The power of reflection for would-be leaders: Investigating individual work reflection and its impact on leadership in teams

This paper examines the key role that individual work reflection plays in facilitating individuals' leadership in teams. Consistent with the functional perspective on leadership, we argue that individual work reflection allows individuals to better understand their team's needs, and therefore enact higher levels of task-, relational-, and change-oriented leadership behaviors and be more effective leaders in their teams. We first conducted a series of measure development studies to validate a measure of individual work reflection comprising four dimensions of reflection at work: goals-, methods-, relationships-, and self-focused reflection. Then, across two independent studies assessing individuals in self-managing teams over time, we found support for our theoretical model linking individual work reflection to peer-rated leadership behaviors (Main Studies 1 and 2) and leadership effectiveness (Main Study 2). In further support of our theorizing, Main Study 2 also indicates that individual work reflection shapes leadership behaviors and effectiveness via understanding the team's needs, beyond a wide range of related constructs (e.g., feedback seeking, mindfulness, and rumination), as well as commonly studied predictors of leadership behaviors (i.e., the Big Five). Our theory and empirical findings help advance insights on the role of individual work reflection in improving leadership outcomes in organizations.     

Give them what they want or give them what they need? Ideology in the study of leadership

In recent years, a number of new, values‐based, or ideological models focusing on leader behavior have been proposed. These models include authentic, servant, character‐based, ethical, spiritual, and aesthetic leadership. In the present effort, we argue that these models, despite some differences in key dimensions, are tied together by a focus on moral behavior. The available evidence indicates that these models have only modest predictive power with respect to organizational performance criteria. More centrally, we argue that tests of these models are characterized by significant methodological problems with respect to both measurement and control. Moreover, these models suffer from some serious substantive concerns, including the explicit confounding of leadership and morality, discounting of system impacts, inappropriate assumptions about follower needs, and inappropriate scientific inferences. These models also fail to provide viable new approaches for leader development. We conclude that caution must be exercised when these models are employed as a basis for understanding leadership. Copyright © 2014 John Wiley & Sons, Ltd.     

Are two cynics better than one? Toward understanding effects of leader–follower (in‐)congruence in social cynicism

Prior research suggests that leaders' social cynicism can undermine important follower outcomes such as followers' motivation and performance. However, these studies have exclusively focused on leaders' social cynicism and neglected that followers' views on the social world might also influence the leadership process. On the basis of theories of social beliefs and person–supervisor fit, we offer an integrative perspective and predict that it is the congruence between leaders' and followers' social cynicism that shapes leadership dynamics. Data from 116 leader–follower dyads from a broad range of organizations and industries support our model: Polynomial regression and response surface analyses show significant congruence effects of leaders' and followers' social cynicism on followers' extra‐role behaviors and followers' proactive work behaviors. These positive effects of congruence on follower outcomes are transmitted by leader–member exchange quality. Finally, congruence effects are stronger when leaders' and followers' social cynicism is low rather than high. Overall, our study suggests that it is the correspondence between leaders' and followers' social cynicism that influences followers' leader–member exchange, extra‐role, and proactive behavior. We discuss the theoretical and practical implications of these findings for designing functional leader–follower dyads in organizations.     

The importance of group‐focused transformational leadership and felt obligation for helping and group performance

Leaders face a challenge to simultaneously motivate workgroups and the individuals within them. Recent criticisms highlight the need to deconstruct broad leadership constructs to offer better theoretical insight into the effects of specific leadership behaviors on groups versus individuals. We address this call by exploring the effects of group‐focused and individual‐focused aspects of transformational leadership. Applying social identity theory, we theorize that group‐focused transformational leadership is key to fostering felt obligation, motivating helping behavior, and enhancing group performance, whereas individual‐focused leadership may only foster helping when individuals also feel a sense of obligation toward their workgroup. In a field study of 260 employees reporting to 36 supervisors in a skilled trade company, we find support for these predictions using multilevel structural equation modeling and multilevel mixed effects modeling. Thus, group‐focused (vs. individual‐focused) transformational leadership and subsequent felt obligation are important antecedents for encouraging helping and, in turn, workgroup performance.     

How team helping influences abusive and empowering leadership: The roles of team affective tone and performance

Leaders' perceptions of their teams are critical sources of contextual social information influencing leadership behaviors. In this paper, we extend affect-as-social-information theory to understand how and why team helping behaviors predict leaders' mistreatment of their teams in the form of abusive supervision and positive leader behavior in the form of empowering leadership, both through leaders' perceptions of team positive affective tone. In addition, based on social information processing, we examine the cue of leaders' perceptions of team task performance as a factor that helps us understand when the relationship between positive affective tone and leadership behaviors may be attenuated. In two text-based scenario studies, a video-based scenario study, and a multisource field study, we found evidence that team helping behavior is antecedent to abusive and empowering leadership behaviors and that this relationship is fully mediated by leaders' perceptions of team positive affective tone. Moreover, our results support team task performance as a factor that decreases the degree to which affective tone is related to abusive supervision. We discuss our findings as a caution to scholars' assumptions about the directionality of leader-team influence, emphasizing the need to acknowledge upward effects in workplace mistreatment research in the leader–team relationship.     

Can pride be a vice and virtue at work? Associations between authentic and hubristic pride and leadership behaviors

Pride, a discrete emotion that drives the pursuits of achievement and status, is crucial to consider in leadership contexts. Across three studies, we explored how leaders' experiences of authentic and hubristic pride were associated with their leadership behaviors. In Study 1, a field study of leader–follower dyads, leader trait authentic pride was associated with the use of more effective (i.e., consideration and initiating structure) and fewer ineffective (i.e., abusive supervision) leadership behaviors, and hubristic pride was associated with more abusive behaviors. In Study 2, a daily diary study, on days when leaders experienced more authentic pride than usual, they used more effective leadership behaviors than usual, whereas on days when leaders experienced more hubristic pride than typical, they were more likely to engage in abusive supervision than typical. In Study 3, a scenario‐based experiment, leaders who experienced more authentic pride in response to our experimental manipulation were more likely to intend to use effective leadership behaviors. In contrast, those who experienced more hubristic pride were less likely to use these behaviors and more likely to intend to be abusive. Overall, this work highlights the importance of pride for leadership processes and the utility of examining discrete and self‐conscious emotions within organizations.     

Moral emotions: A review and research agenda for management scholarship

By discussing “families” of moral emotions, we synthesize and review the moral emotions literature in an effort to advance organizational scholarship. First, we broadly discuss “what constitutes a moral emotion?” Second, we critically examine each family of moral emotions. We discuss key controversies and debates, particularly in terms of construct overlap, and provide recommendations. Third, we review scholarly work on each family of moral emotions in the workplace and offer ideas for future research. Finally, in our general future directions, we discuss a range of theoretical perspectives that can be used to advance the moral emotions literature in the management field.     

Leadership behaviors and follower performance: Deductive and inductive examination of theoretical rationales and underlying mechanisms

There are competing theoretical rationales and mechanisms used to explain the relation between leadership behaviors (e.g., consideration, initiating structure, contingent rewards, and transformational leadership) and follower performance (e.g., task performance and organizational citizenship behaviors). We conducted two studies to critically examine and clarify the leadership behaviors–follower performance relation by pitting the various theoretical rationales and mechanisms against each other. We first engaged in deductive (Study 1) and then inductive (Study 2) theorizing and relied upon 35 meta‐analyses involving 3327 primary‐level studies and 930 349 observations as input for meta‐analytic structural equation modeling. Results of our dual deductive–inductive approach revealed an unexpected yet surprisingly consistent explanation for why leadership behaviors affect follower performance. Specifically, leader–member exchange is a mediating mechanism that was empirically determined to be involved in the largest indirect relations between the four major leadership behaviors and follower performance. This result represents a departure from current conceptualizations and points to a common underlying mechanism that parsimoniously explains how leadership behaviors relate to follower performance. Also, results lead to a shift in terms of recommendations for what leaders should focus on to bring about improved follower performance. Copyright © 2016 John Wiley & Sons, Ltd.     

Predicting retail shrink from performance pressure,ethical leader behavior,and store‐level incivility

Retail shrink, a form of inventory loss due primarily to employee theft and shoplifting, is a growing concern for retailers. Prior work on shrink has taken primarily an individual‐level focus to understanding this problem but has yet to really explore how the business context impacts shrink. The current study addresses this need by delineating and testing a unit‐level (i.e., between‐stores) conceptual model, wherein we examine the influence of performance pressure, ethical leader behavior, and store‐level incivility on shrink in a field study of 111 U.S. retail stores. Results demonstrate that performance pressure and ethical leadership interact to influence store‐level incivility. Further, stores with higher incivility also had higher levels of shrink. A focus on the contextual predictors of shrink provides timely insights into the role of performance pressure and leadership on store‐level incivility and consequently on retail shrink. In light of increasingly thin margins in the retail industry, the evidence on how pressure to perform and ethical leadership influences retail shrink may offer a solution to retailers looking to stem financial losses by promoting civility in the workplace.     

Contextualizing leaders' interpretations of proactive followership

Although proactive followership behavior is often viewed as instrumental to group success, leaders do not always respond favorably to the actions of overly eager followers. Guided by a constructivist perspective, we investigated how interpretations of followership differ across the settings in which acts of leadership and followership emerge. In thematically analyzing data from semi‐structured interviews with leaders of high‐performing teams, we depict how the construal of follower behaviors relates to various contextual factors underscoring leader–follower interactions. Prototypical characteristics were described in relation to ideal followership (i.e., active independent thought, ability to process self‐related information accurately, collective orientation, and relational transparency). However, proactive followership behaviors were subject to the situational and relational demands that were salient during leader–follower interactions. Notably, the presence of third‐party observers, the demands of the task, stage in the decision‐making process, suitability of the targeted issue, and relational dynamics influenced which follower behaviors were viewed as appropriate from the leader's perspective. These findings provide insight into when leaders are more likely to endorse proactive followership, suggesting that proactive followership requires an awareness of how to calibrate one's actions in accordance with prevailing circumstances. Copyright © 2015 John Wiley & Sons, Ltd.     

Can self‐sacrificial leadership promote subordinate taking charge? The mediating role of organizational identification and the moderating role of risk aversion

The extant literature on the relationship between self‐sacrificial leadership and subordinate behavioral outcomes has primarily focused on the influence of this leadership on subordinate affiliative behaviors. Our research proposed a theoretical model explaining why and when self‐sacrificial leadership might promote taking charge, an exemplar of challenging behaviors. We tested this model across two studies conducted in China. In addition, we also examined the differences in the boundary conditions for self‐sacrificial leadership to influence taking charge and affiliative behaviors (cooperation in Study 1 and helping in Study 2 ). Our results revealed that (i) self‐sacrificial leadership was positively related to subordinate taking charge, with organizational identification acting as a mediator for this relationship, and (ii) risk aversion moderated both the self‐sacrificial leadership–subordinate taking charge relationship and the mediating effect of organizational identification, such that the relationship and its mediating mechanism were weaker for subordinates high rather than low in risk aversion. These moderating effects, however, could not generalize to cooperation and helping. Finally, the theoretical and practical implications of our results and directions for future research were discussed. Copyright © 2015 John Wiley & Sons, Ltd.     

Debunking the false dichotomy of leadership idealism and pragmatism: Critical evaluation and support of newer genre leadership theories

Leadership theories have shifted over the last few decades from a focus on managerial functions and economic leader–follower exchanges toward greater focus on the interpersonal dynamics occurring within the leadership process. Theories such as transformational, ethical, authentic, and other “newer genre” theories were created to address neglected topics such as leader vision and inspirational messages, transparency, emotional effects, morality, individualized attention, and intellectual stimulation. Critiques of these theories, however, have been raised. In this paper, we address five of those critiques and argue for the validity and practical effectiveness of the new genre theories. Further, we describe how newer genre leadership research should be viewed as a performative epistemology, entailing a process of co‐creation involving scholars and practitioners. Finally, from this view, we provide general ideas for leader development. Copyright © 2014 John Wiley & Sons, Ltd.     

The consequences of (not) seeing eye-to-eye about the past: The role of supervisor–team fit in past temporal focus for supervisors' leadership behavior

This study seeks to advance our understanding of the leadership consequences that may ensue when supervisors and their teams have similar versus differing orientations toward the past. Integrating a leader–team fit perspective with functional leadership theory, we cast incongruence between supervisor and team past temporal focus as a key antecedent of supervisors' active (i.e., task-oriented and relationship-oriented) and passive (i.e., laissez-faire) leadership behaviors toward the team. We tested our hypotheses in a team-level study that included a field sample of 84 supervisors and their teams using polynomial regression and response surface analyses. Results illustrated that supervisors demonstrated more task-oriented and relationship-oriented leadership when supervisors' and their team's past temporal focus were incongruent rather than aligned. Furthermore, in situations of supervisor–team congruence, supervisors engaged in less task-oriented and relationship-oriented leadership and more laissez-faire leadership with higher (rather than lower) levels of supervisor and team past temporal focus. In sum, these findings support a complex (mis)fit model such that supervisors' attention to the past may hinder their productive leadership behaviors in some team contexts but not in others. Hence, this research advances a novel, multiple-stakeholder perspective on the role of both supervisors' and their team's past temporal focus for important leadership behaviors.     

Lying in negotiations: how individual and situational factors influence the use of neutralization strategies

Lying in negotiations can cause negative emotions, so participants may use neutralization strategies to reduce these feelings. We conducted a 2 (ethical versus non‐ethical climate) × 2 (low versus high negative consequences) experiment to examine how individual and situational factors affect the use of three such strategies: minimizing the lie, denigration of the target, and denial. Lying, psychological distress, and self‐perceived moral attributes were measured as non‐manipulated independent variables. One hundred and ninety‐two MBA students participated in a business negotiation in which they were provided with incentives to lie. As predicted, higher distress was associated with greater denial of lies. In addition, climate and consequences interacted to affect minimization and liars engaged in less minimization than did participants who merely concealed information. Climate and moral attributes interacted to affect denigration. We believe these findings support further study of neutralization strategies in the workplace. Copyright © 2005 John Wiley & Sons, Ltd.     

Employee judgments of and behaviors toward corporate social responsibility: A multi‐study investigation of direct,cascading, and moderating effects

Do employee judgments of their organization's corporate social responsibility (CSR) programs relate to CSR‐specific performance and in‐role job performance? Can middle managers influence the formation of such judgments and what factors might moderate such cascading influences? To answer these yet unaddressed questions, we conduct three studies. Study 1 takes an organizational justice perspective and tests our baseline model. Results show that employees' CSR judgments trigger their affective commitment and performance on extra‐role CSR‐specific behaviors; however, extra‐role CSR‐specific performance is unrelated to in‐role job performance. Study 2 replicates Study 1's findings while, in addition, applies a social information processing approach and offers novel insights by demonstrating the cascading effects of managers' CSR judgments on employee CSR judgments. Investments made in CSR programs in order to improve employee judgments and behaviors may be unsuccessful if employees' CSR judgments are based on social information that remains unchanged. In addition to replicating the findings from studies 1 and 2, study 3 draws from middle management involvement and leadership theories to show that leadership styles and managers' involvement in implementing deliberate strategy can strengthen or weaken these cascading effects. This highlights the important role of middle managers as “linking pins” in the CSR strategy implementation process. Copyright © 2014 John Wiley & Sons, Ltd.     

Effects of dyadic duration on the relationship between leader behavior perceptions and follower outcomes

This research focused on the role of dyadic duration, the amount of time a subordinate has worked for the same supervisor, in leadership dynamics. Specifically, a field study of engineering personnel examined dyadic duration as a moderator of the relationships between supervisory leadership behavior and subordinates' attitudes and behavior. Moderated regression analysis revealed that the length of time a subordinate had served under the same supervisor influenced the relationship between supportive and directive leader behaviors and follower performance. Implications of these findings were discussed, focusing on the exchange process between individual leaders and followers.     

A cross‐level model of shared leadership,meaning, and individual creativity

Research on leadership and creativity is dominated by the study of leadership from people in formal leadership positions. The very nature of creativity requires self‐direction, however. This points to shared leadership, a process in which members dynamically share the leadership role, as a particularly relevant influence to consider. Drawing on psychological empowerment theory, we develop the shared leadership perspective on individual creativity. We argue that shared leadership has a cross‐level influence on individual creativity that is mediated by the experience of meaning of work and moderated by individual differences in power distance value: for individuals lower on power distance, shared leadership has a positive linear relationship with individual creativity; for individuals higher on power distance, shared leadership has a curvilinear relationship with individual creativity that is decreasingly positive. Using a sample of 623 members from 95 teams in 34 Chinese organizations, we find support for this multilevel model. Findings offer theoretical implications for shared leadership and creativity research and provide managerial implications.     

The missing link? Implications of internal,external, and relational attribution combinations for leader–member exchange,relationship work,self‐work,and conflict

Attributions are causal explanations made by individuals in response to important, novel, and/or unexpected events. Numerous attribution theories have examined how people use information to make attributions and how attributions impact an individual's subsequent emotions and outcomes. However, this research has only recently considered the implications of dyadic‐level attributions (i.e., relational attributions), particularly in the context of leader–follower relationships in organizations. Therefore, the purpose of this theoretical paper is threefold. First, we integrate research on attributional biases into the research on relational attributions. Second, we integrate and extend attribution theory to consider the implications of convergent and divergent internal, external‐person, external‐situational, and relational attributions for leader–member exchange (LMX) quality, relationship work, self‐work, and conflict. Third, we make the implicit ranking of attribution combinations and the resultant levels of relationship work explicit. In doing so, we contribute to attribution theory and research by proposing how attribution combinations produce positive and negative outcomes that are both intrapersonal and interpersonal. Further, we contribute to the LMX literature by explicating how leader–follower attribution combinations influence relationship quality.     

Enhancing employees' duty orientation and moral potency: Dual mechanisms linking ethical psychological climate to ethically focused proactive behaviors

Based on social cognitive theory (SCT), we develop and test a model that links ethical psychological climate to ethically focused proactive behavior (i.e., ethical voice and ethical taking charge) via two distinct mechanisms (i.e., duty orientation and moral potency). Results from multi-wave field studies conducted in the United States, Turkey, France, Vietnam, and India demonstrate that an ethical psychological climate indirectly influences employees' ethical voice and ethical taking charge behaviors through the dual mechanisms of duty orientation and moral potency. Additionally, we find that individuals' moral attentiveness strengthened these mediating processes. Together, these findings suggest that ethical psychological climate is an important antecedent of ethically focused proactive behavior by stimulating individuals' sense of duty and enhancing their moral potency, particularly when employees are already highly attuned to moral issues.     

Explaining the effects of transformational leadership: an investigation of the effects of higher‐order motives in multilevel marketing organizations

Multilevel marketing organizations (MLMs) are a rapidly growing organizational type enlisting nearly 10 million members and producing over 20 billion dollars in sales annually. Despite their remarkable recent growth, few studies have examined these unusual organizations, and none of these have addressed issues of transformational leadership. In MLMs, the key leadership relationships are those between individual member distributors and the members who recruited them into the organization (i.e., their ‘sponsors’). Although sponsors are expected to provide leadership to the members they recruit, they possess no direct supervisory resulting—authority in an uncertain ‘quasi‐leadership’ role. Using a sample of 736 female MLM members, the present study empirically tests an important explanatory component of transformational leadership theory: that belief in the higher purpose of one's work is a mechanism through which transformational leadership achieves its positive outcomes on cohesion, satisfaction, effort, and performance. The results offer support to the notion that transformational leadership indeed ‘transforms’ followers by encouraging them to see the higher purposes in their work. Additionally, the results show positive relationships between belief in a higher purpose of one's work and job satisfaction, unit cohesion, and effort. Copyright © 2001 John Wiley & Sons, Ltd.