"A right to lead": The role of leader legitimacy on group reactions to transgressive leadership

Research on the transgression credit shows that groups may sometimes turn a blind eye to ingroup leaders who transgress moral norms. Although there is substantial research investigating the underlying criteria of what makes a “good” leader, research often neglects to investigate the role of followers in leader-group dynamics. In this paper, we offer a novel approach to transgressive leadership by proposing that leader legitimacy is a key factor that determines whether followers’ reactions to transgressive leaders are positive or negative. Across two experiments, participants ascribed transgression credit only to transgressive ingroup leaders perceived as legitimate (Studies 1–2, total n = 308). Transgressive illegitimate leaders were viewed as more threatening to the group, were targeted for formal punishment, received less validation for their behavior, triggered negative emotions (anger and shame), and raised higher consensus for their removal from the leadership position than did legitimate leaders. This effect also occurred irrespective of the absence of formal social control measures implemented toward the transgressive leader (Study 2). Mediation analysis showed that leader illegitimacy triggered stronger feelings of group threat and stronger negative emotions which, consequently, fuelled agreement with collective protest against the transgressive leader. Theoretical and practical implications of these findings are discussed.     

When power is undeserved: its effects on perception and social judgements

This paper explores the impact of the legitimacy of power position on powerholders' impressions, expectancies' confirmation processes, and decisions about subordinates in the context of a personnel selection process. Participants were assigned to a power position (they were told they will be representatives in a students conference and they will be able to select a mate to go also to the conference and to work under their supervision) on the basis of positive feedback regarding their supervisory skills (legitimate) or negative feedback regarding their supervisory skills (illegitimate). Two applicants were proposed as subordinates: one high in sociability and competence and the other low in both dimensions. Although participants in the two conditions noticed the superiority of one candidate over the other, illegitimate powerholders selected the least sociable and competent subordinate more often than legitimate powerholders. Illegitimate participants also request more information about the best than about the worse candidate. We interpret our findings in light of the larger literature suggesting an impact of illegitimacy on people's attempts to rationalize and justify their position as well as to perpetuate the existing social arrangement.     

Gender makes the difference: The moderating role of leader gender on the relationship between leadership styles and subordinate performance

Using a predominantly male research and development (R&D) sample and a predominantly female customer service personnel sample, we investigated how authoritarian and benevolent leadership styles interact with leader gender to influence subordinate performance (i.e., task performance, citizenship behavior, and creativity). Our research extends role congruity theory (Eagly & Karau, 2002) by adopting  and  attribution principles to offer a more comprehensive framework for explaining how leader gender affects the impact of leadership styles on subordinate performance. Our results suggest that the negative relationship between authoritarian leadership and subordinate performance is stronger for female than for male leaders and that the positive relationship between benevolent leadership and subordinate performance is stronger for male than for female leaders. Accordingly, in addition to leaders’ engaging in gender-role congruent behaviors, a useful strategy is to adopt behaviors that are perceived as a positive deviation from their gender role.     

Footsteps I would like to follow? How gender quotas affect the acceptance of women leaders as role models and inspirations for leadership

This research examines how the method of selecting women leaders affects other women's leadership interest. The results of three experiments (N = 1,015) indicated that only when women leaders were selected due to merit, not quota-based policies, did they boost female participants’ interest in a leadership position. These reactions were mediated by perceptions of the woman leader's deservingness of her position (Studies 1–3) and consequent acceptance as a role model (Studies 2 and 3). Accordingly, success information validating quota-based selected leaders’ competence provided a boost in leadership interest equal to that of merit-based selected leaders (Study 2). For male participants, quota but not merit-based selected women leaders lowered interest in leadership due to their pessimistic assessment of the probability of being selected (Study 1). These results suggest that a wise implementation of quota regulations includes validating women's competence so they are perceived as deserving of their leader roles and can thus serve as inspiring role models.     

Facing an incompetent leader: The effects of a nonexpert leader on subordinates' perception and behaviour

We investigated the effects of a leader's task-incompetence on how subordinates perceive and interact with their leader. In Study 1, 80 participants in a subordinate role interacted via e-mail and in Study 2, 80 participants interacted face-to-face with either a competent or an incompetent leader on a problem-solving task. Participants' dominance behaviour, how much they resisted the leader's influence, their perception of the leader, and their task involvement were assessed. As predicted, subordinates perceived the leader's incompetence as a lack of power and compensated for it by taking on a more powerful position themselves (i.e., more dominance behaviour, more resistance to the leader's influencing attempts). In sum, having a task-incompetent leader affects not only the subordinates' perception of the leader but also how the subordinate interacts with the leader.     

Why do superiors attend to negative stereotypic information about their subordinates? Effects of power legitimacy on social perception

Power can be defined as control over other people's outcomes. Using this definition, we explored the impact of power on attentional processes involved in impression formation. Because powerful individuals may want to maintain and justify their position, powerful participants should pay particular attention to negative stereotype‐consistent information about their subordinates. In contrast, powerless participants should devote their attention to stereotype‐inconsistent information in an attempt to increase their control over the social context. Study 1 directly manipulated control by assigning participants to the role of leader or subordinate in a task group. Results showed that, compared to subordinates, leaders devoted more attention to negative stereotypic attributes. Study 2 manipulated the legitimacy of power and replicated the pattern found in Study 1 but only when power was illegitimate. Our findings suggest that the experience of power can be associated with feelings of threat, especially when power is illegitimate, thereby orienting impression‐formation processes toward information likely to maintain the existing social structure. We discuss our results in the context of current work on motivated social cognition, social identity, and legitimisation. Copyright © 2000 John Wiley & Sons, Ltd.     

Linking leader authentic personality to employee voice behaviour: a multilevel mediation model of authentic leadership development

Drawing on self-consistency and self-concept-based theories, this study examined the antecedents and outcomes of authentic leadership. Specifically, the mediating roles that authentic leadership and organization-based self-esteem (OBSE) play in translating leader authentic personality into employee voice behaviour were investigated. The results, from a sample of 408 subordinate–supervisor dyads from Taiwan, provide evidence of a positive relationship for leader authentic personality with direct reports’ ratings of the leaders’ authentic leadership. In addition, authentic leadership was found to influence subordinates’ voice behaviour, as rated by subordinates’ immediate supervisors; notably, this relationship was partially mediated by the subordinates’ perceptions of OBSE. Furthermore, leader authentic personality was indirectly related to subordinates’ voice behaviour through the mediating influence of authentic leadership and, in turn, subordinates’ perceptions of OBSE. The implications of these results for leadership research and practice, as well as directions for future research, are also presented in this paper.     

Illegitimacy improves goal pursuit in powerless individuals

The effects of power legitimacy on self-regulation during goal pursuit were examined. Study 1 focused on goal-setting and goal-striving. Specifically, it examined how much time legitimate and illegitimate powerless individuals needed to set goals, and how many means they generated to pursue these goals. Study 2 examined persistence in the face of difficulties. Consistently across these studies illegitimacy improved self-regulation in powerless individuals. Illegitimate powerless individuals behaved similarly as control participants. They took less time to decide on a course of action, used more flexible means to strive for goals, and persisted longer in the face of difficulties, compared to their legitimate counterparts. The implications of these findings are discussed.     

Is Transformational Leadership Always Perceived as Effective? Male Subordinates' Devaluation of Female Transformational Leaders1

This study investigated the impact of the gender composition of the leader–subordinate dyad on the relationship between leaders' transformational leadership behavior and their subordinates' ratings of the leaders' effectiveness. There were 109 dyads of leaders (58 male, 51 female) paired with a subordinate who was either the same or a different gender from themselves. The relationship between a leader's self‐report on transformational leadership and their subordinates' evaluation of their performance was significantly less positive for female leaders with male subordinates than for female leaders with female subordinates. The male and female subordinates of male leaders rated their performance as equally effective, regardless of their levels of transformational leadership.     

Small Unit Leader Perceptions of Managing Soldier Behavioral Health and Associated Factors

This investigation explored squad leaders’ perceptions of their roles managing subordinate soldiers’ behavioral health (BH) needs. The data were obtained through an anonymous survey of 458 squad leaders (i.e., small unit leaders who oversee 4–10 soldiers). More than 80% of squad leaders perceived management of soldier BH needs before, during, and after treatment as their responsibility, and felt comfortable and capable of executing these roles. Latent class analysis was used to determine groups of “most active,” “moderately active,” and “least active” leaders. Multinomial logistic regression was used to compare the least and most active classes. The most active leaders were more likely to report high BH knowledge, dedication to a common purpose, and low levels of “associative” stigma. These results should inform leader management of soldier BH. Future research should examine active leader characteristics and whether evidence-based training can increase support for preventing and managing BH issues.     

Signaling trustworthiness: The effect of leader humor on feedback-seeking behavior

ABSTRACT

Given its capacity to cultivate a range of positive outcomes in the workplace, humor has been recognized as a valuable tool for leadership purposes. However, the theoretical understanding of leader humor remains relatively limited and the mechanism through which it influences follower outcomes has not been clearly identified. Drawing on signaling theory, we developed and empirically tested a model which delineates the relationship between leader humor and a specific follower behavior – proactive feedback seeking. We collected data from 304 employees and their respective leaders working in a large Canadian retail organization. Results of our analyses indicate that leader humor can impact subordinate feedback-seeking behavior via its influence on subordinates’ affect-based and cognition-based trust in the leader.     

Females in charge: Effects of sex of subordinate and romantic attachment status upon self-ratings of dominance

Female, male, and mixed-sex dyads in which one member was assigned the leader role interacted and rated their own dominance throughout the interaction. The effects of gender and romantic attachment status (whether one has an exclusive dating partner or is “unattached” and free to go out with someone new) upon these self-ratings of dominance within the interaction were examined. The results showed that both leaders and subordinates perceived female leaders to be less dominant than male leaders. In addition, members of mixed-sex pairs rated themselves as less dominant than did those in same-sex pairs. Female leaders paired with males rated themselves least dominant and unattached female leaders interacting with males rated themselves least dominant of all. Female subordinates rated themselves as less dominant when with male leaders than when with female leaders, while the effect of the gender of the leader was insignificant for male subordinates. The results are discussed as evidence of a role conflict created by the contradictory roles of “dominant” leader and “subordinate” female, roles described by the sex role stereotypes prevalent in our culture.     

I follow,therefore I lead: A longitudinal study of leader and follower identity and leadership in the marines

It is acknowledged that identity plays an important role in a person's leadership development. To date, however, there has been little consideration of the possibility – suggested by the social identity perspective – that individuals who identify as followers may be especially likely to emerge as leaders. We test this possibility in a longitudinal sample of recruit commandos in the Royal Marines. Recruits rated their identification with leader and follower roles five times over the course of their 32-week training programme. Recruits’ leadership and followership were evaluated by their commanders, and their leadership was assessed by their peers. Analysis indicated that while recruits who identified as leaders received higher leadership ratings from their commanders, recruits who identified – and were perceived – as followers emerged as leaders for their peers. These findings suggest that follower and leader identities underpin different aspects of leadership and that these are differentially recognized by others.     

领导者性别身份的评价差异：基于内隐领导理论的实证分析

本研究基于内隐领导理论,运用配对问卷法,探究领导者性别身份的三种评价差异：自我评价与下属评价的差异,男性领导与女性领导的下属评价差异,男性下属与女性下属的评价差异。结果显示,与领导者自评的性别身份相比,下属易高估领导者的男性化;且下属评价男性领导的男性化显著高于女性化,而评价女性领导时两者并不存在显著差异。此外,男性下属对领导男性化的评价高于女性下属的评价。     

Children’s Implicit Leadership Theories in Middle Childhood: Christian Children's Perceptions in the Cavite Province

This mixed methods study explored the implicit leadership theories (ILTs) of children from Christian elementary schools in the Philippines, in response to the lack of importance attached to leadership ideas and leadership developmental experiences that occur in childhood. Jesus was the most frequently cited leader by the children who also showed a preference for the male stereotype for leadership. Among the nominated leader’s roles, religious figures, parents, teachers, and politicians received consideration from the children. The themes on leader’s attributes were categorized into four factors: (a) socioemotional, (b) spiritual–moral, (c) cognitive, and (d) physical. Males, older children, and non-Catholic participants were more likely to choose male leaders. Girls, Catholics, and young children were more likely to nominate a female leader.     

Effects of Leader Style, Leader Sex, and Subordinate Personality on Leader Evaluations and Future Subordinate Motivation

Past research has shown that when leader styles were dichotomized as autocratic versus democratic, female leaders were evaluated more harshly for using autocratic styles than their male counterparts (Eagly, Makhijani, & Klonsky, 1992). The present study investigated whether or not the personality characteristic of Agreeableness interacted with leader gender and leader style (autocratic versus democratic) to affect subordinate reactions to the leader. A 2 (autocratic versus democratic leader style) × 2 (male versus female leader) × 2 (high versus low subordinate Agreeableness) factorial design was used with leader evaluation, future effort, and future interest as dependent variables. A three-way interaction was predicted for these variables such that leaders would be penalized most for behavior that was inconsistent with gender roles by participants low in agreeableness. Participants were 165 undergraduates at a large midwestern urban university. Results generally supported the hypothesized three-way interaction for the effort and interest variables. Overall, the results partially supported the notion that disagreeable participants would rate gender inconsistent behavior more harshly.     

How the moralization of issues grants social legitimacy to act on one's attitudes

Actions that do not have as their goal the advancement or protection of one's material interests are often seen as illegitimate. Four studies suggested that moral values can legitimate action in the absence of material interest. The more participants linked sociopolitical issues to moral values, the more comfortable they felt advocating on behalf of those issues and the less confused they were by others' advocacy (Studies 1 and 2). Crime victims were perceived as being more entitled to claim special privileges when the crime had violated their personal moral values (Studies 3 and 4). These effects were strongest when the legitimacy to act could not already be derived from one's material interests, suggesting that moral values and material interest can represent interchangeable justifications for behavior. No support was found for the possibility that attitude strength explained these effects. The power of moralization to disinhibit action is discussed.     

When Is Dominance Related to Smiling? Assigned Dominance, Dominance Preference, Trait Dominance, and Gender as Moderators

We investigated gender and different types of dominance measures as potential moderators of the relation between dominance and smiling. We asked participants about their preference for either a dominant or a subordinate role (dominance preference), randomly assigned one of these roles to them (assigned dominance), and assessed trait dominance, felt dominance, and perceived dominance. Participants had two 8-min dyadic interactions in same-gender groups (33 all-women dyads, 36 all-men dyads), in which one was assigned to be the owner of an art gallery and the other was assigned to be the assistant to the owner. Interactions were videotaped, and smiling and perceived dominance were assessed on the basis of the videotapes. Both the particular dominance measure and gender moderated the relation between dominance and smiling. Results showed that for women in subordinate positions, those who wanted to be in a subordinate position smiled more than those who wanted to be in a dominant position. No such effect occurred for men and for participants in assigned dominant positions.