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.     

Leader self‐awareness: An examination and implications of women's under‐prediction

Self‐awareness represents an important aspect of leadership. However, past research on leader self‐awareness has focused on one component of self‐awareness, self versus others' ratings, leaving the second component, the ability to anticipate the views of others, largely neglected. We examined this second component of self‐awareness by focusing on women leaders who have been found to under‐predict how others rate them. In two studies, we measured how women leaders anticipate the views of their bosses in regard to their leadership. In Study 1, 194 leaders rated their leadership, were rated by their bosses, and then predicted how their bosses rated their leadership. While we found that women under‐predict their boss ratings compared with men, we did not find that boss gender or feedback played a role in this under‐prediction. In Study 2, 76 female leaders identified (via open‐ended questions) possible reasons and consequences of under‐prediction for women in organizations. Results from Study 2 reveal the following: (1) the reasons for women's under‐prediction include a lack of self‐confidence, differences in feedback needs, learned gender roles, and self‐sexism; and (2) the perceived consequences of under‐prediction are negative for both women and the organization. Copyright © 2013 John Wiley & Sons, Ltd.     

INTEGRATED WATER RESOURCES MANAGEMENT WHO SHOULD LEAD,WHO SHOULD PAY?1

ABSTRACT: Improving water management to meet future global needs will certainly require technical advances, but the main challenge is to integrate the viewpoints of diverse societal interests into decisions about allocation of water resources. The integration cannot be done solely by the market because it requires a balancing among interests which do not respond well to market forces, nor by the state alone because of institutional problems. The concept of “integrated water resources management” has been developed to provide the framework for the required balancing of interests, and, like similar concepts in industries other than water, it has a dual purpose - to link stakeholders and apply best practices to management actions. To clarify the process of integrated water management, the paper focuses on two questions: who should lead integrated water resources management and who should pay for it? Several examples are given to illustrate a range of situations. The paper concludes with a call to improve paradigms of integrated water management, a proposition that water organizations should accept and budget for their external responsibilities as well as their direct missions, affirmation of the need for state and federal agencies to be involved with local interests, a call for better scientific and public information, and identification of the need for continued work to improve the process of integrated water management.     

实施行为安全修正机制的探讨

行为安全修正理论是在“行为ABC”心理学研究的基础上提出的改变人的行为的理论,它通过变革型领导的领导方式来获得员工对组织的信任,并通过强化行为的实施结果对行为人本身的影响来强化人们实施安全的或是考虑更加安全的工作方法.本文通过对国内外一些相关研究进行回顾和对比,结合行为心理学理论,对行为安全的要旨进行了概述,并指出通过...     

Why dual leaders will drive innovation: Resolving the exploration and exploitation dilemma with a conservation of resources solution

Using conservation of resources theory, we challenge traditional unity of command models of leadership and propose that a dual‐leadership framework can serve as a potential solution to the inherent challenges of innovation. Leading for innovation demands are depicted as uniquely disparate from other forms of leadership, resulting in several types of conflict and resource depletion for individual leaders. We contend that this exploration–exploitation role conflict and the resulting need to manage incongruent role identities produce stress, strain, and resource depletion that in turn hamper innovative goal achievement for both a single leader directly and via subordinates more indirectly. We propose, however, that as an extension of the resource investment tenet of the conservation of resources theory, a dual‐leadership approach may alleviate many of these challenges for innovation. Specifically, the addition of a second leader can add resources to innovation and in turn decrease the role conflict inherent in managing the generation and implementation of creative ideas. Limitations and areas for future research are offered.     

On the origins of informal hierarchy: The interactive role of formal leadership and task complexity

Informal hierarchies are a common and important feature of many groups, yet we know little about the antecedent conditions that determine the strength of such hierarchies. Building on theory that has depicted hierarchy as a mechanism for reducing uncertainty and creating structure, we posit that informal hierarchies emerge most strongly in situations that are ambiguous, ill‐defined, and unstructured. Three independent studies confirm this notion, demonstrating that groups develop particularly strong informal hierarchies in situations characterized by both a lack of strong formal leadership and high task complexity. These findings support the theoretical notion that formal and informal hierarchies are closely related, but only under conditions of high task complexity in which the structuring functions of hierarchies are most crucial.     

Self‐monitoring personality trait at work: An integrative narrative review and future research directions

In this narrative review, we provide an overview of the self‐monitoring literature as it applies to the workplace context. Our starting point to the review is a meta‐analysis of self‐monitoring literature published in 2002 by Day, Schleicher, Unckless, and Hiller. After providing an overview of the theoretical basis of self‐monitoring and its measurement, we present a summary of the broad literature on self‐monitoring to examine the implications of self‐monitoring for employees and organizations. Based on our review, we identify the main outcomes of self‐monitoring as well as findings of the literature treating self‐monitoring as a moderator. We provide evidence that self‐monitoring has potential downsides, which would benefit from further investigation. We conclude our review by identifying important potential future research directions.     

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.     

企业安全领导力研究进展

列举几起因安全领导力缺乏造成的典型事故,指出当前企业安全管理和安全文化建设中的不足;探讨安全领导力的概念以及与安全管理的区别,论述安全领导力理论发展的4个阶段,重点分析交易型领导力和变革型领导力的关键要素及对企业安全绩效的影响,并对安全领导力的重要意义进行探讨。最后对企业决策层、中间管理层和基层管理层的安全领导力进行归纳和对比。研究表明:企业各级管理层安全领导力既是企业健康安全管理的关键要素,同时也是企业安全文化的基础,它决定了企业其他员工对安全的态度和行为。     

Institutional credibility and leadership: critical challenges for community-based natural resource governance in rural and remote Australia

Community-based natural resource management (CBNRM) institutions are challenged with finding common ground as a basis for action among diverse resource users and stakeholders. Establishing and maintaining institutional credibility within their regions, catchments, communities and among their membership is fundamental to overcoming the challenge. So too is applying appropriate institutional and governance structures and appointing appropriate leaders. Drawing on triangulated case study data collected over a 12-month period using multiple methods, this paper examines the influence of institutional credibility and leadership on the functioning, decision-making and governance of two CBNRM institutions in Queensland, Australia. The paper shows that stakeholders have very different expectations of what makes a CBNRM institution credible. Satisfying the multiple expectations requires CBNRM institutions to incorporate diverse stakeholder representation, assert their legitimacy and demonstrate accountability, transparency, fairness and justice. The paper also draws attention to the value and importance of appointing inspirational leaders who focus on encouraging followers to pursue collective goals. Comparing the merits and constraints of appointing average Joes versus community elites to the Boards of CBNRM institutions, the paper highlights the urgent need for community-based natural resource governance and inspirational leadership education and training programs to improve the availability and quality of CBNRM leadership in rural Australia. Since combining credible CBNRM institutions with inspirational leaders does not necessarily equate to sustainable on-ground NRM outcomes, it is critical that the education and training programs emphasise the importance of monitoring and evaluating the improvements in decision-making processes and in decision outcomes.