Pattern and variable approaches in leadership emergence and effectiveness

This study examined variable and pattern approaches to studying the influence of individual differences on both leadership emergence and leader effectiveness. Emergent leaders were identified and then followed for 9 months of effectiveness data gathering. Bivariate correlation and regression analyses were complemented by person-based analyses. Results showed that the same pattern of individual differences (high intelligence, high dominance, high general self-efficacy, and high self-monitoring) was associated with both leadership emergence and leader effectiveness. Persons scoring high on the set of individual difference variables emerged as leaders, were promoted to leadership positions, and were rated by their superiors as effective leaders.     

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。     

LEADERSHIP EMERGENCE AND SOURCE VALENCE: CONCEPTS IN SUPPORT OF INTERACTION THEORY AND MEASUREMENT

This study sought to determine what perceived characteristics discriminate between leaders and nonleaders in a small group situation. After interacting for three work periods, members of several groups evaluated one another on a source valence instrument containing measures of credibility, attraction, and homophily. During subsequent meetings, a computerized technique (PROANA5) was used to analyze group interaction and identify group leaders. Results indicated that three variables: task attraction, extroversion, and character provided reasonably accurate classifications of leaders and nonleaders. Findings were discussed in terms of Gibb's interaction theory of group leadership.     

Leader esteem for the least preferred co-worker score, training, and effectiveness: an experimental examination.

A laboratory experiment supported Fiedler's Contingency Model analysis of leadership training. The effect of leadership training on group performance was contingent on leadership style, that is, the leader's relation to his least preferred co-worker (LPC). Training improved the performance of high LPC leaders, but was detrimental to the performance of groups with low LPC leaders. High intelligence leaders profited more from training than low intelligence leaders, but low intelligence leaders were more productive overall. Leader LPC times Intelligence interactions indicated that follower satisfaction and interpersonal affect were highest for groups with high LPC-low intelligence leaders or low LPC-high intelligence leaders. Implications for contingency theories of leadership are discussed.     

Physical Appearance and Leadership: Exploring The Role of Appearance-Based Attribution in Leader Emergence

A study was performed to investigate the role of attribution processes in leader emergence. Photographs of the male and female leaders and nonleaders in a high school senior class were found to elicit different and appropriate attributions of leadership status and related personality traits from naive observers. In addition, separate groups of subjects rated the leaders as more attractive and more maturefaced than the nonleaders. These findings were taken as indicative of the potential importance of schema-based attributions in leader emergence and of the role of appearance cues in the attribution process. The findings have implications for leadership theory, for practical efforts to enhance leader effectiveness, and for research on the identification of personality traits from appearance.     

Interpersonal Relationship Orientations,Leadership, and Managerial Level: Assessing the practical usefulness of the FIRO‐B in organizations

This paper investigated whether interpersonal relationship orientation, as measured by the Fundamental Interpersonal Relationship Orientations‐Behaviour (FIRO‐B), predicts ratings of leadership capability and managerial level of attainment. In all, 547 participants reported their managerial level in their organization, and were rated by trained consultants on their leadership capability. Results showed that several scores on the FIRO‐B positively predicted ratings of leadership capability and managerial level reached even after controlling for the effect of intelligence and demographic variables. This study provides some initial evidence for the validity of the FIRO‐B in the prediction of perceptual and objective measures of leadership capability. Implications for selection and assessment are discussed.     

Leadership and Coping Among Air Force Officers

The current study explored the relationship between coping and leadership in a military sample. Data were collected from Air Force officers attending a 6-week professional military education course focusing on leadership development. Correlation analyses illustrate that leadership styles are associated with different styles of coping. Hierarchical regression further demonstrates that transformational leaders use more positive reinterpretation and problem-focused coping strategies and less emotion-focused coping strategies. Transactional leaders utilize more problem-focused coping strategies. Results also demonstrated mixed results on the relationship between transformational leadership and positive reinterpretation.     

The White standard: racial bias in leader categorization

In 4 experiments, the authors investigated whether race is perceived to be part of the business leader prototype and, if so, whether it could explain differences in evaluations of White and non-White leaders. The first 2 studies revealed that "being White" is perceived to be an attribute of the business leader prototype, where participants assumed that business leaders more than nonleaders were White, and this inference occurred regardless of base rates about the organization's racial composition (Study 1), the racial composition of organizational roles, the business industry, and the types of racial minority groups in the organization (Study 2). The final 2 studies revealed that a leader categorization explanation could best account for differences in White and non-White leader evaluations, where White targets were evaluated as more effective leaders (Study 3) and as having more leadership potential (Study 4), but only when the leader had recently been given credit for organizational success, consistent with the prediction that leader prototypes are more likely to be used when they confirm and reinforce individualized information about a leader's performance. The results demonstrate a connection between leader race and leadership categorization.     

Transformational leadership,diversity climate,and job satisfaction in selected South African companies

This study investigated the relationship between transformational leadership, diversity climate, and job satisfaction in a selection of South African companies. Participants were a convenience sample of 263 employees from the Gauteng Province (white?=?69.3%). They completed measures for transformational leadership, diversity climate, and job satisfaction. Structural Equation Modelling analysis revealed transformational leadership to directly predict job satisfaction and diversity climate, and to mediate the relationship between transformational leadership and job satisfaction. Moreover, transformational leadership directly and positively predicted quality of workplace diversity climate. Future leaders and managers should leverage an organisation’s diversity climate for job satisfaction applying transformational leadership strategies.     

领导者情绪智力对领导力效能影响的元分析

以往领导者情绪智力和领导力效能之间关系的研究存在很大分歧。运用元分析方法考察了领导者情绪智力对领导力效能的影响及其组织情境和研究方法调节变量。通过纳入98篇中英文文献和110个效应量(n = 27330), 结果表明：(1)领导者情绪智力与领导力效能存在中等程度的正相关(r = 0.39)。(2)组织情境因素的调节作用检验发现, 高层领导者的情绪智力对领导力效能的影响明显高于中层和基层领导者, 非营利性组织中的领导者情绪智力对领导力效能的影响比营利组织中的影响更强, 东方文化背景下的领导者情绪智力对领导力效能的影响比西方文化背景下更强。(3)方法因素的调节作用检验发现, 采用混合模型测量的领导者情绪智力对领导力效能的影响高于采用能力模型测量的结果, 采用客观指标衡量领导力效能的相关系数比主观指标更大, 领导者情绪智力对工作态度指标的影响弱于工作绩效指标, 领导者情绪智力对群体层次效能的影响强于个体层次。从研究设计和出版标准等方面探究领导者情绪智力和领导力效能之间关系的调节变量是未来研究的重点。     

Trait-based perspectives of leadership

The trait-based perspective of leadership has a long but checkered history. Trait approaches dominated the initial decades of scientific leadership research. Later, they were disdained for their inability to offer clear distinctions between leaders and nonleaders and for their failure to account for situational variance in leadership behavior. Recently, driven by greater conceptual, methodological, and statistical sophistication, such approaches have again risen to prominence. However, their contributions are likely to remain limited unless leadership researchers who adopt this perspective address several fundamental issues. The author argues that combinations of traits and attributes, integrated in conceptually meaningful ways, are more likely to predict leadership than additive or independent contributions of several single traits. Furthermore, a defining core of these dominant leader trait patterns reflects a stable tendency to lead in different ways across disparate organizational domains. Finally, the author summarizes a multistage model that specifies some leader traits as having more distal influences on leadership processes and performance, whereas others have more proximal effects that are integrated with, and influenced by, situational parameters.     

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.     

Perceptions of Femininity in Leadership: Modern Trend or Classic Component?

Recently, leadership theorists have commonly suggested that leaders should demonstrate new, arguably feminine, leadership behaviors. This contrasts with traditional stereotypes of leadership as strictly masculine. However, leadership research has a long history of recognizing two categories of leadership behaviors, initiation of structure and consideration, which appear to reflect stereotypically masculine and feminine behaviors. In the current study, 24 undergraduate volunteers rated traits of purported leaders based solely upon their viewing of the leaders’ faces. These faces were visually impoverished so that the raters had to rely on implicit personality theories of leaders to guide their ratings. The results demonstrate that participants’ ratings of purported leaders’ masculinity and femininity indeed correlate very closely with their ratings of initiation of structure and consideration respectively.     

The influence of transformational leadership on organisational citizenship behaviour in a South African combat military unit

This study investigated perceived individual transformational leadership (TL) to influence behaviours on follower organisational citizenship behaviour (OCB) in a South African combat military unit. A sample of 300 of 567 military followers (males = 78%; black Africans = 82%) completed a survey on their perceptions of transformational leadership qualities among their leaders who were trained in TL: Idealised influence, Inspirational motivation, Intellectual stimulation and Individualised consideration. The military followers also self-reported on their own OCB: Altruism, Civic virtue, Courtesy, Sportsmanship and Conscientiousness. Data were analysed utilising regression analysis to predict military followers’ self-reported OCB from perceived TL behaviours. Findings indicated that only Individualised consideration could significantly predict the OCB dimensions of Altruism, Civic virtue, Sportsmanship and Conscientiousness, but not Courtesy.     

The Relationship Between Gender Role Stereotypes and Requisite Military Leadership Characteristics

The continuing emphasis on the need to utilize fully women's leadership skills in traditionally or predominantly male environments highlights the need for understanding gender stereotypes and leadership characteristics perceived to be associated with various jobs. This study essentially replicates Schein's research (1973, 1975) to determine the extent of gender stereotypes held by military students for military leadership positions. The results indicate (1) continued disparity in men's perceptions of the similarities between women and leaders, (2) support of previous findings that women recognize similarities between women and leaders, (3) senior military students possess stronger masculine gender role stereotypes of successful officers than do students with less than 1 year of service in the military academy, (4) greater experience with being led by female leaders did not affect men's masculine gender role stereotypes of successful leaders, and (5) successful female cadet leaders perceive successful officers as having characteristics commonly ascribed to both women and men. These results are interpreted in light of previous research on gender roles and leadership, and the practical implications for meeting organizational, and individual objectives for successful utilization of women in military leadership positions are discussed.     

Relationships between emotional intelligence,perceived and actual leadership effectiveness in the military context

Despite the importance of emotional intelligence and leadership effectiveness, few studies have been conducted in real-life contexts and few have distinguished between perceived and actual leadership effectiveness. This repeated-measures study involving 86 officer cadets from the Republic of Singapore Air Force investigated these relationships in a military context. Quantitative data were collected from two self-report questionnaires: the Wong and Law Emotional Intelligence Scale and the Perceived Leadership Effectiveness Scale. These two self-report tools were also administered to the participants’ peers to examine the agreement between self and other assessments of emotional intelligence. A behavior-based leadership assessment rubric completed by the participants’ supervisors was used to determine actual leadership performance. Significant positive relationships were found between emotional intelligence and both perceived and actual leadership effectiveness, as assessed by peers and supervisors, respectively. This study contributes to the understanding of emotional intelligence as a global construct and demonstrates that it is significantly associated with leadership effectiveness in a military training context. The findings have practical implications for using emotional intelligence to enhance leadership effectiveness.     

Gender,Leadership Orientation,and Effectiveness: Testing the Theoretical Models of Bolman & Deal and Quinn

This study examined the differences in gender between a “balanced” or “unbalanced” orientation of leadership, leadership characteristics, and the perceived effectiveness of educational leaders through subordinate responses in the context of Bolman and Deal's (1991, 1997) four-frame leadership theory and Quinn's (1988) competing values model. The findings suggest that any differences in the perceived effectiveness of educational leaders in the three leadership type groups are equally true for male and female leaders, and that male and female educational leaders were perceived to be equally effective in their respective organizations despite the stereotypical connotations asserted in previous research. In addition, no significant differences were found between men and women in their leadership characteristics, which stands in contrast to extant research-supported evidence. This study analyzed the ratings of 57 leaders (males = 31; females = 26) by 472 subordinate participants (males = 234; females = 238) from lower, middle, and upper management levels in secondary and postsecondary institutions. Approximately 60% of the participants and one third of the educational leaders were African Americans.     

Convergent and discriminant validity of selected masculinity and femininity scales

Using Campbell and Fiske's (1959) multitrait-multimethod matrix technique and Jackson's (1975) multimethod factor analysis, convergent and discriminant validity were investigated for masculinity and femininity scales from the Adjective Check List, Bem Sex Role Inventory, and PRF ANDRO Scale as compared with measures of dominance and nurturance. Results indicated very good convergent and discriminant validity for the masculinity and femininity scales from the Adjective Check List and Bem Inventory, but not for the PRF ANDRO Scale. Implications of these results for research on sex roles and psychological androgyny are discussed.     

Power Motivation and Youth: An Analysis of Troubled Students and Student Leaders

The n affiliation, n achievement, and n power of five clusters of ninth-grade students and the differences between the motivational profiles of ninth-grade troubled youth and recognized student leaders were investigated in this study. The participants were grouped through the use of a cluster analysis of variables related to at-risk and leadership characteristics. The Picture Story Exercise (Burruss, 1980), a derivative of the Thematic Apperception Test (TAT), was used to measure n power, n achievement, n affiliation, and activity inhibition. A discriminant analysis of the groups indicated that n power discriminates between troubled students and recognized student leaders, whereas n achievement and n affiliation are not statistically significant in the analysis of the maximal differences between these two groups. Implications for counselors are discussed.     

Women in a Man's World: Gender Differences in Leadership at the Military Academy

This study responds to a deficiency of research on military leadership gender differences in spite of widespread interest in women in the military in policymaking and academic circles of various fields. Although scholarship in the field of women's leadership in recent years has asserted that there are stylistic differences between male and female leaders, there were few major differences in this study of 12 specific areas of leadership rated by 3 types of raters. Of the 36 possible occurrences of a statistically significant gender difference, only 6 manifested themselves in the cadet leader ratings. As a whole, evidence supports minimal gender differences in leadership performance or style in the West Point Class of 1998.