Learning disability and leadership: Becoming an effective leader

This study investigates learning disability (LD) as an individual‐differences variable predicting leadership emergence, role occupancy, and effectiveness. We hypothesize that individuals with LD are less likely to occupy leadership roles, and that informal group processes (leadership emergence) will mediate the relationship between LD and leadership role occupancy. We also hypothesized that, among leaders promoted and selected for leadership training, there would be a negative relationship between LD and effective leadership. We first checked for LD in a sample of 1076 soldiers, measuring cognitive ability with a geometric‐analogies test as a control. Some months later, during the soldiers' basic training, we measured leadership emergence. We then identified those who were selected for leadership training, recording, and measuring their effectiveness according to supervisory and peer evaluations. Leadership emergence was found to mediate the negative relationship between LD and leadership role occupancy. There were no significant differences among leaders (n = 308) with and without LD in regard to leadership effectiveness. Copyright © 2013 John Wiley & Sons, Ltd.     

Considering the positive possibilities of leader political behavior

This Incubator presents an overview of a new construct, leader political support, which captures the positive possibilities of leaders' political behavior. A discussion of why leader political support may seem paradoxical is included, as well as a presentation of the need for its consideration and the research possibilities it provides. Copyright © 2014 John Wiley & Sons, Ltd.     

Convergence and emergence in organizations: An integrative framework and review

In reaction to the growing attention to connecting individual‐level and unit‐level constructs, we first briefly review emergence terminology and theories that address the dynamic process by which a higher‐level phenomenon emerges from lower‐level elements. Next, we review the extant theory and research on emergence and convergence in organization science using an organizing framework that simultaneously considers the content area of lower‐level elements, the emergent factors, and the target of the emergent property. In addition to organizing and bridging current literature on emergence and convergence, gaps of existing research and new directions for future research, including compilation and divergence, are identified. Copyright © 2015 John Wiley & Sons, Ltd.     

Empowering leadership: A meta‐analytic examination of incremental contribution,mediation, and moderation

The concept of empowering leadership (EL) has seen increasing scholarly interest in recent years. This study reports a meta‐analysis investigating the effects of EL on employee work behavior. On the basis of data from 105 samples, we found evidence for the positive effects of EL on performance, organizational citizenship behavior, and creativity at both the individual and team levels. We further examined these relationships by exploring potential boundary conditions and the incremental contribution of EL over transformational leadership and leader–member exchange. Furthermore, at the individual level, both trust in leader and psychological empowerment mediated the relationships of EL with task performance, organizational citizenship behavior, and creativity. We also found evidence that leader–member exchange was a significant mediator between EL and task performance. At the team level, empowerment mediated the effects of EL on team performance, whereas knowledge sharing showed no significant indirect effect. Our results have important theoretical and practical implications and suggest some areas that require further research.     

The challenge of being a young manager: The effects of contingent reward and participative leadership on team‐level turnover depend on leader age

Effective leadership requires a leader claiming as well as team members granting the leadership position. Contingent reward and participative leadership may both facilitate this mutual process. However, these behaviors differ in the degree to which they require a leader to have status and be prototypical. Their effectiveness might thus depend on the status‐related characteristics of the leader. In this respect, we propose that younger leaders, by deviating from the leader prototype in terms of age, lack a natural status cue, which will determine the effectiveness of these two leadership behaviors in shaping turnover. Two pilot studies (N = 113 and 121 individuals) confirm that younger leaders are perceived as less prototypical and to have lower status than older leaders. Examining 83 work teams, we show that leader age differently moderates the effects of contingent reward and participative leadership on time‐lagged team turnover. For younger (compared with older) leaders, contingent reward was effective as illustrated by decreased voluntary turnover and increased involuntary turnover, whereas participative leadership, which was associated with increased voluntary turnover and decreased involuntary turnover, was ineffective. These findings point to the importance of incorporating natural status cues of leaders for understanding the effectiveness of different leadership behaviors. Copyright © 2016 John Wiley & Sons, Ltd.     

Antecedents and consequences of empowering leadership: Leader power distance,leader perception of team capability,and team innovation

The evidence that empowering leadership is an effective form of team leadership brings the question on what the antecedents of empowering leadership are into focus. We propose that empowering leadership is driven by considerations of the normative and situational appropriateness of empowering leadership that are associated with leader power distance value and leader perception of team capability. We propose that leader power distance and perceived team capability interact such that the influence of leader power distance on empowering leadership is stronger with higher perceived team capability. We extend our model to show that by affecting empowering leadership, the interaction of leader power distance and perceived team capability indirectly influences team innovation, an important team outcome associated with empowered teamwork. We tested our model in two multisource surveys in China: Study 1 of 84 technical teams and Study 2 of 83 financial service teams. We discuss how our study contributes to empowering leadership theory by providing a theoretical perspective that lends itself well to identifying other trait and situational antecedents of empowering leadership.     

An examination of shared leadership configurations and their effectiveness in teams

A key challenge in the shared leadership literature has been a limited understanding of how multiple leadership activities are shared across team members and roles. We address this issue by conceptualizing and operationalizing shared leadership using both its content (i.e., what leadership roles are shared) and distribution (i.e., how leadership is shared across members and roles). In an exploratory study comprised of 129 work teams, we use latent profile analysis (LPA) to identify multiple shared leadership configurations that vary in the extent of sharing. Our second study of 103 MBA teams supports these findings and further (a) considers what shared leadership configurations have the greatest influence on team effectiveness, (b) examines the mediating role of teamwork processes, and (c) investigates the moderating role of temporal dispersion. We advance current research by demonstrating that shared leadership typically manifests in collective (i.e., members share all leadership roles) and distributed configurations (i.e., members hold one leadership role while other members hold other leadership roles), which has implications for team processes and effectiveness. Specifically, we show that collective configurations have higher team effectiveness (compared to distributed configurations) owing to improved teamwork processes and observe that these effects are more pronounced when temporal dispersion is high.     

Empirical analysis of shared leadership promotion and team creativity: An adaptive leadership perspective

Promoting shared leadership in teams and enhancing team creativity is aided by complementarity between leader and team member characteristics. We integrate insights from social learning theory and dominance complementarity perspective with the team leadership and creativity literature to explore the facilitating role of formal participative leadership for enhancing team creativity indirectly by promoting shared leadership. The relationships among formal participative leadership, shared leadership, and team creativity are bounded by team voice behavior and team creative efficacy. To test our theoretical model, we collected multisource and multiwave survey data from 382 members of 73 teams. Results revealed a significant positive relationship of participative leadership with shared leadership in teams, which in turn was positively associated with team creativity. Team voice behavior and team creative efficacy moderated these relationships, respectively, by strengthening the positive relationships. We discuss the theoretical contributions, practical implications, and future directions of our findings.     

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.     

领导行为、安全文化与矿工安全行为的结构方程模型

为了提高矿工的安全行为,在相关研究基础上,提出领导行为、安全文化与矿工安全行为之间的理论假设模型。依据436份来自矿工的有效问卷,利用结构方程模型方法验证假设。结果表明:领导行为、安全文化对于安全行为具有一定的预测力和影响力,领导行为不仅对安全文化有直接影响,也通过安全文化间接影响安全行为;交易型领导对安全行为的整体影响强度高于变革型领导;变革型领导和交易型领导对安全文化各维度均有显著的正向影响关系;安全文化中除安全规程和安全培训对安全参与行为预测力不足外,其余维度均对安全遵守行为和安全参与行为有显著的正向影响关系。     

The impact of team familiarity and team leader experience on team coordination errors: A panel analysis of professional basketball teams

To explore the dynamics involved in team coordination, we examine the impact of team familiarity and team leader experience on team coordination errors (TCEs). We argue that team familiarity has a U‐shaped effect on TCEs. We study the moderating effects of team leader prior experience and team leader team‐specific experience on the association between team familiarity and TCEs. We use panel data on teams from the National Basketball Association to test the hypotheses. Our findings support the U‐shaped relationship between team familiarity and TCEs and the moderating effect of team leader team‐specific experience on this relationship. The paper advances research on errors in organizations by analyzing the antecedents of TCEs, so far an underexplored empirical phenomenon. Moreover, it contributes to research on coordination in teams by empirically examining the interplay between formal and informal coordination mechanisms. Copyright © 2015 John Wiley & Sons, Ltd.     

班组长领导方式对矿工安全行为的影响 效用研究—基于调整焦点理论*

围绕班组长领导方式和矿工安全行为的内涵,通过文献分析与因子分析,剖析出班组长领导主要包含领导魅力、鼓励性激励、智力激发、个性化关怀、权变性奖励、积极例外管理和消极例外管理七种方式,矿工安全行为主要包含安全遵守与参与一种方式。以班组长七种领导方式为外在潜变量,矿工安全行为一种方式为内在潜变量,基于调整焦点理论下构建班组长领导方式对矿工安全行为的影响效用模型。运用SPASS17.0和AMOS7.0软件,探析班组长各领导方式对矿工安全行为的作用路径及其影响,从而为煤矿安全管理提出新思路。     

A multilevel investigation of predictors and outcomes of shared leadership

For modern organizations, shared leadership becomes increasingly important. Knowledge on shared leadership may be limited, as past research often relies on cross-sectional data or student samples, and most studies neglect the multilevel nature of shared leadership. Our research model includes transformational leadership, trust, and organizational support as predictors of shared leadership. Furthermore, we analyze the influence of shared leadership on team performance and team creativity. In total, 160 teams with 697 employees participated in our field study. Data collection took place at three time points. To test our hypotheses, we used multilevel modeling with a Bayesian estimator. We found relationships of transformational leadership and trust with shared leadership at the team level and of transformational leadership, trust, and organizational support with shared leadership at the individual level. Furthermore, shared leadership fully mediated the effect of the three input factors on team performance and team creativity. This study contributes to the understanding of the antecedents and outcomes of shared leadership. Furthermore, the dynamic development of team processes based on an input–mediator–output model is explored. On the basis of the results, organizations can increase shared leadership behavior by focusing on transformational leadership and trust building.     

Transformational leadership and employee voice behavior: A Pygmalion mechanism

We theorized and examined a Pygmalion perspective beyond those proposed in past studies in the relationship between transformational leadership and employee voice behavior. Specifically, we proposed that transformational leadership influences employee voice through leaders' voice expectation and employees' voice role perception (i.e., Pygmalion mechanism). We also theorized that personal identification with transformational leaders influences the extent to which employees internalize leaders' external voice expectation as their own voice role perception. In a time‐lagged field study, we found that leaders' voice expectation and employees' voice role perception (i.e., the Pygmalion process) mediate the relationship between transformational leadership and voice behavior. In addition, we found transformational leadership strengthens employees' personal identification with the leader, which in turn, as a moderator, amplifies the proposed Pygmalion process. Theoretical and practical implications are discussed. Copyright © 2016 John Wiley & Sons, Ltd.     

A meta-analytic test of the differential pathways linking ethical leadership to normative conduct

We test how ethical leadership influences normatively (in)appropriate work behavior through distinct mediating pathways, including one's exchange relationship with the leader, ethical culture, and identification with the organization. Our study also controls for transformational leadership as a predictor and trust in leader as a nonhypothesized alternative mechanism. We test our hypotheses using meta-analytic structural equation modeling based on our meta-analysis of 301 independent samples (N = 103,354) and relevant meta-analytic correlations reported in previous research. Supporting our prediction, we found that leader–member exchange, which represents social exchange theory, was the most potent mechanism that accounts for the positive relationship between ethical leadership and task performance. In contrast, ethical culture, which assesses a social learning mechanism, is the strongest predictor of counterproductive behavior. In addition, all three hypothesized mediators each contribute to understanding the positive relationship between ethical leadership and organizational citizenship behavior, although the indirect effect via organizational identification was the weakest. The findings hold after controlling for job satisfaction as another mediator parallel to the theoretical ones. Our results contribute to a precise theory about ethical leadership by differentiating the processes through which it affects employee behavior.     

Transformational leadership and creativity: A meta‐analytic review and identification of an integrated model

We conduct a meta‐analytic review that yields important insights about the existing research on transformational leadership and creativity. Additionally, we propose and test an integrated model using meta‐analytic structural equation modeling (MASEM) and full information MASEM (FIMASEM) techniques to better understand the intervening mechanism through which transformational leadership acts on creativity. The results of the meta‐analysis of 127 studies show that most of the bivariate relationships among transformational leadership, employee creativity, and pre‐identified mediators are significant; further, geographic base of studies significantly moderates some of the relationships. The MASEM results indicate that several mediators intervene in the relationship between transformational leadership and creativity. Although the total effect of transformational leadership on creativity is positive, its direct effect is negative when mediators are included. Additionally, there are significant relationships among the mediators that can be theoretically supported, but have not been investigated in prior transformational leadership and creativity studies. On the basis of these findings, we provide conclusions and directions for future studies.     

Two roads to effectiveness: CEO feedback seeking,vision articulation,and firm performance

Humble leadership is attracting increased scholarly attention, but little is known about its effects when used in conjunction with less humble leadership behaviors that rely on a perception of the leader as confident and charismatic. This study contrasts the effects on top management team (TMT) potency and organizational performance of a more humble (feedback seeking) and a less humble (vision) CEO leader behavior. We hypothesize that CEO feedback seeking increases TMT potency and firm performance by communicating to TMT members that the organization values their input and encouraging their own feedback seeking, whereas CEO vision articulation influences these outcomes by fostering greater clarity about the firm's direction, and an enhanced ability to coordinate efforts within the TMT. CEOs who have not developed a vision can achieve a similar positive impact on TMT potency and firm performance by seeking feedback. In a sample of CEOs and TMT members from 65 firms, both CEO feedback seeking and vision articulation exhibit positive direct relationships with firm performance. However, only feedback seeking displays an indirect effect on performance via TMT potency. Finally, CEO feedback seeking has its strongest effects on firm performance and TMT potency for CEOs who are not seen as having a vision.     

Transformational leadership,psychological empowerment,and the moderating role of mechanistic–organic contexts

The current study examines the empowering effects of transformational leaders and the extent to which these effects differ across mechanistic–organic organizational contexts. Psychological empowerment is hypothesized to provide a comprehensive motivational mechanism explaining the relationships between transformational leadership and employee job‐related behaviors. In addition, the relationships between transformational leadership, employee psychological empowerment, and job‐related behaviors are hypothesized to be stronger in organizations with more organic as opposed to mechanistic structures. Results based on a cross‐organizational sample of employees and their immediate supervisors provide support for the hypothesized relationships. Psychological empowerment mediated relationships between transformational leadership and employee task performance and organizational citizenship behaviors. The mediating role of psychological empowerment was then found to be conditional upon mechanistic–organic contexts. More specifically, organic structures enhanced, whereas mechanistic structures constrained, the empowering influence of transformational leaders. In highly mechanistic contexts, the indirect effects were no longer statistically significant. Implications for theory, research, and organizational management are discussed. Copyright © 2013 John Wiley & Sons, Ltd.     

安全领导力国内外研究现状分析

为了推动安全领导力的研究,使用文献分析的方法,研究了安全领导力的国内外研究现状,探讨了其未来研究方向。结果表明:目前安全领导力的主要研究内容为安全领导力对安全绩效或安全行为的作用机理和不同领导类型对安全绩效或安全行为的影响;对安全领导力的研究方法多为问卷调查法;安全领导力的未来研究方向应集中在安全领导行为构成研究、安全领导力测评量表开发以及安全领导力修炼3个方面。