Psychological Hardiness Predicts Adaptability in Military Leaders: A prospective study

To perform effectively in complex mission environments, security personnel and leaders must be flexible and adaptable in responding to rapidly changing conditions. Psychological hardiness marks resilient people who maintain their health and performance despite stressful situations. The present study evaluates psychological hardiness at entry to West Point military academy as a predictor of leader performance and adaptability over time. Predictors also included Scholastic Aptitude Test (SAT) scores, and a composite indicator of leader potential (Whole Candidate Score) taken from admissions records. Using the Pulakos adaptability taxonomy as a guide, adaptability performance items were taken from a survey of graduates given 3 years after graduation. Also, military leadership grades as West Point seniors provided an index of traditional military performance. Hierarchical regression analyses showed that Whole Candidate Scores predict military leader performance at West Point, but not leader adaptability after graduation. However, hardiness predicts leader performance at West Point, and also leader adaptability (self‐ and supervisor ratings) after graduation. SAT scores and the challenge facet of hardiness are negative predictors of leader performance at West Point. Results indicate that while the traditional measures Whole Candidate Score predicts leader performance in the stable, highly regulated environment of West Point, it does not predict leader adaptability and performance in the uncertain environment of real‐world operations. In contrast, psychological hardiness (commitment and control facets) measured as academy freshmen predicts leader adaptability in officers measured 7 years later. Psychological hardiness appears to be a promising factor in promoting the development of adaptability.     

Transformational leadership: relations to the five-factor model and team performance in typical and maximum contexts

This study examined the 5-factor model of personality, transformational leadership, and team performance under conditions similar to typical and maximum performance contexts. Data were collected from 39 combat teams from an Asian military sample (N = 276). Results found that neuroticism and agreeableness were negatively related to transformational leadership ratings. Team performance ratings correlated at only.18 across the typical and maximum contexts. Furthermore, transformational leadership related more strongly to team performance in the maximum rather than the typical context. Finally, transformational leadership fully mediated the relationship between leader personality and team performance in the maximum context but only partially mediated the relationship between leader personality and team performance in the typical context. The Discussion section focuses on how these findings, although interesting, need to be replicated with different designs, contexts, and measures.     

Five-factor model of personality and transformational leadership

This study linked traits from the 5-factor model of personality (the Big 5) to transformational leadership behavior. Neuroticism, Extraversion, Openness to Experience, and Agreeableness were hypothesized to predict transformational leadership. Results based on 14 samples of leaders from over 200 organizations revealed that Extraversion and Agreeableness positively predicted transformational leadership; Openness to Experience was positively correlated with transformational leadership, but its effect disappeared once the influence of the other traits was controlled. Neuroticism and Conscientiousness were unrelated to transformational leadership. Results further indicated that specific facets of the Big 5 traits predicted transformational leadership less well than the general constructs. Finally, transformational leadership behavior predicted a number of outcomes reflecting leader effectiveness, controlling for the effect of transactional leadership.     

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.     

The Leader Ship Is Sinking: A Temporal Investigation of Narcissistic Leadership

Individuals higher in narcissism have leader emergent tendencies. The characteristics of their personality suggest, however, that their leadership qualities will decrease over time as a function of group acquaintance. We present data from two studies that provide the first empirical support for this theoretical position within a transformational leadership framework. In Study 1 (N = 112), we tested narcissistic leadership qualities in groups of unacquainted individuals over a 12‐week period. In Study 2 (N = 152), we adopted the same protocol with groups of acquainted individuals. In Study 1, narcissism was positively associated with peer‐rated leadership during initial group formation but not later. In Study 2, narcissism was not significantly associated with peer‐rated leadership during initial group formation and was negatively associated with peer‐rated leadership later. In Study 1, transformational leadership mediated the relationship between narcissism and leadership initially but not later on. In Study 2, transformational leadership failed to mediate the relationship between narcissism and leadership throughout the study. Despite enjoying a honeymoon period of leadership, the appeal and attractiveness of the narcissistic leader rapidly wane. This decline is explained in part by their changing transformational leadership qualities.     

Leadership predictors of innovation and task performance: Subordinates' self‐esteem and self‐presentation as moderators

This study examined self‐related subordinate variables as moderators of relationships between supervisors' leadership behaviours (transformational as well as active‐corrective transactional leadership) and subordinates' innovative behaviour and task performance. Based on behavioural plasticity and self‐monitoring theory, we hypothesized that these associations would be moderated by subordinates' organization‐based self‐esteem and by their propensity to modify self‐presentation, a major facet of the self‐monitoring construct. Field survey data (N=161) collected in research and development, marketing and human resources departments of several German companies revealed that transformational leadership positively predicted both criteria, whereas active‐corrective transactional leadership negatively predicted innovation. As hypothesized, transformational leadership related more strongly and positively to innovation for subordinates low in organization‐based self‐esteem. When subordinates were low in self‐presentation propensity, active‐corrective transactional leadership was negatively, and transformational leadership was positively associated with task performance.     

Age differences between leader and followers as a moderator of the relationship between transformational leadership and team performance

In a field study of 49 R&D teams in the pharmaceutical industry, the age difference between the team leader and the team members was examined as a moderator of the relationship between transformational leadership and team supervisors' longitudinal ratings of team performance. Data collected from 285 team members and 21 team supervisors showed that this relationship was positive when the leader was older than the other team members, but non‐significant when the leader's age was closer to the mean age of the team members. This finding broadens the still fragmentary knowledge of the conditions under which transformational leadership is likely to have more or less positive effects on team performance.     

The effects of transformational leadership behaviours on follower outcomes: An identity-based analysis

The aim of this study was to explore two of the mechanisms by which transformational leaders have a positive influence on followers. It examined the mediating role of follower's leader and group identification on the associations among different transformational leader behaviours and follower job satisfaction and supervisor-rated job performance. One hundred and seventy-nine healthcare employees and 44 supervisors participated in the study. The results from multilevel structural equation modelling provided results that partially supported the predicted model. Identification with the leader significantly mediated the positive associations between supportive leadership, intellectual stimulation, personal recognition, in the prediction of job satisfaction and job performance. Leader identification also mediated the relationship between supportive leadership, intellectual stimulation, personal recognition, and group identification. However, group identification did not mediate the associations between vision leadership and inspirational communication, in the prediction of job satisfaction and job performance. The results highlight the role of individualized forms of leadership and leader identification in enhancing follower outcomes.     

Pseudo‐Transformational Leadership: Model Specification and Outcomes1

A model of pseudo‐transformational leadership was tested in 4 experiments. Pseudo‐transformational leadership is defined by self‐serving, yet highly inspirational leadership behaviors, unwillingness to encourage independent thought in subordinates, and little caring for one's subordinates more generally. Study 1 (N = 167) used vignettes to differentiate among transformational, pseudo‐transformational, and laissez‐faire leadership styles. Study 2 (N = 179) replicated this model using ratings of characters in the film 12 Angry Men ( Fonda, Rose, & Lumet, 1957 ). Study 3 (N = 120) tested the model, controlling for participant perceptions of leader affect and prototypical leadership behaviors. Study 4 (N = 127) extended the ecological validity of the model and range of outcomes. Across the studies, support was obtained for the model.     

Transformational Leadership and Pastoral Leader Effectiveness

In this study multiple variables as they relate to pastoral leader effectiveness were examined. The Multifactor Leadership Questionnaire (MLQ), NEO-Five Factor Inventory (FFI), and Spiritual Transcendence Scale (STS) were used to measure the leadership styles, personality, and spirituality of 93 pastors and assess which variable predicted pastoral leadership effectiveness. The results indicated that transformational leadership style showed significant correlations with pastoral leader effectiveness; only one dimension of the MLQ’s transformational leadership scale (individual consideration) was a significant predictor of pastoral leader effectiveness. Other limited findings suggest that personality and spirituality also contributed to pastoral leadership effectiveness.     

EXPLORING RELATIONS BETWEEN TYPICAL AND MAXIMUM PERFORMANCE RATINGS AND THE FIVE FACTOR MODEL OF PERSONALITY

The study tests the distinction between typical and maximum criteria with ratings of transformational leadership performance, and examines whether the criterion-related validities of the five factor model differ for the two types of criteria. Using an East Asian military sample ( n = 1,259) where multiple ratings of typical and maximum performance were obtained from different sources, we used structural equation modeling to test the typical/maximum performance distinction. Results found that typical and maximum performance are different latent constructs and that this distinction is present even after considering rating method factors (i.e., rater source, time). The importance of this distinction is shown by the fact that validities for the personality constructs were not equally predictive of both criteria: Openness was most predictive of maximum performance, Neuroticism was most predictive of typical performance, and Extroversion was predictive of both. By distinguishing typical from maximum performance constructs, relationships between personality and transformational leadership were found to be stronger than previous research suggested.     

Transformational and transactional leadership: a meta-analytic test of their relative validity

This study provided a comprehensive examination of the full range of transformational, transactional, and laissez-faire leadership. Results (based on 626 correlations from 87 sources) revealed an overall validity of .44 for transformational leadership, and this validity generalized over longitudinal and multisource designs. Contingent reward (.39) and laissez-faire (-.37) leadership had the next highest overall relations; management by exception (active and passive) was inconsistently related to the criteria. Surprisingly, there were several criteria for which contingent reward leadership had stronger relations than did transformational leadership. Furthermore, transformational leadership was strongly correlated with contingent reward (.80) and laissez-faire (-.65) leadership. Transformational and contingent reward leadership generally predicted criteria controlling for the other leadership dimensions, although transformational leadership failed to predict leader job performance.     

Positive Group Affective Tone and Team Creative Performance and Change‐Oriented Organizational Citizenship Behavior: A Moderated Mediation Model

Despite the vast amount of research on creativity and organizational citizenship behavior (OCB), little knowledge has been accumulated with respect to underlying mechanisms and boundary conditions affecting team creative performance and change OCB. To fill this research gap, this study aims at proposing and testing a moderated mediation model that delineates the relationships among positive group affective tone (PGAT), team reflexivity, team leader transformational leadership, team creative performance, and team change OCB. As hypothesized, PGAT was positively associated with team reflexivity, which in turn significantly predicted team creative performance and change OCB. In addition, the relationship between PGAT and team reflexivity and the indirect effects of PGAT on team creative performance and change OCB through team reflexivity were more pronounced when team leader transformational leadership was high than when it was low. These findings were validated in a post hoc analysis that compared the proposed moderated mediation model with alternative models.     

The Developmental Leadership Questionnaire (DLQ): some psychometric properties

The development leadership model (Larsson et al., 2003), designed to introduce refinements to the transformational leadership model, has been adopted for use in the Swedish Armed Forces. The Developmental Leadership Questionnaire (DLQ) was constructed to measure important parts of the model. The main aim of the study was to evaluate some psychometric properties of the DLQ. Most analyses are based on two subsets of individuals from a sample mostly consisting of male Swedish, military officers, each of whom has rated a given leader (n = 450 and 449 respectively). A second sample consisted of Swedish military cadets (n = 141). The dimensionality was assessed with a confirmatory factor analysis. Most DLQ scales were reasonably well reproduced and showed high or acceptable internal consistency. When related to perceived results of leadership (self-rated by leaders and rated by subordinates), results from multiple regression analyses supported what could be predicted by the theoretical model. It was concluded that the DLQ has acceptable psychometric properties and that the theoretical refinements introduced to the developmental leadership model were empirically supported.     

Predicting unit performance by assessing transformational and transactional leadership

How do leadership ratings collected from units operating under stable conditions predict subsequent performance of those units operating under high stress and uncertainty? To examine this question, the authors calculated the predictive relationships for the transformational and transactional leadership of 72 light infantry rifle platoon leaders for ratings of unit potency, cohesion, and performance for U.S. Army platoons participating in combat simulation exercises. Both transformational and transactional contingent reward leadership ratings of platoon leaders and sergeants positively predicted unit performance. The relationship of platoon leadership to performance was partially mediated through the unit's level of potency and cohesion. Implications, limitations, and future directions for leadership research are discussed.     

Self‐Enhancement in Military Leaders: Its Relevance to Officer Selection and Performance

We report on two studies in which we measured army cadets' tendencies to engage in two types of self‐enhancement: communal self‐enhancement (a moralistic bias in self‐presentation) and agentic self‐enhancement (an egotistic bias in self‐presentation). These self‐presentation styles were then related to their selection and performance as military leaders. In Study 1, scores on self‐enhancement questionnaires were used to predict selection decisions for 206 applicants to an army officer training program. We found that applicants who were higher in either communal or agentic self‐enhancement were more likely to be accepted for leadership training. In Study 2, we evaluated peer and superior ratings of 94 military cadets' leadership, reflecting leadership emergence and leadership effectiveness, respectively. We found that communal self‐enhancement negatively predicted leadership emergence, with those ratings becoming more negative over a 3‐year time‐span, whereas agentic self‐enhancement positively predicted leadership effectiveness. Our results imply that, at least in the present military context, people making selection decisions should be particularly aware of the relations between (a) applicant self‐enhancement tendencies and those decisions, and (b) high communal self‐enhancement in officer trainees and negative evaluations by their cadet peers.     

领导行为对员工创造力的影响:基于变量中心和个体中心的视角*

以10家IT企业的305名员工为被试,采用变量中心和个体中心的分析策略,考察领导行为对员工创造力的影响。变量中心的分析发现,变革领导行为和交易领导行为均显著正向预测员工创造力。个体中心的分析发现,中变革/中交易与(中、低)被动结合的领导类型最为普遍,占全部领导的69.2%;无论被动放任行为高低,高变革与高交易行为组合领导下的员工创造力最高,说明高变革和高交易领导行为的结合最有利于员工创造力,领导类型对员工创造力的影响主要由使用变革和交易这两种领导行为的程度所决定。     

The utility of transactional and transformational leadership for predicting performance and satisfaction within a path‐goal theory framework

In a test of hypotheses derived from the integration of principles of path‐goal theory ( House, 1996 ) and transformational leadership theory ( Bass, 1985 ), data collected from 179 high school teachers and their principals were examined with hierarchical regression analysis. Augmentation analysis indicated that transactional leadership had a stronger role in explaining unique criterion variance beyond the contribution of transformational leadership, than did transformational leadership relative to transactional leadership. In addition, both the transactional and transformational leadership had a negative interactive relationship for predicting the outcome of performance, such that leader vision and leader intellectual stimulation were more positively correlated with employee performance when leader use of contingent reward was low. These augmentation effects, in conjunction with the findings of negative moderation, suggest that transactional leadership may have greater potential predictive value than previously assumed.     

Personality and the Perception of Transformational Leadership: The Impact of Extraversion,Neuroticism, Personal Need for Structure,and Occupational Self‐Efficacy1

This experimental study examined the influence of followers' personal characteristics on their perception of leadership. Participants were 175 students who self‐rated several personality scales (extraversion, neuroticism, personal need for structure, and occupational self‐efficacy) at Time 1. Two weeks later, participants were divided into two groups and were presented a vignette about a transformational or a nontransformational leader. Subsequently, respondents were asked to rate the described leader's behavior on the Multifactor Leadership Questionnaire. Results revealed that followers high in extraversion tended to perceive more transformational leadership, and showed a more positive evaluation of transformational leadership than did followers with low extraversion. Moreover, perceived transformational leadership predicted the acceptance of a leader, but followers' personality traits did not moderate the relationship between perceived transformational leadership and acceptance.     

TRAIT AND BEHAVIORAL THEORIES OF LEADERSHIP: AN INTEGRATION AND META‐ANALYTIC TEST OF THEIR RELATIVE VALIDITY

The leadership literature suffers from a lack of theoretical integration ( Avolio, 2007 , American Psychologist, 62, 25–33). This article addresses that lack of integration by developing an integrative trait‐behavioral model of leadership effectiveness and then examining the relative validity of leader traits (gender, intelligence, personality) and behaviors (transformational‐transactional, initiating structure‐consideration) across 4 leadership effectiveness criteria (leader effectiveness, group performance, follower job satisfaction, satisfaction with leader). Combined, leader traits and behaviors explain a minimum of 31% of the variance in leadership effectiveness criteria. Leader behaviors tend to explain more variance in leadership effectiveness than leader traits, but results indicate that an integrative model where leader behaviors mediate the relationship between leader traits and effectiveness is warranted.