Who Started This? Investigating Different Sources of Organizational Change

This study explored whether organizational change had differential effects on perceptions of group leadership and group morale, depending on the source of the change activity. Data on work group leadership and morale was collected in two waves of an employee survey, and data on change activities were collected in the second wave of the survey. When leaders outside of a work group initiated change, employees reported more negative perceptions of their work group leader. However, when the work group leader initiated change, perceptions of that leader tended to be more positive. Finally, change activities initiated by group members did not influence perceptions of work group leadership, but were associated with improved work group morale.     

Implicit Leadership Theories: Prototypes for New Leaders

Followers' implicit leadership theories for new group leaders, including their prototypes of new-leader behavior, consist of organized expectations. If met, these expectations may afford a leader greater influence. Subjects' prototypes for new leaders were assessed by subjecting an 87 x 87 co-occurrence matrix of leader behaviors, based on subjects' similarity classifications, to hierarchical cluster analysis. At the proposed basic level of hierarchy (Rosch, 1978) were 16 categories of expectations for leader behavior, including giving ideas to the group, being responsible, and accepting others, which formed four abstract superordinate categories: learning the group's goals, taking charge, being a nice person, and being nervous. The results are discussed with relation to (a) the synthesis of the universal-trait and situation-contingent-behavior approaches for predicting leadership effectiveness, (b) cross-situational and cross-cultural comparisons of leader categorizations, (c) expectations for established leaders, and (d) leader selection and training.     

Developing the social identity theory of leadership: Leader agency in leader group prototypicality

The social identity theory of leadership is a unique perspective in leadership research in capturing how responses to leadership are informed by how the leader is perceived through the lens of the group identity shared by leaders and followers. I review the theory in broad strokes to make the case that a particularly valuable future development of the theory is to complement the theory's emphasis on group member (follower) perceptions of leader group prototypicality, the extent to which the leader is perceived to embody the group identity, with theory and evidence speaking to leader agency in influencing such perceptions.     

Sex differences in the emergence of leadership during competitions within and between groups

This experiment investigated potential gender biases in the emergence of leadership in groups. Teams played a public-goods game under conditions of intra- or intergroup competition. We predicted and found a strong preference for female leaders during intragroup competition and male leaders during intergroup competition. Furthermore, during intragroup competition, a female leader was more instrumental than a male leader in raising group investments, but this pattern was reversed during intergroup competition. These findings suggest that particular group threats elicit specific gender-biased leader prototypes. We speculate about the evolutionary and cultural origins of these sex differences in the emergence of leadership.     

Leader self-sacrifice and leadership effectiveness: the moderating role of leader prototypicality

Self-sacrificing behavior of the leader and the extent to which the leader is representative of the group (i.e., group prototypical) are proposed to interact to influence leadership effectiveness. The authors expected self-sacrificing leaders to be considered more effective and to be able to push subordinates to a higher performance level than non-self-sacrificing leaders, and these effects were expected to be more pronounced for less prototypical leaders than for more prototypical leaders. The results of a laboratory experiment showed that, as expected, productivity levels, effectiveness ratings, and perceived leader group-orientedness and charisma were positively affected by leader self-sacrifice, especially when leader prototypicality was low. The main results were replicated in a scenario experiment and 2 surveys.     

A qualitative study of leader behaviors perceived to enable salesperson performance

Abstract

This study builds on and extends previous sales leadership research by exploring sales professionals’ perceptions of effective leadership behaviors. Semistructured interviews with both sales leaders and salespeople working in a global enterprise software company were examined through a qualitative analysis. Results indicated that participants believed sales leadership played an important role in influencing sales performance. When asked to describe specific sales leader behaviors that best enable salesperson performance, sales professionals – both sales leaders and salespeople – overwhelmingly referenced coaching, followed by collaborating, championing, and customer engaging. We define and describe these four key sales leader behaviors and identify four potential mediating variables (trust, confidence, optimism, and resilience), from which emerges a conceptual framework of sales leader behaviors perceived to enable salesperson performance. We examine these four key sales leader behaviors and mediators in the broader context of leadership theory, particularly transformational, servant, authentic, and adaptive leadership theories. The key contribution of this study is the identification of a set of leader behaviors that are likely to be especially effective in modern sales organizations given that they originated from the perceptions of sales professionals themselves.     

Establishing the next generation at work: leader generativity as a moderator of the relationships between leader age, leader-member exchange, and leadership success

In this study, the authors investigated leader generativity as a moderator of the relationships between leader age, leader-member exchange, and three criteria of leadership success (follower perceptions of leader effectiveness, follower satisfaction with leader, and follower extra effort). Data came from 128 university professors paired with one research assistant each. Results showed positive relationships between leader age and leader generativity, and negative relationships between leader age and follower perceptions of leader effectiveness and follower extra effort. Consistent with expectations based on leadership categorization theory, leader generativity moderated the relationships between leader age and all three criteria of leadership success, such that leaders high in generativity were better able to maintain high levels of leadership success at higher ages than leaders low in generativity. Finally, results of mediated moderation analyses showed that leader-member exchange quality mediated these moderating effects. The findings suggest that, in combination, leader age and the age-related construct of generativity importantly influence leadership processes and outcomes.     

The role of social dominance orientation and patriotism in the evaluation of racial minority and female leaders

This research broadens our understanding of racial and gender bias in leader evaluations by merging implicit leadership theory and social dominance perspectives. Across two experimental studies (291 participants), we tested the prediction that bias in leader evaluations stemming from White and masculine leader standards depends on the extent to which people favor hierarchical group relationships (social dominance orientation) and their level of patriotism. Employing the Goldberg paradigm, participants read identical leadership speeches attributed to either a woman or a man described as either a minority (Black or Latino/a) or a majority (White) group member. Results show social dominance orientation negatively predicted evaluations of minority and female leaders and patriotism positively predicted evaluations of White leaders.     

Intergroup and Intragroup Aspects of Leadership in Social Dilemmas: A Relational Model of Cooperation

Two experiments investigated how leadership shapes individual contributions in small groups facing public goods dilemmas. We predicted that the influence of leaders would be determined by their ability to fulfill both instrumental needs (solve the free-rider problem) and relational needs (contribute to the identity) of group members. The relative importance of these two needs was expected to vary with the salience of group membership (social vs personal identity). This hypothesis was supported in two experiments. Experiment 1 revealed that leaders showing group commitment and fairness toward members were more effective at raising contributions when social identity was salient. Furthermore, Experiment 2 showed that highly committed leaders were more influential when social identity was salient, whereas leaders with intrinsic leadership skills were more influential when personal identity was salient. This suggests that the effectiveness of leader solutions to social dilemmas depends upon the fit between leader characteristics and member expectations.     

Leaders and their treatment of subgroups: implications for evaluations of the leader and the superordinate group

This experiment examined members' evaluations of a group leader and the group in contexts where a superordinate group comprised two subgroups and the group leader was aligned with one or other subgroup. The design varied group leader (ingroup, outgroup) and leader behavior (ingroup favoring, outgroup favoring) as well as the broader comparative context (intragroup, intergroup). Across a number of measures, results indicated a consistent Group Leader × Leader Behavior interaction that was independent of comparative context. Although group members were most satisfied with an ingroup leader who favored the ingroup, ingroup leaders were perceived positively irrespective of their behavior. Outgroup leaders who unexpectedly favored the other subgroup were also perceived positively. However, outgroup leaders who favored their own subgroup were perceived as less fair and as more biased than other leaders. They also engendered less identification with the superordinate group and a less unified perception of the group. Results demonstrate the importance of social identity concerns to leadership in nested group contexts and emphasize the fact that perceptions of leader fairness and concern for the common group mediate responses to the superordinate category. Copyright © 2003 John Wiley & Sons, Ltd.     

Identifying emergent leaders from verbal and nonverbal communications.

Subject/observers were accurate in identifying emergent leadership hierarchies on four leadership dimensions when provided records of target groups' meetings containing only verbal communications, only nonverbal communications, or both types of behavior. With knowledge of participation rates controlled by covariance, the subject/observers' accuracy scores retained significance in three of the information conditions demonstrating the presence of verbal and nonverbal leadership cues independent of participation rates. The value of verbal and nonverbal communications to identifying leaders varied with the type of leadership hierarchy being identified. The findings are presumed to hold for leader selection as well. The author proposes that the question of why a group member has emerged to fulfill a leadership role in a group be studied from the point of view of group members' selecting leaders or permitting emergence rather than leaders emitting behaviors.     

Leadership skills and helpful factors in self-help groups

The effects of training on leadership skills and group processes in cancer and anorexic self-help groups are investigated. Three components of the study are reported. Firstly, an observational case-study of each type, of group was conducted to investigate the nature of the leadership input. Secondly, a Self-Help Questionnaire based on Lieberman's classification of leadership skills was administered to members of eight self-help groups to compare the experiences of groups with trained and untrained leaders. Thirdly, group members completed a Helpful Factors Questionnaire based on Yalom's analysis of group processes. The observational case-study revealed significant differences between the trained and untrained leaders in that, unlike the trained leader, the untrained leader clearly dominated the group. Results from the Self-Help Questionnaire showed that trained leaders scored higher on Caring and Emotional Stimulation but lower on Attribution of Meaning. Member satisfaction, however, was similar in the two types of group. Results from the Helpful Factors Questionnaire showed that most of the helpful factors were seen similarly by the two types of group, though differences were found concerning the relative rankings of both Guidance and Altruism. It is concluded that some degree of training of group leaders could be usefully incorporated into the self-help movement.     

"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.     

Gender and gender-role categorization of emergent leaders: A critical review and comprehensive analysis

The influences of gender and gender role on emergent leadership in initially leaderless groups were examined. Subjects were multi-ethnic, multi-racial domestic and international M.B.A. students engaged in gender-neutral group projects throughout the term. The BSRI was administered near the beginning of the term and leader emergence measures were collected at the end of the term after many weeks of group interaction. Using leader emergence measures which allowed for the possibility of multiple group leaders, both masculine and androgynous group members emerged as leaders. In groups with one sole leader, masculine types were more likely to be nominated as the single leader than any other gender-role type. There were no gender effects on any measure of leader emergence.     

The impact of previous leaders on the evaluation of new leaders: an alternative to prototype matching

In 2 studies, this research demonstrated the existence of leader transference, a cognitive process whereby mental representations of previous leaders are activated and used for evaluation when new, similar leaders are encountered. The 1st study demonstrated that exposure to a new leader who was similar to a past leader led to erroneous generalization of leader characteristics and associated underlying attributions. The 2nd study showed that expectations of just treatment and abuse were also subject to transfer from old to new, similar leaders, although positive and negative affective responses were not. Results suggested that individuals exposed to a leader who was not reminiscent of an old leader were more likely to use a general leader prototype to form leader expectations, whereas individuals exposed to a leader who was similar to an old leader activated a significant other mental representation for use in making judgments. These results have implications for individual- and relational-level processes as characterized by implicit leadership theory and leader-member exchange theory as well as macro theories of leader succession and organizational culture change.     

The effects of embedding social identities on perceived leadership outcomes and the intentional mobilization of group members

According to Identity Leadership, effective leaders make the group matter by embedding social identities in material reality. Across two studies, we explored the potential importance of embedding social identities on group members' perceptions of leader trust, influence, conflict and intentional mobilization. In Study 1, 74 competitive varsity athletes read a vignette describing a coach who was either embedding or not embedding social identities. Participants presented with a coach who was embedding social identities reported significantly greater leader trust, leader influence and intentional mobilization, and significantly lower leader conflict. In Study 2, four football teams each comprising six athletes were assigned to one of two quasi-experimental conditions where a coach either: (1) spent two weeks embedding social identities before spending two weeks not embedding them; or (2) spent two weeks not embedding social identities before spending two weeks embedding them. When a leader stopped embedding social identities after embedding them for two weeks, group members' trust in their leader significantly reduced. When a leader started embedding social identities after not embedding them for two weeks, group members' perceptions of leader trust, leader influence and intentional mobilization significantly increased. Taken together, findings provide preliminary evidence that embedding social identities is beneficial for leader outcomes and intentional mobilization compared to a non-embedding leadership approach.     

The Psychology of Leadership Destabilization: An Analysis of the 2016 U.S. Presidential Debates

When contesting for political office, leaders do not only seek to build their own following but also to engage in attacks to destabilize opponent leaders. However, research has yet to explore and explain the nature of attacks that seek to destabilize a leader's influence. Building on the identity leadership model which sees leadership as flowing from a leader's capacity to promote a sense of shared identity with followers, we argue that a leader can be destabilized if followers come to see the leader as defiling, devaluing, dividing, and destroying this shared sense of “us.” To explore these ideas, we analyzed the attack rhetoric used by Hillary Clinton and Donald Trump during the 2016 U.S. presidential debates to examine how they sought to subvert each other's leadership. Our analysis supports the proposed model and sheds light on the hitherto underexplored topic of leadership destabilization. Moreover, by helping us understand the ways in which principles of identity leadership can be weaponized to destabilize leadership, the analysis defines an important agenda for future research.     

The effects of leader illegitimacy on leaders' and subordinates' responses to relinquishing power decisions

This research examined how leader illegitimacy affects leaders' and subordinates' responses to relinquishing power decisions. The processes underlying responses to leader illegitimacy and relinquishing power were also examined. Across four studies, participants were placed in leader roles (Studies 1a/1b) or subordinate roles (Studies 2a/2b) in an online competition. In Studies 1a/1b, participants assigned a leadership role learned, via a leadership skills test, that their leadership was illegitimate or legitimate. By contrast, in Studies 2a/2b, participants assigned a subordinate role were confronted with either an illegitimate leader who retained their power after performing poorly or a legitimate leader who received the leader role after a poor‐performing leader had relinquished their power. Results demonstrated that leaders who felt they did not belong in their leadership role relinquished more power when their leadership was illegitimate (vs. legitimate) and subordinates who felt less in control and greater anger supported illegitimate (vs. legitimate) leaders less.     

Leadership In Times Of Uncertainty: Recent Findings,Debates, And Potential Future Research Directions

This paper reviews current debates and findings surrounding leadership in times of uncertainty as framed by the social identity theory of leadership. The past decade has witnessed reinvigorated social psychological research on leadership by focusing on the identity function of leadership, as well as group‐based and prototype‐based influences. This line of research overwhelmingly confirms that group prototypical leaders are preferred over less prototypical leaders. Integrating uncertainty‐identity theory, recent evidence illustrates self‐conceptual uncertainty can strengthen or weaken/negate the prototypical leader advantage. This novel line of research also demonstrates how and when uncertainty can alter perceptions of and preferences for different, and sometimes ‘nasty’ leaders—contradicting contemporary organizational behavior and leadership theories, which argue that people (almost always) prefer transformational, charismatic, or authentic leaders.     

Followers’ satisfaction from working with group-prototypic leaders: Promotion focus as moderator

What is the effect of followers’ promotion focus on their satisfaction from working with a leader who is prototypic of their group? We propose that high (vs. low) promotion-focused followers will respond more positively to a group-prototypic leader as a way to advance the in-group (“promote us”), which would increase their satisfaction from working with that leader. Results from an organizational survey and a scenario experiment supported the predicted two-way interaction between promotion focus and leaders’ group prototypicality: the positive relation between leaders’ group prototypicality and followers’ satisfaction from working with their leader was significantly greater for high than low promotion-focused employees. No such interactive effect was found for employees’ level of prevention focus. We discuss how these findings extend social identity theory’s analysis of leadership.