Leadership and attachment theory

Comments on the six articles contained in the special issue of the American Psychologist (January 2007) devoted to leadership, written by W. Bennis; S. J. Zaccaro; V. H. Vroom and A. G. Yago; B. J. Avolio; R. J. Sternberg; and R. J. Hackman and R. Wageman. The current authors opine that the inclusion of attachment theory in the study of leadership could strengthen leadership theories as a whole.     

Diversity and leadership

Comments on the six articles contained in the special issue of the American Psychologist (January 2007) devoted to leadership, written by W. Bennis; S. J. Zaccaro; V. H. Vroom and A. G. Yago; B. J. Avolio; R. J. Sternberg; and R. J. Hackman and R. Wageman. The current authors express concern that the special issue failed to include attention to issues of diversity and intersecting identities as they pertain to leadership. A Special Issue Part II on Diversity and Leadership is being proposed to (a) advance new models of leadership, (b) expand on existing leadership theories, and (c) incorporate diversity and multiple identities in the formulation of more inclusive leadership research and theory. The goal of this special issue will be to revise our theories of leadership and our understanding of effective leadership to include gender, racial/ethnic minority status, sexual orientation, and disability status.     

How leaders really emerge

Comments on the article by R. J. Hackman and R. Wageman which offered several research questions that should be productive for furthering leadership research. This comment summarizes some recent progress on one of those questions, "Not what are the traits of leaders, but how do leaders' personal attributes interact with situational properties to shape outcomes?"     

Conceptualizing Heterosexual Identity Development: Issues and Challenges

This article summarizes the work of R. L. Worthington and J. J. Mohr (2002); R. L. Worthington, H. B. Savoy, F. R. Dillon, and E. R. Vernaglia (2002); and J. J. Mohr (2002) on heterosexual identity development that constituted the Major Contribution section of the July 2002 issue of The Counseling Psychologist. The author provides an overview of the 2 independently developed models of heterosexual identity development presented in these articles and discusses implications for counseling practice, training, and research. The author also offers a personal perspective on aspects of this body of work, including points raised by L. A. Gilbert and J. Rader (2002) and K. J. Bieschke (2002) in their reaction papers that followed these articles.     

Training Leader Emotion Regulation and Leadership Effectiveness

Purpose

The purpose of this study was to test whether we could train the regulation of affective displays of leaders in terms of the emotion regulation strategy of deep acting (displaying feelings one also experiences) and display of positive affect. We also tested whether this resulted in improved leadership effectiveness (i.e., a mediation model in which the training results in greater leadership effectiveness through improved emotion regulation).

Design/Methodology/Approach

Data were obtained from a field experiment. We randomly assigned N = 31 leaders (rated by N = 60 subordinates) to a control group without training or an experimental group with emotion regulation training. Before and 2 weeks after the intervention, deep acting (leader-rated) and positive affective displays and leadership effectiveness (subordinate-rated) were assessed.

Findings

The training had positive effects on deep acting, positive affective displays, and leadership effectiveness. Deep acting and positive affect mediated the relationship between the intervention and leadership effectiveness.

Implications

We discuss how this helps build the case both for an emotional labor approach to leadership and for the leadership development potential of such an emotional labor approach.

Originality/Value

The findings of this study represent the first causal evidence that leader emotion regulation can be trained, improved emotion regulation results in greater leadership effectiveness and is one of the first empirical studies that integrates emotional labor theory to leadership effectiveness. It is therefore important from a theory development perspective.

     

Leadership styles and occupational stress among college athletic directors: the moderating effect of program goals

The interaction between an individual's abilities and the perceived demands of the workplace appears to make a unique contribution to job-related stress above and beyond that of dispositional or situational factors alone (R. S. Lazarus, 1990). In the present study, the author evaluated this contention among 245 male intercollegiate athletic directors by assessing the combined influence of leadership style and program goals on occupational stress. Regression analyses revealed the presence of both significant main effects and interaction effects of leadership style and program goals in the prediction of emotional exhaustion, daily job stress, and personal accomplishment. Findings are discussed in terms of person-environment fit theory (J. R. P. French, R. D. Caplan, & R. V. Harrison, 1982) and the notion of perceived control within the occupational setting.     

Transformational leadership and moral reasoning

Terms such as moral and ethical leadership are used widely in theory, yet little systematic research has related a sociomoral dimension to leadership in organizations. This study investigated whether managers' moral reasoning (n = 132) was associated with the transformational and transactional leadership behaviors they exhibited as perceived by their subordinates (n = 407). Managers completed the Defining Issues Test (J. R. Rest, 1990), whereas their subordinates completed the Multifactor Leadership Questionnaire (B. M. Bass & B. J. Avolio, 1995). Analysis of covariance indicated that managers scoring in the highest group of the moral-reasoning distribution exhibited more transformational leadership behaviors than leaders scoring in the lowest group. As expected, there was no relationship between moral-reasoning group and transactional leadership behaviors. Implications for leadership development are discussed.     

Creating and criticizing theory

F. W. Vondracek, R. M. Lerner, and J. E. Schulenberg (Journal of Vocational Behavior, 1983, 23, 179–202) criticize the vocational literature for failing to “follow acceptable scientific procedures for building a theory” and for failing to attend to important methodological and substantive developments. It is argued here that no single acceptable process for creating theory exists and three strategies useful for developing a theory are illustrated: immerse yourself in data, pick a specific set of results to explain, and try to resolve inconsistencies in the literature. Three criteria for evaluating theories and criticisms of them are discussed: comprehensiveness (content value), accuracy (truth value), and clarity (form). The paper by Vondracek et al. is examined from this perspective and is shown to lack the specificity, clarity, and accuracy necessary to be an effective guide to better vocational research or theory.     

Critical Incident Analysis Based Training: An Approach for Developing Active Racial/Cultural Awareness

The authors discuss 2 perspectives on the Multicultural Counseling Competencies (D. W. Sue, P. Arredondo, & R. J. McDavis, 1992): fixed goal and process. Noting that the process has been underemphasized, they introduce active racial/cultural awareness as an operationalization of this perspective. Current training approaches are critiqued from this process perspective, and critical incident analysis is discussed as a tool for increasing active racial/cultural awareness. A sample analysis and suggestions for implementation are provided.     

Goal-Focused Leadership,Leader-Member Exchange,and Task Performance: The Moderating Effects of Goal Orientations and Emotional Exhaustion

An important role of leaders is to foster followers’ performance through goal setting processes, which involve reciprocal interactions between leaders and followers (Locke & Latham in American Psychologist, 57, 705–717, 2002). Drawing upon the theory of role-making processes and a resource allocation framework, this study examined (a) how leaders’ goal setting activities interact with employees’ goal orientations and emotional exhaustion in predicting leader-member exchange (LMX), and (b) how LMX intervenes between goal-focused leadership and followers’ task performance. Hypotheses were tested using data collected from a sample of 187 leader-subordinate dyads from South Korea. Follower learning goal orientation (LGO) weakened the positive relationship between goal-focused leadership and LMX and, indirectly, task performance, contributing to the literature on goal orientations by revealing a “backfire effect” of LGO. Additionally, employee emotional exhaustion also reduced the positive relationship of goal-focused leadership to LMX and, ultimately, task performance. Integrating the theory of role-making processes from the LMX literature and a resource allocation perspective on self-regulation behavior, the present findings indicate that LMX is a key process through which goal-focused leadership relates to follower task performance. Furthermore, this study contributes to the goal-focused leadership literature by pointing out the importance of adopting an interactional perspective on leaders’ influence. Specifically, findings suggest that followers with divergent characteristics in terms of goal orientations and resourcefulness respond differently to leaders’ goal setting activities. This is one of the few studies that have examined the mechanisms and boundary conditions by which leaders’ goal-focused behaviors relate to followers’ task performance.     

真实型领导：概念、测量、形成与作用

频发的道德丑闻和管理渎职现象使真实型领导受到了前所未有的关注。基于近十年来国、内外重要理论文章和67项实证文章, 本文对真实型领导研究进行了系统梳理与评析。总体来看, 研究者主要从特质/行为视角和过程视角界定真实型领导。真实型领导的测量已有标准化工具, 并在测量主体和方式上呈现多样化趋势。真实型领导受个体因素和情境因素影响, 也会通过积极组织行为学、社会学习、社会认定和社会交换机制对个体、团队和组织产生积极影响。未来研究应深入讨论真实型领导的概念、结构和测量问题, 对其影响因素、影响效果和作用机制做进一步探索, 并适时进行跨文化和本土化考察。     

Gender differences in perceptions of leadership

A study was conducted to examine gender differences in perceptions of leadership. Subjects (N=320) were assigned to same-sex groups of four to six members. The groups participated in a leaderless group discussion and then assessed characteristics of their own and their peers' leadership. The subjects also completed a self-esteem inventory. Correlational analyses revealed that when evaluating their peers, both men and women associated being a leader and having leadership skills with an authoritarian leadership style. In self-perceptions, however, women associated having positive leadership skills with an authoritarian style, but men associated their own leadership skills with a democratic style. The self-esteem of both genders was differentially related to their perceptions of leadership style. These results suggest that men and women hold a leadership stereotype which equates the leadership skills of their peers with an authoritarian style of leadership. However, women but not men base their assessments of their own leadership skills on this leadership stereotype.     

The observer perspective: biased imagery in social phobia, agoraphobia, and blood/injury phobia.

Clark and Wells' (1995): 'A cognitive model of social phobia'. In Social phobia: Diagnosis, assessment, and treatment (pp. 69-93), R. G. Heimberg, M. R. Liebowitz, D. A. & F. R. Hope (eds.); cognitive model of social phobia proposes that social phobics generate a negative impression of how they appear to others. This impression often occurs in the form of an image from an "observer" perspective in which social phobics can see themselves as if from another person's vantage point. This study investigated the specificity of the observer perspective among patients with social phobia, agoraphobia, and blood/injury phobia. All participants were asked to recall and imagine a recent anxiety-provoking social situation and a non-social/non-anxiety-provoking situation, and rate their perspective for each. Consistent with predictions only patients with social-evaluative concerns (social phobics and agoraphobics) reported observer perspectives for anxiety-provoking social situations. Only social phobics showed a significant shift from an observer to a field perspective across the two conditions. The clinical implications of these findings are briefly discussed.     

Gender and Leadership Aspiration: Supervisor Gender,Support, and Job Control

Understanding the role of leadership aspiration in the under-representation of female leaders is important, because aspiration is a key predictor of hierarchical advancement. A neglected perspective in the relationship between gender and leadership aspiration is the gender of the individual's supervisor. Supervisors can play an important role in providing support and in engendering a sense of control, and both support and control are precursors to leadership aspiration. Yet, supervisors may also act on gender biases that discourage women's leadership aspiration. We argue that there is an interaction between supervisor and subordinate gender such that men experience relatively high levels of support and control regardless of supervisor gender, whereas women experience more support and control and as a result display higher leadership aspiration with a female supervisor. A survey of N = 402 men and women supported these hypotheses regarding the subordinate gender by supervisor gender interactive influence on leadership aspiration, support, control, and the mediated moderation model.     

A motivated information processing perspective on the antecedents of empowering leadership

Empowering leadership is an important influence on team effectiveness. This makes the question of what the antecedents of team empowering leadership are an important issue to consider. To address this question, we propose a motivated information processing perspective that holds that engaging in empowering leadership is based on social information processing, and that there are individual differences in how elaborate that information processing is. We argue that a key consideration in shifting control from the leader to the team is the extent to which empowering leadership is driven by leaders’ consideration of their trust in the team (i.e., an instance of social information processing), and that leader need for closure (a trait capturing the disposition to carefully consider decisions and actions) moderates the relationship between leader trust in team and empowering leadership. A survey of N = 156 work teams supported these hypotheses.     

Sex differences in attribution for occupational success

A study was conducted to both test and extend Deaux's (Sex: A perspective on the attribution process. In J. H. Harvey, W. J. Ickes, & R. F. Kidd, (Eds.), New directions in attribution research, Volume 1. Hillsdale, N.J.: Erlbaum, 1976) expectancy model of sex-linked differences in attribution for success. Specifically, it was hypothesized that female occupational subjects would attribute success more to the unstable causes of effort and luck, as well as the stable internal cause of interpersonal skill, while male occupational subjects would make higher attributions to the stable causes of ability and task ease. This hypothesis was supported for the causes of effort, luck, and task ease. Additionally, a comparison between sex differences in attribution occurring within a nonpersonal vs. personal frame of reference showed three of the expected sex differences in attribution to be stronger in the latter condition. Moreover, it was shown that this difference was largely accounted for by changes in females' rather than males' attributions. A final hypothesis, namely, that males would perceive themselves as more successful in their occupations than females, was not confirmed.     

Child Care in The Netherlands: Trends in Quality Over the Years 1995-2005

The authors assessed the quality of child care in a representative national sample of 42 child-care centers in the Netherlands and compared it with the quality of care that researchers have found using similar samples in 1995 (M. H. van IJzendoorn, L. W. C. Tavecchio, G. J. J. M. Stams, M. J. E. Verhoeven, & E. J. Reiling, 1998) and 2001 (M. J. J. M. Gevers Deynoot-Schaub & J. M. A. Riksen-Walraven, 2005). In the present study, results showed a low level of overall process quality for the 2005 sample, measured by the Infant/Toddler Environment Rating Scale-Revised (T. Harms, D. Cryer, & R. M. Clifford, 2003) and the Early Childhood Environment Rating Scale-Revised (T. Harms, R. M. Clifford, & D. Cryer, 1998). The present authors found a significant decline in process quality in comparison with the 1995 and 2001 findings. They concluded that, from an international perspective, the Netherlands has lost its leading position in child-care quality compared with that from 10 years ago.     

Psychology impaired?

This article comments on M.J. Layman and J.R. McNamara's (1997) article about remediation for ethics violations. The author addresses the practice of regarding ethical violation, and its subset, boundary violation, and its subset, sexual misconduct, as synonymous. When professional impairment (disability) is seen as equivalent to sexual misconduct, the resulting generalized confusion impedes much needed progress in critical areas. The profession awaits structured assistance from the American Psychological Association to clarify and provide leadership in policy development.     

Influence of Attachment Style on Major Psychological Capacities to Lead

Addressing psychological literature's deficiency in research on the early development of leaders in everyday life (e.g., leaders in the workplace, leaders in social settings, leaders in organizational settings), this study assumed that central psychological capacities required for such leaders can be predicted and explained by J. Bowlby's (1969) Bowlby, J. 1969. Attachment and loss: Vol. 1. Attachment New York : Basic Books. [Google Scholar] attachment theory concerning developmental processes in infancy. The authors administered a series of questionnaires to 402 participants. The authors analyzed data by using structural equation modeling. Findings indicate a potential-to-lead construct that forms in infancy. The results fully supported the authors’ main arguments: that secure attachment style influences the potential to lead and that this capacity is essential for leadership as measured by leadership ranking.