance Through Sequential Mediation by Job Embeddedness and Burnout J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2023-03-14 Muhammad Qamar Zia, Julian Decius, Muhammad Naveed, Shiraz Ahmed, Shagufta Ghauri
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–Resource...
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The Relative Importance of Temporal Leadership and Initiating Structure for Timely Project Completion J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2023-03-13 Ahmad N. Siddiquei, Cynthia D. Fisher, George A. Hrivnak
We assess the relative usefulness of temporal leadership and initiating structure in predicting timely team project completion. Drawing on the functional approach to team leadership as well as the ...
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Building Leadership Service Academies to Institutionalize a Strategic Leadership Development Focus J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2023-02-27 Bruce J. Avolio, Kaeleen C. Drummey
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 organizatio...
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Welcoming Fireside Chats to the Field of Leadership J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2023-02-21 Lisa Dragoni, Hannes Leroy, Ann Peng, Daan Stam
We introduce a new commentary series at the Journal of Leadership and Organizational Studies titled Fireside Chats. The series purpose is to broaden the current dialogue on leadership research to i...
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Leading with DEI on my Mind: Examining the Interactive Effects of Supervisor Perceptions of Psychological Diversity Climate and Supervisor Characteristics on Leadership Style J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2023-02-16 Darryl B. Rice, Paul Prosper, Catherine Scott
Management researchers have recently shifted their focus to examine the effects of psychological diversity climate (PDC). Whereas the majority of this research has focused on front-line employees, ...
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The Impact of Leader Gratitude Expressions on Followers’ Behaviours: Increasing Gratitude and Increases Proactivity J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2023-01-19 Silu Chen, Yanghao Zhu, Li Guo, Wenxing Liu
Researchers have become increasingly interested in exploring leaders’ behaviours that promote followers’ proactive behaviours, but the literature is limited to leadership styles and generally does ...
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“When there's collective leadership, there's the power to make changes”: A realist evaluation of a collective leadership intervention (Co-Lead) in healthcare teams J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2022-12-20 A. De Brún, E. McAuliffe
There is accumulating evidence for collective approaches to leadership, where multiple individuals share leadership roles, but there remains a lack of theory-informed research on how collective lea...
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Toward An Affect Based View of Principal–Agent Dynamics J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2022-11-29 Jacqueline Tilton, Hansin Bilgili, Jon Johnson, Alan Ellstrand
Following its 40th anniversary and more than three decades after its introduction to the strategic management literature, agency theory remains the predominant theory of corporate governance. In th...
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Leadership and Learning at Work: A Systematic Literature Review of Learning-oriented Leadership J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2022-10-25 Daniel Lundqvist, Andreas Wallo, Alan Coetzer, Henrik Kock
Contemporary organizations must be adaptive and agile as the environment changes. To respond to change, leaders must find ways of integrating learning into everyday work experiences. This invites t...
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Does Leader-Follower PsyCap Congruence Cultivate Change-Related Outcomes? A Supervisor-Subordinate Fit Perspective J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2022-10-17 Yu Zhu, Chou-Yu Tsai, Yanfei Wang, Zisheng Guo
Research shows that follower psychological capital (PsyCap) is essential for positive employee outcomes in organizational change. Nevertheless, scant research has explored the role of a leader's Ps...
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The Problem of Research Method Informing Research Question in Leadership Research J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2022-10-09 Daan van Knippenberg
I contend that in leadership research, research method preferences guide the development of research questions rather than the other way around as would prescriptively be expected. This is a proble...
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Digital Leadership: A Bibliometric Analysis J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2022-09-09 Fernanda Bethlem Tigre, Carla Curado, Paulo Lopes Henriques
Digital disruption has changed organizations in an unprecedented way. The thriving field of digital leadership is expanding fast and few retrospective studies on this evolution have been made so fa...
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The Emergence of Collective Leadership During a Terrorist Attack: Dynamic Role Boundary Transgressions as Central in Aligning Efforts J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2022-08-08 Synnøve Nesse
The current article examines the emergence and dynamics of leadership during an extreme situation—a terrorist attack at the foreign subsidiary of a multinational energy corporation—and the crisis r...
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Predicting Leadership Success in Extreme Organizations: A Prospective Study From Pre-Recruitment Through Leading in Real-Life J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2022-08-08 Mili Olinover, Maor Gidron, Jessica Yarmolovsky, Or Lipschits, Ronny Geva
Organizations performing in stressful life-risking environments have unique features that directly influence human lives and communities’ well-being. Such organizations allocate vast resources to i...
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Individual Variation in Responding to Leader–Member Exchange Differentiation: The Moderating Roles of Internal Locus of Control and Self-Efficacy J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2022-08-08 Yonjeong Paik, Eun-Suk Lee
This study examines how differentiation in leader–member exchange relationships (LMXD) provokes different individual responses depending on personal dispositions—internal locus of control and self-...
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Someone Must be Mindful: Trait Mindfulness as a Boundary Condition for Paradoxical Leader Behaviors J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2022-07-25 Yuanmei (Elly) Qu, Gergana Todorova, Marie T. Dasborough
Despite increased interest in the role of paradox in organizations, our understanding of paradoxical leader behavior (PLB) remains limited. We analyze PLB through the lens of cognitive dissonance t...
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A Meta-Analysis of the Relative Contribution of Leadership Styles to Followers’ Mental Health J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2022-07-24 Diego Montano, Joyce Elena Schleu, Joachim Hüffmeier
It is well-established that different leadership styles are associated with followers’ mental health. However, little is known about the relative strength of the relationship of different leadershi...
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The Comprehensive Meta-Analyses of the Nomological Network of Psychological Capital (PsyCap) J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2022-06-20 Saeed Loghman, Michael Quinn, Sarah Dawkins, Megan Woods, Sumeet Om Sharma, Jenn Scott
This paper presents the most rigorous meta-analysis undertaken to date of empirical literature examining antecedents and outcomes related to psychological capital (PsyCap), and moderators of these ...
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Furthering the Metaphor of the Leadership Labyrinth: Different Paths for Different People J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2022-06-19 Christina L. Stamper, Rosemary A. McGowan
Although the workforce has become more diverse, there is still a predominance of White men in positions of senior leadership. This is incongruent with social norms and values, evolving population d...
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When Friendship is Not Mutual: The Influence of Network Centrality Incongruence on Leadership Emergence and Organizational Identification J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2022-05-25 Wei Zeng, Ann C. Peng, Jiarui Zhao
Integrating balance theory with self-perception theory, we propose that the incongruence between in-degree and out-degree centrality in a friendship network (“centrality incongruence” hereafter) co...
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Leader Attentive Communication: A new Communication Concept, Validation and Scale Development J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2022-05-16 Anouk Decuypere, Armin Pircher Verdorfer
Effective communication is a foundational leadership skill. Many leadership theories implicitly assume communication skills, without investigating them behaviorally. To be able to research leader c...
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Dual Leadership in the Matrix: Effects of Leader-Member Exchange (LMX) and Dual-Leader Exchange (DLX) on Role Conflict and Dual Leadership Effectiveness J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2022-05-06 Ben Sahlmueller, Niels Van Quaquebeke, Steffen R. Giessner, Daan van Knippenberg
While strategic management theories have heavily engaged with the reality of matrix organizations, leadership theories that actually focus on the people working within such arrangements are missing. We argue that (a) followers perceive dual leadership effectiveness to be more than the sum of each leader's effectiveness, (b) a core detriment to perceived dual leadership effectiveness is role conflict
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How to Cope with an Abusive Leader? Examinations of Subordinates’ Affective Reactions, CWB-O and Turnover Intentions J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2022-04-28 Wen Zhang, Shumin Zheng, Jan Luca Pletzer, Daantje Derks, Kimberley Breevaart, Xichao Zhang
When subordinates experience abusive supervision, they often respond with “fight” (e.g., organizationally-directed counterproductive work behavior: CWB-O) or “flight” reactions (e.g., turnover intentions). Drawing on cognitive appraisal theory, we propose that negative (NA) and positive affect (PA) explain these distinct responses and that coworker emotional support differentially moderates the relationships
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Linking Supervisor Role Identity Saliences to Supervisor Work-Family Support J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2022-04-24 Peng Wang, Joseph Rode, Zhen Wang
Drawing upon role identity theory and the dual judgment model of perspective-taking, we investigated a model describing the relationship between supervisor family identity salience (SFIS) and supervisor work-family support, with supervisor work identity salience (SWIS) as a moderator and supervisor work-family perspective taking as a mediator. We tested the model using two data sets. Results from supervisor-reported
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Reconceptualizing Multilevel Leader-Follower Shared Outcomes J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2022-04-21 Gerard Beenen, Gergana Todorova, Shaun Pichler, Ronald E. Riggio
While research on leadership has acknowledged the joint efforts of leaders and followers, advancements in conceptualizing the outcomes of such joint efforts have stagnated. Integrating leadership theory and research with multilevel theories on emergent states, we develop and propose a new framework of shared leader-follower outcomes (SLFOs). We reconceptualize SLFOs as four emergent states (presence
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Editorial, Special Issue J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2022-04-06 Stefanie K. Johnson, Ronald F. Piccolo
The COVID-19 pandemic has changed the world in innumerable ways including the loss of human lives, damage to the global economy, doubt about the credibility of political and scientific institutions, and erosion of our basic way of life. From the lens of several leadership scholars, it is impossible to avoid seeing the leadership implications of an event like this. Could leaders have done more? What
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Effects of Leaders’ Power Construal on Leader-Member Exchange: The Moderating Role of Competitive Climate at Work J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2022-01-31 Kyriaki Fousiani, Barbara Wisse
How leaders construe their power may greatly affect the quality of relationships they have with their followers. Indeed, we propose that when leader power is (perceived to be) construed as responsibility, this will positively affect the extent to which followers perceive high quality leader-follower relationships (LMX), whereas the opposite will be true when leader power is (perceived to be) construed
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Leading When the Boss is Present: How Leadership Structure Schemas Affect Leadership Behavior J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2022-01-28 Ned Wellman, Susan J. Ashford, Jeffrey Sanchez-Burks, D. Scott DeRue
We examine how leadership structure schemas (LSS) – mental models of how leadership is most effectively structured in groups – interact with formal authority to influence individuals’ leadership behavior and perceptions of others who lead. Across two experiments and a field study, we find that for individuals without formal authority, holding a more shared LSS (relative to a more hierarchical LSS)
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Walking Our Evidence-Based Talk: The Case of Leadership Development in Business Schools J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2022-01-13 Hannes L. Leroy, Moran Anisman-Razin, Bruce J. Avolio, Henrik Bresman, J. Stuart Bunderson, Ethan R. Burris, Johannes Claeys, James R. Detert, Lisa Dragoni, Steffen R. Giessner, Kevin M. Kniffin, Thomas Kolditz, Gianpiero Petriglieri, Nathan C. Pettit, Sim B. Sitkin, Niels Van Quaquebeke, Pisitta Vongswasdi
Academics have lamented that practitioners do not always adopt scientific evidence in practice, yet while academics preach evidence-based management (EBM), they do not always practice it. This paper extends prior literature on difficulties to engage in EBM with insights from behavioral integrity (i.e., the study of what makes individuals and collectives walk their talk). We focus on leader development
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Unpacking Psychological Ownership: How Transactional and Transformational Leaders Motivate Ownership J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2022-01-13 Cristiano L. Guarana, Bruce J. Avolio
Psychological ownership represents feelings of responsibility for and possession over a target, which can be both tangible in terms of physical resources, or intangible regarding one's relationships. Here we examine how two well-established leadership styles can trigger six different facets of psychological ownership and their corresponding ownership behaviors, by using regulatory focus and identity
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Leadership Styles and Psychological Empowerment: A Meta-Analysis J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2022-01-05 Carsten C. Schermuly, Laura Creon, Philipp Gerlach, Carolin Graßmann, Jan Koch
Psychological empowerment has become a popular construct in organizational research and practice. Leadership ranks high among the best predictors of employees’ psychological empowerment, yet little is known about which leadership styles prove more effective than others. This meta-analysis investigates the effects of four leadership styles on psychological empowerment. More specifically, we test whether
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Unbalanced, Unfair, Unhappy, or Unable? Theoretical Integration of Multiple Processes Underlying the Leader Mistreatment-Employee CWB Relationship with Meta-Analytic Methods J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2021-12-27 Lindie H. Liang, Midori Nishioka, Rochelle Evans, Douglas J. Brown, Winny Shen, Huiwen Lian
Although a litany of theoretical accounts exists to explain why mistreated employees engage in counterproductive work behaviors (CWBs), little is known about whether these mechanisms are complementary or mutually exclusive, or the effect of context on their explanatory strength. To address these gaps, this meta-analytic investigation tests four theoretically-derived mechanisms simultaneously to explain
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Resilience and Turnover Intention: The Role of Mindful Leadership, Empathetic Leadership, and Self-Regulation J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2021-12-27 Amin Wibowo, Widya Paramita
This study investigates the impact of mindful and empathetic leadership on resilience and turnover intention, with self-regulation as a mediating variable. A quantitative survey was administered to 188 nurses dealing with COVID-19’s patients in Indonesia. Data were analyzed using Process v3.5 Andrew F. Hayes in SPSS. This study revealed that mindful leadership reduces turnover intention, and empathetic
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How Do Leaders vs. Followers Construct Followership? A Field Study of implicit followership theories and Work-Related Affect Using Latent Profile Analysis J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2021-11-15 Patrick T. Coyle, Roseanne Foti
In this study, we integrate follower categorization theory with affective events theory (AET) to investigate the extent to which within-person patterns of implicit followership theories (IFTs) and work-related affect predict job satisfaction for leaders versus followers. Latent profile analysis (LPA) was used to identify and to describe distinct profiles of IFTs and work-related affect for leaders
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Leading Remotely in a Time of Crisis: Relationships with Emotional Intelligence J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2021-11-09 Jenell L. S. Wittmer, Margaret M. Hopkins
Leaders around the world have been thrust into leading remotely, using virtual platforms and other various technologies to communicate and stay engaged with their employees and teams during this current extraordinary global crisis. Previous research supports that leaders share concerns around trust, communication, engagement, and support when leading remotely. Prior research also identifies “people
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The Effect of Decisional Leader Procrastination on Employee Innovation: Investigating the Moderating Role of Employees’ Resistance to Change J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2021-10-25 Tessa Haesevoets, David De Cremer, Giles Hirst, Leander De Schutter, Jeroen Stouten, Marius van Dijke, Alain Van Hiel
Most prior research has examined procrastination as a type of self-defeating behavior. The present research, however, focused on the social consequences of procrastination, by investigating how decisional leader procrastination as a leader trait affects others in the workplace. We specifically developed the argument that the way in which employees deal with changes plays a critical moderating role
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Are Leaders and Followers Receiving What They Give? A Long-Term Examination of the Reciprocal Relationship Between Relative LMX and Relative OCB-Helping J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2021-09-27 Michel Tremblay, Xavier Parent-Rocheleau, Pegah Sajadi
Relying on social comparison theory and the norm of reciprocity perspective, the present study aims to longitudinally investigate the specific relationships between relative leader–member exchange (RLMX) and relative organizational citizenship behavior (ROCB). We examined the potentially bidirectional relationship between these two constructs using data consisting of 1,420 time-lagged observations
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RETRACTION NOTICE: Leadership Variables and Business Performance: Mediating and Interaction Effects J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2021-08-10
RETRACTED: Leadership variables and business performance: Mediating and interaction effects, Jing, F. F., Avery, G. C., & Bergsteiner, H., Journal of Leadership & Organizational Studies, 27(1), 80-97 (2020). 10.1177/1548051818824532
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Leading Through the Crisis: “Hands Off” or “Hands-On”? J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2021-08-05 Marie T. Dasborough,Terri Scandura
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Global Leader Self-Complexity: Conceptualization and Scale Validation J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2021-08-02 Katherine C. Cotter
Existing research and theory provides support for the assertion that the survival of organizations in the globalized world is contingent upon the match between their external complexity and the complexity of their internal systems, including their leadership processes. Global leaders high in self-complexity are equipped to lead the successful adaptation of their organizations to their global environments
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Does Leader Humor Influence Employee Voice? The Mediating Role of Psychological Safety and the Moderating Role of Team Humor J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2021-08-02 Wisanupong Potipiroon, Michael T. Ford
Past research indicates that leader humor can bring many positive outcomes; however, its influence on employee voice has been largely neglected. We propose that leader humor can influence employee voice behaviors (i.e., promotive and prohibitive) via the mediating role of psychological safety. Drawing upon the substitutes for leadership theory, we further propose that team humor could moderate the
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The Role of Team–Member Exchange in Proactive Personality and Employees’ Proactive Behaviors: The Moderating Effect of Transformational Leadership J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2021-07-26 Fong-Yi Lai, Cheng-Chen Lin, Szu-Chi Lu, Hsiao-Ling Chen
This study conceptualizes team–member exchange as a mediator and transformational leadership as a moderator to understand the role of proactive personality in two types of proactive behaviors (affiliative and challenging). Considering the issue of common method variance, data were collected following a multitemporal and multisource research design, and the hypotheses were tested on a sample of 210
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Abusive Supervision and Supervisor-Directed Deviance: A Social Network Approach J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2021-07-21 Samuel Hanig, Seong W. Yang, Lindie H. Liang, Douglas J. Brown, Huiwen Lian
Supervisor-directed deviance is a well-established consequence of abusive supervision. However, prior accounts of the abuse–deviance relationship have overlooked the role played by power embedded in subordinates’ informal social context. To address this gap, we draw on power-dependence theory and use a social network approach to explain the link between abusive supervision and supervisor-directed deviance
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The Power of Followers That do not Follow: Investigating the Effects of Follower Resistance, Leader Implicit Followership Theories and Leader Negative Affect on the Emergence of Destructive Leader Behavior J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2021-05-12 Amelie V. Güntner, Kai N. Klasmeier, Florian E. Klonek, Simone Kauffeld
This study focuses on follower resistance as a potential antecedent of destructive leader behavior and examines leader-related moderators and mediators to help explain the relationship between follower resistance and destructive leader behavior. Drawing from implicit followership theories, we propose that the relationship between follower resistance and destructive leader behavior is moderated by leaders’
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Team Leadership and Team Cultural Diversity: The Moderating Effects of Leader Cultural Background and Leader Team Tenure J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2021-05-07 Katja Raithel, Daan van Knippenberg, Daan Stam
By bringing team members with different cultural backgrounds together, teams in international business can benefit from cultural diversity and reach higher levels of performance. Cultural diversity also brings challenges, however, and diversity research has identified the need to consider moderating influences in the diversity–performance relationship. Team leadership should be particularly important
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Locked (Down) and Loaded (Language): Effect of Policy and Speech on COVID-19 Outcomes J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2021-05-03 Alexa J. Doerr
Just over one year after COVID-19 reached the United States, the number of confirmed cases exceeds 26 million. The Centers for Disease Control has consistently recommended frequent handwashing, avoiding crowds, wearing masks, and staying home as much as possible to prevent the spread of the virus. Additionally, 42 states, the District of Columbia, and Puerto Rico issued stay-at-home orders in the spring
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Kim S. Cameron—Positively Making Organizations and the World Better: A Career Legacy Interview J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2021-05-01 Abisola Femi-Jegede,Anne Swearingen,Wendy Stivers,Jennifer L. Schultz
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Leadership During Crisis: An Examination of Supervisory Leadership Behavior and Gender During COVID-19 J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2021-04-28 Connor J. Eichenauer, Ann Marie Ryan, Jo M. Alanis
Due to major work disruptions caused by the coronavirus (COVID-19) pandemic, supervisors in organizations are facing leadership challenges as they attempt to manage “work from home” arrangements, the health and safety of essential workers, and workforce reductions. Accordingly, the present research seeks to understand what types of leadership employees think is most important for supervisors to exhibit
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The Relationship Between Follower Affect for President Trump and the Adoption of COVID-19 Personal Protective Behaviors J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2021-04-26 Sherry E. Moss, Stacey R. Kessler, Mark J. Martinko, Jeremy D. Mackey
In the current series of studies, we draw upon implicit leadership theories, social learning theory, and research on decision making to investigate whether affect toward President Trump explains U.S. residents’ evaluations of his leadership during the COVID-19 crisis, as well as the likelihood that that residents engage in personal protective behaviors. A meta-analysis using 17 nationally representative
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Servant Leadership, Team Reflexivity, Coworker Support Climate, and Employee Creativity: A Multilevel Perspective J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2021-04-26 Zhining Wang, Chunjie Guan, Tao Cui, Shaohan Cai, Dandan Liu
Based on input–process–outcome model and contingency theory, we develop a research model that depicts the influence of coworker support climate on the cross-level process linkages among servant leadership, team reflexivity, and employee creativity. Using data collected from 442 participants in 92 teams, we conducted a multilevel analysis, which demonstrated that servant leadership promotes team reflexivity
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Leading and Working From Home in Times of COVID-19: On the Perceived Changes in Leadership Behaviors J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2021-04-23 Janka I. Stoker, Harry Garretsen, Joris Lammers
Due to the COVID-19 crisis, managers and employees in many organizations suddenly are forced to work from home. Although working from home (WFH) is not a new phenomenon, it is new in its current scale and scope because of COVID-19. Against this background, we investigate the effect of WFH during the COVID-19 crisis on changes in leadership behaviors, and associated changes in perceived manager quality
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Corrigendum to The Consequences of Incongruent Abusive Supervision: Anticipation of Social Exclusion, Shame, and Turnover Intentions J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2021-04-22
Korman, B. A., Tröster, C., & Giessner, S. R. (2021). The consequences of incongruent abusive supervision: Anticipation of social exclusion, shame, and turnover intentions. Journal of Leadership & Organizational Studies. Advance online publication. https://doi.org/10.1177/15480518211005463
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New Kids on the Block? A Bibliometric Analysis of Emerging COVID-19—Trends in Leadership Research J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2021-04-20 Robin Bauwens, Saša Batistič, Steven Kilroy, Sanne Nijs
The COVID-19 pandemic has resulted in unprecedented challenges for society. The effects on organizations have been drastic and such tough times have demanded new organizational solutions as well as strong and new forms of organizational leadership. Leadership scholars have accelerated their research efforts in the quest to identify what is needed to lead in these uncertain times. In this paper, we
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Is it Laissez-Faire Leadership or Delegation? A Deeper Examination of an Over-Simplified Leadership Phenomenon J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2021-04-12 Kalan R. Norris, Hamed Ghahremani, G. James Lemoine
Characterized simply as “the absence of leadership,” scholars have generally written off “laissez-faire leadership” as the inaction of poor managers disinterested in their followers and organizational outcomes. In this study, we question whether this simple understanding of the construct is always true, arguing that delegation, a conceivably positive behavior, is sometimes perceived as laissez-faire
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Towards a Model of Leader Character Development: Insights From Anatomy and Music Therapy J. Leadersh. Organ. Stud. (IF 3.611) Pub Date : 2021-04-08 Mary Crossan, Cassandra Ellis, Corey Crossan
Leader character has emerged as a critical foundation for leadership. In spite of the view that leader character can be developed, there has been limited holistic attention to what it takes to develop character. Character requires conscious development, and that conscious development not only requires an understanding of what character is, but how the anatomy of character enables and inhibits character