Paradoxical Leader Behaviors: Leader Personality and Follower Outcomes

We examined leaders’ Big Five personality traits as the antecedents and followers’ in-role and innovative performance behaviors as outcomes of paradoxical leader behavior (PLB) in people management. We also examined the moderating effect of followers’ psychological capital on PLB and its relationship with followers’ outcomes. We drew on the trait theory of leadership, social learning theory, and the conservation of resources theory to derive our hypotheses. We tested our predictions with a sample of 131 managers and 609 followers. By and large, we found support for our predictions. More specifically, leaders’ traits of extraversion and openness to experience were positively related to followers’ PLB ratings. Conversely, agreeableness, conscientiousness, and neuroticism among leaders were negatively related to followers’ PLB ratings. PLB in turn was positively related to followers’ in-role and innovative performance behaviors. Followers’ psychological capital was found to moderate the relationship between PLB and followers’ in-role performance such that the relationship was stronger when followers’ psychological capital was high than when it was low. The implications of these findings were discussed.     

Readiness for professional psychotherapy

Statistics dealing with transfers to, and attendance at psychotherapy sessions and with patients' reasons for prematurely terminating such treatment are first analyzed. Causes of unwillingness to accept such treatment despite suffering are then presented. The author concludes that standards of everyday psychology require improvement, that psychotherapy should be accepted as an integral part of basic medical care, and that measures should be taken to make the symptoms indicating the need for such treatment more widely known and to give more realistic expectations of what it can achieve.     

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.     

Disentangling the Effects of Self Leader Perceptions and Ideal Leader Prototypes on Leader Judgments Using Loglinear Modeling With Latent Variables

This study clarifies the relationships among self leader perceptions, ideal leader prototypes, and leader judgments among college students using latent profile analysis (LPA) and log-linear modeling. LPA was used to identify subgroups of individuals with unique patterns of attributes for self and ideal leaders, providing a holistic view of leadership and how multiple attributes work together within individuals. LPA was also used to identify subgroups of individuals with unique patterns of judgments of leader effectiveness. After identification of subgroups (i.e., profiles), log-linear modeling was used to test 1 baseline model and 5 sets of hypothesized associations among self leader profiles, ideal leader profiles, and leader judgment profiles. Results suggest that self leader profiles are related to ideal leader profiles, which in turn are related to leader judgment profiles, but that there is no direct relation between self leader profiles and leader judgment profiles.     

Second‐Generation Leader Categorization Research: How Subordinates' Self‐ and Typical Leader Perceptions Moderate Leader Categorization Effects

Leader categorization theory proposes that the more leaders match their subordinates' cognitive image (prototype) of an ideal leader the easier it is for subordinates to “categorize” them as leaders and consequently follow their leadership. Based on self‐concept research, we extend this perspective and argue that the relationship assumed in leader categorization theory should be stronger when subordinates perceive themselves to represent the ideal leader prototype. Further, this moderating effect should be stronger when subordinates perceive the ideal leader prototype to not only be an abstract ideal category, but one that is generally also met in reality; i.e., when it is met by typical leaders. Findings of a cross‐sectional study with employees in Germany (N = 297) support both predictions.     

Linking Developmental Experiences to Leader Effectiveness and Promotability: The Mediating Role of Leadership Self‐Efficacy and Mentor Network

We developed and tested a model linking developmental experiences to leadership effectiveness and promotability through 2 mediating processes based on social cognitive and social capital theories. We hypothesized that a manager's exposure to 3 types of developmental experiences (formal development programs, developmental job challenges, and developmental supervision) would positively relate to supervisor's assessment of the manager's leadership effectiveness in the current job role and promotability within the organization through the manager's leadership self‐efficacy and size and quality of the manager's mentor network. Results based on a sample of 235 retail managers showed that leadership self‐efficacy and mentor network fully mediated the relationship between job challenges and promotability, whereas leadership self‐efficacy also fully mediated the relationship between job challenges and leadership effectiveness. Developmental supervision was indirectly related to promotability through mentor network. In addition, a 3‐way interaction analysis revealed that participation in formal development activities had a positive indirect relationship with leadership effectiveness and promotability mediated by leadership self‐efficacy when a manager experienced either lower levels of job challenge and developmental supervision, or higher levels of both. Our findings contribute to leadership knowledge by examining how both formal and informal developmental experiences relate to leadership effectiveness and promotability through social processes.     

Readiness potentials driven by non-motoric processes

An increase in brain activity known as the “readiness potential” (RP) can be seen over central scalp locations in the seconds leading up to a volitionally timed movement. This activity precedes awareness of the ensuing movement by as much as two seconds and has been hypothesized to reflect preconscious planning and/or preparation of the movement. Using a novel experimental design, we teased apart the relative contribution of motor-related and non-motor-related processes to the RP. The results of our experiment reveal that robust RPs occured in the absence of movement and that motor-related processes did not significantly modulate the RP. This suggests that the RP measured here is unlikely to reflect preconscious motor planning or preparation of an ensuing movement, and instead may reflect decision-related or anticipatory processes that are non-motoric in nature.     

Leadership Style and Leader Title

In a 2 by 4 design, leadership style (authoritarian versus democratic) was varied against form of address (Mr., Ms., Miss, Mrs.) in a simulated small group case study. Subjects (374 college and high school students) read the case study and then rated their reactions to the leaderson behavioral differential factors of "subordination" and "friendship." These ratings indicate significant effects due to leader style (i.e., greater subordination and stronger friendship attraction to democratic rather than authoritarian leaders). Leader title produced no significantmain effects although authoritarian leaders using the title Ms. evoked higher subordination (p <.001) than other authoritarian leaders.     

College and Career Readiness Counseling Support Scales

This study presents initial evidence supporting the factor structure and criterion validity of the College and Career Readiness Counseling Support scales. Graduating 12th graders' ratings of both the frequency and helpfulness of meetings with counselors were correlated with malleable factors related to achievement in high school and with important markers of postsecondary success approximately 18 months after students graduated from high school. The scales can be used to help students self‐advocate and to evaluate counseling services.     

Readiness for pronunciation during the reading process

The task proposed to the S consisted of reading a series of three numbers projected on a screen. Depending on the series presented, the number projected at the center (test) required one or more syllables to be pronounced. The results show that the more syllables it takes to pronounce it, the longer the eye fixation on that number lasts. This suggests that a mechanism of readiness for pronunciation co-occurs with visual processing.     

Assessing and Facilitating School Readiness for Microcomputers

Microcomputers represent a complex educational innovation requiring a planned change approach to program implementation. In this paper, the AVICTORY approach, a framework for assessing organizational readiness for microcomputers, is delineated. A case illustration is presented to demonstrate the relevance of the approach and a strategy for operationalizing and measuring organizational readiness is provided. Activities which may facilitate school readiness for microcomputers are also discussed.     

单侧化准备电位的含义和应用

单侧化准备电位（Lateralized readiness potential, LRP）是指在随意运动中,反应效应器方位所对应的对侧大脑皮层出现的准备电位。LRP分析的关键是确定启动时间点。LRP可以揭示刺激-反应不同阶段的认知加工时间特性。可以从反应准备的抽象性或具体性以及大脑控制运动输出的“中枢”机制或“外周”机制这两个思路去验证LRP。LRP在阈下知觉和内隐学习、运动准备和反应执行、西蒙效应等方面的认知心理学研究以及新兴的脑-机界面工程心理学研究得到了广泛的应用,但LRP的应用存在着某些限制因素,如：脑电干扰、测量的低信噪比和其本身对反应效应器的要求等     

The Effects of Leader Support for Creativity and Leader Gender on Subordinate Creative Problem-Solving Performance

Ample correlational research shows that leader support for creativity is related to subordinate creativity, yet research examining the causality of this relationship experimentally is scant. Furthermore, most studies that demonstrate support for this relationship have used relatively subjective creativity measures that do not tap as effectively into the creative problem-solving process. Thus, we experimentally examined whether leader support for creativity affects subordinate creative problem-solving performance. We also examined whether this relationship depends on leader gender. We used experimental vignette methodology and a sample of 247 working adults to test these relationships. We found that high (vs. low) leader support for creativity resulted in a significantly higher number of ideas generated. Additionally, posthoc analyses showed that high (vs. low) leader support for creativity resulted in a significantly higher number of original ideas and higher number of quality ideas generated. We also found that when the leader was a woman (vs. man), average originality of ideas was significantly higher. We found no significant interactive effects of leader support for creativity and leader gender. We discuss how this study further elucidates our understanding of leader support for creativity, as well as avenues for future creativity research involving leader gender.     

Leader Attributions for Subordinate Performance: Consequences for Subsequent Leader Interactive Behaviors and Ratings1

An important application of attribution theory deals with leader explanations for subordinate performance and their effects on future leader–member interactions and performance. In the present study, subjects worked on a 2-trial task in which there was a leader and 2 members. Leaders received performance feedback and an attributional explanation for subordinate performance after Trial 1, and subsequent Trial 2 behavior was videotaped. Results showed that attributions significantly affected the amount of time spent by the leader talking to the group during the second trial, as well as the number of negative leader comments. Level of performance was a significant determinant of subordinate ratings and reward/punishment recommendations. Attributions differentially affected the punishment advocated by leaders, with failure due to internal causes more likely to be punished than failure due to external causes. Implications for an attributional theory of leadership are discussed.