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.     

Reward behavior by male and female leaders: A causal inference analysis

This research investigated causal inferences between leader reward behavior (positive and punitive) and subordinate goal attainment, absenteeism, and work satisfaction over a 3-month period in a merchandise distribution center (n = 252). Four groups were studied: (a) male supervisors-male subordinates, (b) male supervisors-female subordinates, (c) female supervisors-female subordinates, and (d) female supervisors-male subordinates. Using the techniques of tests of mean differences and corrected cross-lag correlations, the results revealed that: (a) No significant differences attributed to sex were found between the four groups with the perceptions of leader reward behavior or subordinate outcome measures, and (b) the causal inference analysis suggested that the relationships between leader reward behavior and subordinate attitudes and behavior were independent of the effects of sex of supervisor or subordinate. Implications for research on sex stereotypes and leadership were discussed.     

Fairness Perceptions and Trust as Mediators on the Relationship Between Leadership Style,Unit Commitment,and Turnover Intentions of Canadian Forces Personnel

Whether fairness perceptions and leader trust mediate the relationship between leadership style and commitment and turnover was evaluated among Canadian Forces personnel (N = 1,443). Correlational analyses and structural equation modeling results provided support for the proposed meditational model. However, the influence of transactional leadership on commitment and turnover was due to its direct influence on fairness perceptions, whereas the influence of transformational leadership on these outcomes was based on its direct and indirect influence on both fairness perceptions and leader trust. It thus appears that both types of leadership style influence commitment and turnover, but the mechanism through which their effects occur may be distinct. The implications of these findings for theory, research, and practice are discussed.     

Linking leader authentic personality to employee voice behaviour: a multilevel mediation model of authentic leadership development

Drawing on self-consistency and self-concept-based theories, this study examined the antecedents and outcomes of authentic leadership. Specifically, the mediating roles that authentic leadership and organization-based self-esteem (OBSE) play in translating leader authentic personality into employee voice behaviour were investigated. The results, from a sample of 408 subordinate–supervisor dyads from Taiwan, provide evidence of a positive relationship for leader authentic personality with direct reports’ ratings of the leaders’ authentic leadership. In addition, authentic leadership was found to influence subordinates’ voice behaviour, as rated by subordinates’ immediate supervisors; notably, this relationship was partially mediated by the subordinates’ perceptions of OBSE. Furthermore, leader authentic personality was indirectly related to subordinates’ voice behaviour through the mediating influence of authentic leadership and, in turn, subordinates’ perceptions of OBSE. The implications of these results for leadership research and practice, as well as directions for future research, are also presented in this paper.     

Servant leadership,leader gender,and team gender role: Testing a female advantage in a cascading model of performance

We integrate the theory of gender role congruity with extant research on servant leadership to propose and test a moderated process model in which we hypothesize that servant leadership's effects on outcomes are stronger when implemented by women, and when it takes place within teams high in feminine gender role composition. Specifically, we theorize that servant leadership's communal emphases on stakeholders and relationships align with female role prototypes, which should lead to female advantages for job performance through the proposed serial mediators of prosocial motivation and follower servant leadership behaviors. We test this moderated, serial‐mediation model in a temporally lagged field study with a multi‐organizational sample including 109 teams. We find evidence that the mediated process model is moderated at the first stage such that in teams higher in feminine gender role composition, servant leadership has greater direct effects on prosocial motivation, as well as indirect effects on follower servant leadership and performance. We do not find support for our hypothesis that a similar moderated effect would emerge for leader sex; instead, we find that the effect of servant leadership on follower servant leadership, and subsequently to performance, is stronger for women leaders than it is for men. The implications of these findings for the servant leadership and role congruity literatures are discussed.     

An exploration of women's expectations of effective male and female leadership

University women (N=188) of varying ages (19–53) and work experience described their behavioral expectations of an effective male and female leader for levels of Consideration, Initiating Structure, Role Assumption, and Production Emphasis. In line with a sex role congruency view, it was hypothesized that an effective female leader would be expected to exhibit higher levels of Consideration behaviors, while an effective male leader would be expected to exhibit more Initiating Structure, Role Assumption, and Production Emphasis behaviors. The results provided only partial support for the sex role congruency hypothesis since an effective female leader was expected to exhibit higher levels of Consideration as well as higher levels of Initiating Structure. No sex differences were detected for Role Assumption or Production Emphasis behaviors. Further, while many similarities were noted among the women in their views of effective leadership, there were also systematic age-related differences among the women in their expectations, particularly with regard to their views of effective female leadership.Portions of this paper were presented at the annual meeting of the Southeastern Psychological Association, Orlando, Florida, March, 1986.     

Extending the metatheoretical framework of social/political influence to leadership: Political skill effects on situational appraisals,responses, and evaluations by others

Building off and extending the metatheoretical framework of political skill, we examined the cognitive and behavioral mechanisms through which the intrapsychic effects of political skill inform its interpersonal effects, and how these interpersonal effects ultimately are transmitted into desirable outcomes. Specifically, we argue that politically skilled leaders demonstrate better situational appraisals (i.e., understanding), and thus, more appropriate situational responses (e.g., consideration and initiating structure behaviors); the demonstration of appropriate situational responses is argued to positively affect subordinates’ evaluations of their leaders (i.e., instrumentality) and subordinates’ concomitant attitudes (e.g., job satisfaction) and behaviors (e.g., performance). Results provided mixed support for the hypothesized relationships. Specifically, leader understanding mediated the relationship between political skill and consideration but not the relationship between political skill and structuring behaviors. Moreover, consideration was positively related to subordinates’ group-level instrumentality perceptions, whereas initiating structure was not. Finally, subordinates’ individual (within-level) perceptions of leader instrumentality were positively related to job satisfaction and performance. The implications of these findings as they relate to theory and practice are discussed along with this investigation's strengths, limitations, and directions for future research.     

Bases of power in relation to leader behavior: A field investigation

Hypotheses addressing the relationships between bases of power and transformational and transactional leadership, and propositions concerning the extent to which perceptions of leader power and behavior were shared by a leader's followers, were addressed in this study. Two hundred eighty employees reporting to 118 supervisors in 45 organizations provided data for the investigation. Results provided support for hypothesized relationships between personal power and transformational leadership as well as between positional power and transactional leadership. In addition, ratings of both leader power and leader behavior were found to be individually-based phenomena; that is, followers of a focal leader did not share perceptions about that leader's power or behavior. Implications for managerial practice and future research are discussed.We thank Bruce Avolio, Bernard Bass, and Gary Yukl for their helpful comments.     

Personality and leader effectiveness: a moderated mediation model of leadership self-efficacy, job demands, and job autonomy

The trait theory of leadership is advanced by a joint investigation of the mediating role of (a) leadership self-efficacy (LSE = leader's perceived capabilities to perform leader roles) in linking neuroticism, extraversion, and conscientiousness with leader effectiveness and (b) the moderating role of job demands and job autonomy in influencing the mediation. Using K. J. Preacher, D. D. Rucker, and A. F. Hayes' (2007) moderated mediation framework, the authors tested the model (over a 2-year period) with matched data from 394 military leaders and their supervisors. Results showed that LSE mediated the relationships for neuroticism, extraversion, and conscientiousness with leader effectiveness. Moderated mediation analyses further revealed that LSE mediated the relationships for (a) all 3 personality variables for only those leaders with low job demands; (b) neuroticism and conscientiousness for only those leaders with high job autonomy; and (c) extraversion, regardless of a leader's level of job autonomy. Results underscore the importance of accounting for leaders' situational contexts when examining the relationships between personality, LSE, and effectiveness.     

The Effects of Charismatic Leadership on Followers' Self-Concept Accessibility

Shamir, House, and Arthur (1993) suggested that the effects of charismatic leadership on followers' motivation are mediated by the increased salience of collective identities in followers' self-concepts. This study empirically examines the effects of leadership messages on followers' self-concept accessibilities. Charismatic and integrative (combined charismatic and individualized consideration) leadership increased the accessibility of followers' collective self-concepts. Individualized consideration increased the accessibility of followers' private self-concepts. These results support the propositions of the self-concept-based theory of charismatic leadership. Charismatic and integrative leadership messages from a leader resulted in higher follower collective self-concept accessibilities than did routinized messages. This finding underscores the importance of a charismatic leader, even when charismatic messages have become routinized.     

Male or Female Athletic Director? Exploring Perceptions of Leader Effectiveness and a (Potential) Female Leadership Advantage with Intercollegiate Athletic Directors

We investigated whether transformational leadership was associated with more positive perceptions of outcomes among intercollegiate athletic directors in the U.S. Also, we examined whether leader gender influenced perceptions of participants, and if there was an interaction between leadership style and leader gender in predicting organizational outcomes. Division I and II male participants (n?=?99) evaluated either a male or female transactional or transformational leader on extra effort, satisfaction, and effectiveness. MANOVA and post hoc analyses were used in our evaluation. Findings indicated transformational leadership was related to more positive organizational outcomes, that there was no difference between male and female leaders on attaining these outcomes, and that there was no interaction between leadership style and leader gender.     

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.     

When leaders harass: the impact of target perceptions of organizational leadership and climate on harassment reporting and outcomes

Using cases of harassment by leaders, the authors examined the effects of target perceptions of leader responses to sexual harassment and whether leader implementation of harassment policies made a difference beyond the impact of the policies themselves. Results showed that women who perceived that leaders made honest efforts to stop harassment felt significantly freer to report harassment, were more satisfied with the complaint process, and reported greater commitment than did those viewing leaders as more harassment tolerant. Different leadership levels had different effects, with hierarchically proximal leaders generally having the greatest impact. Leadership mediated the relationship between organizational policy and outcomes, supporting the view that a key role for leaders is establishing an ethical organizational climate that reinforces formal harassment policies through actions.     

CROSS-SITUATIONAL SPECIFICITY IN MANAGERs' PERCEPTIONS OF SUBORDINATE PERFORMANCE, ATTRIBUTIONS, AND LEADER BEHAVIORS

Managers' perceptions of subordinates' performance, causes (attributions) of subordinates' performance, and the leader behaviors they employed toward subordinates were examined from the standpoint of cross-situational consistency versus cross-situational specificity. Cross-situational consistency would be indicated if managers' perceptions of performance, attributions, and leader behaviors were stable over different situations, whereas cross-situational specificity would be indicated if these same perceptions indicated reliable variation, as a function of situation. Empirical results for 377 Navy managers provided strong support for cross-situational specificity. Results are discussed in relation to prior research, generated by interactional theory on consistency versus specificity of responses across situations, and in relation to research and developmental needs in leadership, attribution theory, and performance evaluation.     

The effect of leader outcomes on influence, attributions, and perceptions of charisma.

This study addressed how various outcomes to a leader might influence not only how that leader is perceived but also the degree of influence that leader might subsequently obtain. On the basis of recent charismatic leadership theories, it was expected that leaders who appeared willing to endure hardship for the expression of their beliefs would be perceived differently than leaders who appeared to benefit in some way. The relationship between outcomes and subsequent leader influence was confirmed. Sacrificing resulted in greater influence, whereas benefiting reduced it. This relationship was mediated by attributions made about leader motives. The relationship between outcomes and influence was also mediated by perceptions of charisma.     

领导正直的概念、测量及其展望

领导正直（leader integrity）作为一种道德品质,长期以来被认为是有效领导者的关键特征。近年来, 道德丑闻和管理者违法乱纪事件频频发生,引发了学术界对领导正直问题的关注。然而,学界对领导正直 的内涵、测量及其作用机制的研究尚处于起步阶段,关于领导正直的文献综述更是寥寥无几。本文从领导 正直的概念、测量、影响因素、作用机制和实施效果等方面,对国内外相关研究进行系统梳理和探讨。未 来研究应从领导正直的概念与维度的完善、影响因素的拓展和作用机制的深入识别等方面展开努力。     

多元文化经历对领导者能力及发展的影响

随着全球化发展的深入, 越来越多的企业领导者具有多元文化经历。多元文化经历是指个体具有直接或间接与外国文化元素或人群进行交互的经历。拟从领导者发展(leader development)和领导力发展(leadership development)两个层面, 全面地探讨多元文化经历对企业领导者能力形成及发展的影响：第一, 探讨多元文化经历对领导者能力发展(包括个人层面、关系层面和社会层面能力)的影响及内部机制; 第二, 探讨多元文化经历对领导力发展(包括领导力涌现、领导力选拔和领导力效能)的影响及内部机制。项目成果不仅能够丰富领导者能力形成与发展等组织管理相关理论, 还能为企业的全球化管理及国际化人才培养实践提供建议。     

The Effects of Leader Fairness and Pay Outcomes on Superior/Subordinate Relations1

This study assessed the effects of procedurally fair leadership and payment outcomes on subordinate reactions to the supervisor in a pay-for-performance task. Procedurally fair leadership was operationalized by the extent to which supervisors enacted three specific behaviors: facilitation of voice, accuracy, and adherence to formal policies and procedures. The payment outcomes were high and low cash payments for performance evaluated as above or below average. Subordinate reactions to these treatments focused on perceptions of supervisory fairness (both procedural and distributive) and the subordinate's relationship with his or her supervisor (in terms of both satisfaction and commitment). Procedurally fair leadership showed a main effect on subordinate perceptions of leader fairness and on their relationship with the leader. No other effects were noted. Implications are discussed.     

When does procedural fairness promote organizational citizenship behavior? Integrating empowering leadership types in relational justice models

We examined how procedural fairness interacts with empowering leadership to promote employee OCB. We focused on two core empowering leadership types—encouraging self-development and encouraging independent action. An experiment revealed that leaders encouraging self-development made employees desire status information more (i.e., information regarding one’s value to the organization). Conversely, leaders encouraging independent action decreased employees’ desire for this type of information. Subsequently, a multisource field study (with a US and German sample) showed that encouraging self-development strengthened the relationship between procedural fairness and employee OCB, and this relationship was mediated by employees’ self-perceived status. Conversely, encouraging independent action weakened the procedural fairness-OCB relationship, as mediated by self-perceived status. This research integrates empowering leadership styles into relational fairness theories, highlighting that multiple leader behaviors should be examined in concert and that empowering leadership can have unintended consequences.