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.     

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.     

Self‐leadership in the context of part‐time teleworking

Employees who work periodically in both a traditional office and home office (part‐time teleworkers) face opportunities and risks related to both working locations. As self‐leadership might play a crucial role in this context, we examined within‐person variations in self‐leadership (self‐reward, self‐punishment, self‐cueing, self‐goal setting, imagining successful performance, and evaluation of beliefs and assumptions) on home days and office days. In a typical workweek, 195 part‐time teleworkers filled out daily surveys (729 days), and we examined the relationship between working location (office and home) and self‐leading behavior as well as the mediating role of autonomy. Finally, we investigated whether self‐leading behavior relates to ego depletion and work satisfaction at the end of the working day. Multilevel analyses revealed that part‐time teleworkers reported higher use of self‐reward, self‐goal setting, and visualization of successful performance on home days than on office days. The association between working location and self‐reward, self‐goal setting, visualization of successful performance, and evaluation of beliefs and assumptions was mediated by autonomy. There were no indirect effects of working location on ego depletion through self‐leadership. However, we found that on home days, part‐time teleworkers were more satisfied with their job at the end of the workday through self‐goal setting.     

Is being a leader a mixed blessing? A dual‐pathway model linking leadership role occupancy to well‐being

Recent leadership research has drawn greater attention to how the well‐being of leaders influences leadership behaviors, follower performance and well‐being, and overall leadership effectiveness. Yet little attention has been paid to the relationship between occupying leadership positions and job incumbents' well‐being. This research addresses this question by developing and testing a dual‐pathway model. Our model proposes that incumbency in leadership positions is positively related to high levels of both job demands and job control, whereas job demands and job control have offsetting effects on well‐being. Results based on a longitudinal sample revealed that employees who transitioned from nonleadership positions to leadership roles showed trajectories of increasing job demands and job control, whereas such trends were weaker among those who remained in nonleadership positions. Findings from three additional samples generally demonstrated that leadership role occupancy was indirectly related to various indices of psychological and physiological well‐being through job demands and job control. Because the signs of the indirect effects through job demands and job control differed in expected ways, the overall relationship between leadership role occupancy and the well‐being outcomes was generally small and nonsignificant. We discuss research and practical implications of our framework and findings for organizations, employees, and leaders.     

从《工伤保险条例》修订案析“三位一体”的缺失

针对《工伤保险条例》修改草案中拟新增的事故报告规定与现行的《生产安全事故报告和调查处理条例》相脱节的现象,分析在安全管理、事故和职业病预防、工伤保险上政出多门的弊端及其影响,结合国外的,特别是日本做法的可借鉴性,指出实现事故预防-事故赔偿-工伤康复"三位一体"的事故管理机制的关键,首先要尽早理顺管理体制并对各行政机构的职能权限进行科学合理界定。     

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.     

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.     

The effects of passive leadership on workplace incivility

In this article, we examine the effects of passive leadership on workplace incivility across two studies. Study 1 examines passive leadership–incivility relationships in a sample of employee–supervisor dyads, and Study 2 examines these relationships in a sample of employee–coworker dyads. Results from these studies suggest that passive leadership has a significant direct effect on behavioral incivility and an indirect effect through experienced incivility. Moreover, our results suggest that the relationship between experienced incivility and behavioral incivility is conditional on the level of passive leadership, such that the effect of experienced incivility on behavioral incivility is stronger at higher levels of passive leadership. Copyright © 2014 John Wiley & Sons, Ltd.     

Personal need for structure as a boundary condition for humor in leadership

Recent research has established a positive relationship between humor in leadership and organizational behavior variables. However, neither the mechanisms nor the boundary conditions of the positive effects of humor in leadership are completely understood. In this study, we contribute to these questions by investigating the relationship between humor in leadership and follower commitment and burnout in more detail. We propose that these relationships unfold via a relational process and specified this relational process in terms of leader–member exchange. Moreover, we assume that these relationships depend on followers' personal need for structure. We tested the hypothesized moderated‐mediation model in a two‐wave survey study with 142 employees. Our results support the proposed model. We found the predicted indirect effect of humor on commitment and disengagement to be stronger for followers low in need for structure. However, we did not find the proposed effects for emotional exhaustion. We discuss implications for leadership theory, humor theory, and for leadership training and practice. Copyright © 2016 John Wiley & Sons, Ltd.