Moderators of the Relationship Between Leadership Style and Employee Creativity: The Role of Task Novelty and Personal Initiative

Transformational leadership is supposed to enhance employees' creativity. However, results of meta-analytic research on the relationships between transformational leadership and creativity fell short of expectations. In addition, the coefficients showed a huge variability. In this study, it was argued that relevant task and employee characteristics have been neglected in previous research. The benefit of transformational leadership may be limited in a context with routine tasks. Therefore, the moderating effects of task novelty and personal initiative on the relationship between transformational and transactional leadership and creativity were examined. In an experimental setting, 241 undergraduate students were instructed to act like a trainee of a management consulting company and to generate ideas. The results largely supported the hypotheses. Transformational leadership led to higher creativity than transactional leadership, and high task novelty produced higher creativity than low task novelty. As predicted, the effect of transformational leadership on creativity was stronger when task novelty was high than when task novelty was low. Moreover, the effect of transformational leadership was higher when persons were high in personal initiative than when they were low in personal initiative, indicating that the influence of transformational leadership depends on task and follower characteristics. Implications for practice and future research are discussed.     

GENDER AND WORK HISTORY IN THE PLACEMENT AND PERCEPTIONS OF ELDER COMMUNITY VOLUNTEERS

This study explored factors that determine the types of volunteer jobs older adults are placed in, as well as factors that define the meaning of their roles. With a sample of 169 elder community volunteers (mean age, 73 years), we investigated the patterns of job perceptions of women and men in two types of volunteer positions: jobs that involved leadership and jobs that did not. A two-way MANOVA with gender and leadership as independent variables revealed that there was a significant interaction effect. When men are leaders, their sense of interpersonal feedback is higher than when they are non-leaders, but their sense of influence and autonomy is lower. Women in leadership jobs feel more influential and autonomous than their peers in non-leadership jobs. Subsequent analyses probing differences in job placement suggested that work history was a significant predictor of leadership jobs for men, but not for women. Correspondingly, men with prestigious preretirement work histories perceived their volunteer roles as less influential than men who had been in lower status jobs before retirement. Work history was not a predictor of job perception for women. These placement and perception issues are discussed within the context of an historical perspective on paid work, with special emphasis on gender.     

Peter Block's Flawless Consulting and the Homunculus Theory: Within Each Person Is a Perfect Consultant

Authenticity on the part of the consultant is significant to the process of consulting, according to Peter Block (1981). As the consultant acknowledges feelings and thoughts when they surface, client commitment and trust develop. By defining five phases to consulting and by detailing the work that must be completed in each phase, Block (1981) has provided a step-by-step procedure for consulting without errors.     

Performance Excellence: A Personal Perspective on the Link Between Sport and Business

This article provides a personal perspective on the link between excellence in sport and business. It traces the author's transition from sport psychologist to business consultant before identifying specific areas in which direct links can be drawn between the two domains. Specifically, five major areas are addressed: organizational issues, in which a demands, supports, constraints approach is outlined; stress, including a model of stress in leaders and a model of stress and coping; leadership, in which a model of leadership and how it relates to performance is presented; high-performing teams, based on a create, unite, perform (CUP) model of team building, team work, and team effectiveness; and one-to-one coaching/consulting, in which common areas across sport and business are identified. The general conclusion is that the principles of elite performance in sport are easily transferable to the business context, and also that sport has a considerable amount to learn from excellence in business.     

LEADERSHIP AND NONVERBAL BEHAVIORS OF HISPANIC FEMALES ACROSS SCHOOL EQUITY ENVIRONMENTS

Nonverbal behaviors of Hispanic elementary school students and their peers were examined in a small-group cooperative task with a total of 202 subjects. Thirty-five randomly selected groups were videotaped in ten desegregated schools; each group was gender-homogeneous, with three Hispanic and three Anglo students. Analysis of the videotapes revealed that Hispanic females used less vertical and horizontal space than Anglo females, and were also less likely to verbally interrupt or physically intrude on other group members. They had similar rates of handling the group resource cards and were given similar leadership scores by multi-ethnic trained observers. Among males, Hispanics are significantly more likely to use vertical or upward movements and physical intrusions, while Anglos use more verbal interruptions.
School and social status factors such as high-and low-equity desegregated school programs, ethnic and gender status, and school status variables of academic grades and English word knowledge had varying effects on teacher and peer ratings of leadership. High-equity schools garnered higher leadership scores for Hispanic females from both peers and teachers when all other nonverbal behaviors were controlled. This positive effect of the school on leadership ratings was evident only for males in teacher ratings. Hispanic females and their peers do reflect adult models of nonverbal behavior and leadership, and that leadership is enhanced in the perceptions of teachers and peers when they participate in a high-equity desegregated elementary school.     

LEADERSHIP EMERGENCE IN AUTONOMOUS WORK TEAMS: ANTECEDENTS AND OUTCOMES

The aim of this study was to investigate (a) personality attributes and cognitive ability ( g ) as determinants of leadership emergence in teams, and (b) the impact of leadership that can emerge from the team leader (operationalized as the team member with the highest leadership score) and other team members (staff) on team performance. Autonomous work team members who had been working together for 13 weeks were studied. Participants were 480 undergraduates in 94 initially leaderless teams of 5 or 6. We found that leadership emergence was associated most strongly with g , followed by conscientiousness, extraversion, and emotional stability. Teams performed best when both the team leader and staff were high in leadership. Furthermore, an effective team leader does not ameliorate the negative affects of a staff low in leadership.     

The Psychology of Leadership Destabilization: An Analysis of the 2016 U.S. Presidential Debates

When contesting for political office, leaders do not only seek to build their own following but also to engage in attacks to destabilize opponent leaders. However, research has yet to explore and explain the nature of attacks that seek to destabilize a leader's influence. Building on the identity leadership model which sees leadership as flowing from a leader's capacity to promote a sense of shared identity with followers, we argue that a leader can be destabilized if followers come to see the leader as defiling, devaluing, dividing, and destroying this shared sense of “us.” To explore these ideas, we analyzed the attack rhetoric used by Hillary Clinton and Donald Trump during the 2016 U.S. presidential debates to examine how they sought to subvert each other's leadership. Our analysis supports the proposed model and sheds light on the hitherto underexplored topic of leadership destabilization. Moreover, by helping us understand the ways in which principles of identity leadership can be weaponized to destabilize leadership, the analysis defines an important agenda for future research.     

Entrepreneurship,professionalism, leadership: A framework and measure for understanding boundaryless careers

We propose a person-centered framework for conceptualizing subjective careers in an increasingly boundaryless work context. Specifically, we argue that entrepreneurship, professionalism, and leadership (EPL) can serve as three key dimensions of subjective career space. We relate this framework to earlier macro-level national and organizational career models proposed by Kanter (1989) and Schein (1978). Our empirical study involving 10,326 Singaporean university students demonstrated that entrepreneurial, professional, and leadership career aspirations (including motivations, efficacies, and intentions) can be measured independently, that these career dimensions are independent of vocational interests, and that they are to some degree viewed as competing career alternatives. We also show that EPL motivation profiles can operationalize the boundaryless and protean career concepts. Individuals concurrently high in entrepreneurial, professional, and leadership career motivations, and those high in entrepreneurial and leadership motivations are highest in boundaryless and self-directed career attitudes, while those primarily motivated for professional careers hold the most traditional career attitudes. We conclude by discussing the potential of the framework for understanding human resource issues at organizational and national levels and for enhancing the study of entrepreneurship, professionalism, and leadership.     

Leadership as a Dominant Cultural Myth: A Strain‐Based Perspective on Leadership Approaches

The current paper is a review of leadership theory from the perspective of “strain” theories of conceptual development. From this perspective, key cultural concepts emerge to the extent that they can mediate between contradictory cultural values and symbolically capture both sides of opposing dimensions, leading such concepts to become both generally attractive and semantically ambiguous. I argue that the leadership literature, with its highly varied and sometimes contradictory conceptualizations of leadership, can be understood as such a symbolic mediation. To illustrate, the review illustrates several classical leadership approaches as attempts to capture both sides of the value dimensions of individualism–collectivism and agency–structure. While generally privileging one side of each dimension, each leadership approach tries to explain both sides, with some approaches taking borderline or hybrid positions. The potential of this approach to understanding leadership scholarship, and to building reflexivity in scholarship, is discussed.     

EFFECTS OF LEADERSHIP STYLE AND PROBLEM STRUCTURE ON WORK GROUP PROCESS AND OUTCOMES IN AN ELECTRONIC MEETING SYSTEM ENVIRONMENT

Organizations are increasingly utilizing electronic meeting systems to enhance work group process and outcomes. Because leadership is a key group attribute, it is important to examine how behaviors of leaders influence work groups using electronic meeting systems. Results of a laboratory experiment indicated that (a) Participants made more supportive remarks under a consultative form of participative leadership than directive leadership; (b) Participants proposed more solutions and made fewer critical remarks for a fairly structured problem than for a moderately structured problem; (c) Participative leadership was more conducive to proposal of solutions for a moderately structured problem, while directive leadership was more conducive for a fairly structured problem; and (d) Frequency of solution proposals in turn affected group productivity and satisfaction. Implications for personnel practitioners and research on leadership in electronic meeting environments are presented.     

Management Consulting: Planning,Entry, Performance

The counseling profession has much in common with that of organizational consulting. The authors provide an overview of consulting practices that those in counseling might find useful should they decide to investigate the promise of organizational consulting. Included are aspects of market research, gauging competition, and target markets. They also consider promotion, networking, and elements of consulting performance. Last, they provide an extensive overview of relevant associations and materials of potential value to the prospective consultant.     

The effects of competent behavior on interpersonal attraction and task leadership

Past research relating to competence and the status of sex-role stereotypes has produced highly divergent and confusing results, while research into their effects on leadership choices has been scarce. With these issues in mind, the current study varied subject sex, competence, and confederate sex to evaluate their influence on attraction, leadership choice, and sex-role stereotyping on a number of bipolar items. Results revealed that competent womenw ere found to be as attractive as competent men, while incompetent women were found to be more attractive than incompetent men. Leadership remained a masculine trait; women assumed much less responsibility for leadership than did men. Thus, while women may be viewed as being as attractive as men when both are competent, they are not given, nor do they assume equivalent amounts of responsibility for leadership. There was generally a lack of sex-role stereotyping on bipolar items.     

‘Any room won’t do.’ Clinical psychologists’ understanding of the consulting room. An interview study

In the social sciences, there is increasing interest in spatial practices and the meaning of places. The meaning of the psychotherapeutic room and its boundaries has traditionally been underlined in psychodynamic practice. In this study we investigated how clinical psychologists, working from different perspectives and with varying interventions and populations understand and use the consulting room. Five clinical psychologists were interviewed about how they perceive and use consulting rooms. The interviews were analysed using Interpretative Phenomenological Analysis. The participants understood the consulting room as a logistic unit but also as a welcoming place for relational encounters and sensed that spatial stability was important for their capacity to be fully attentive to their clients. Moreover, technological booking systems could hinder clinical work. The results were understood with respect to Winnicott’s theories of transitional space and holding. In sum, the importance of the room does not seem to be of concern exclusively to psychodynamic psychologists. On the contrary, it seems as if psychologists working with varying interventions and from different perspectives emphasise stable and personal consulting rooms that permit them to adapt to the needs of the clients, be attentive, and avoid disturbances.     

Prime Minister Leadership Styles in Foreign Policy Decision-Making: A Framework for Research

Although the institutional contexts of prime ministers in parliamentary democracies and of U.S. presidents are very different, both types of executive leaders influence the decision-making processes through their leadership styles. Leadership style includes how the leaders relate to those around them, how they like to receive information, and how they make up their minds. While there are numerous empirical studies and theoretical frameworks on the leadership styles of U.S. presidents, few studies of prime ministers are concerned with personality and styles of leadership. This paper reviews the literature on U.S. presidential styles and on organizational leadership in order to construct a framework for the study of prime minister leadership styles. Components of the proposed framework are illustrated with examples of British prime ministers and German chancellors. In addition, categories of dependent variables to be explained by leadership style are discussed. I argue that leadership style has the greatest impact on the decision-making process and that although the direct effect of leadership style on foreign policy behavior is less, leadership style indirectly influences foreign policy through the decision-making process.     

A HIERARCHICAL CONSTRUCT OF SELF-MANAGEMENT LEADERSHIP AND ITS RELATIONSHIP TO QUALITY OF WORK LIFE AND PERCEIVED WORK GROUP EFFECTIVENESS

This study validates the self-management leadership theory as operationalized by the Self-Management Leadership Questionnaire (Manz & Sims, 1987) in a large telephone company. The sample for this study is 390 self-managing and 412 traditionally managed employees and 94 external leaders from 58 self-managing and 60 traditionally managed teams. Results support Manz and Sims' 6-factor pattern at the first-order level, and in addition, identify a common second-order factor. The hierarchical factor structure is invariant in employee and leader samples drawn from both self-managing and traditionally managed work teams, suggesting that the construct of self-managing leadership is similar for members and leaders of both types of teams. Respondents perceive slightly more self-management leadership behaviors in the self-managing than the traditional work teams. Respondents evaluate self-managing work teams as more effective than traditional work teams, and this difference is moderate in size. Self-managing leadership behaviors are positively associated with QWL (mainly employee satisfaction) and self-rated effectiveness for both self-managing and traditional teams. In general, self-managing work teams are not that different from traditionally managed groups in the relationship of self-managing leadership to outcomes. We conclude that self-management leadership is a hierarchical concept, constituted of specific strategies as well as a general orientation toward empowering employees. These leadership behaviors are applicable to managing both traditional and self-managing work teams.     

High school student-athletes’ perceptions and experiences of leadership as a life skill

ObjectivesThe purpose of this study was to gain student-athlete perceptions of: (1) the definition of leadership for high school student-athletes; (2) the process of leadership development in high school sport; and (3) the factors that have helped or hindered leadership transfer between high school sport and other life domains.DesignThis study was grounded in an interpretivist ontological perspective and used focus group interviews to gather insights of student-athletes’ leadership experiences.MethodPurposeful sampling identified 33 high-school student-athlete leaders who were members of student advisory councils for high school state athletic associations in the United States. The 15 females and 18 males participated in focus-group interviews. Reflexive thematic analysis of the interview data was then conducted.ResultsResults revealed that student-athlete leadership was viewed as a skill-set and a mindset, driven by individual agency. As an on-going developmental process, student-athletes gained awareness of leadership skills, increased self-expectations and self-confidence in their use and application of leadership skills, and developed a transformational leadership mindset, as they encountered and engaged with critical learning opportunities in high school sport and gained support from coaches and peers. Leadership application outside of sport was a multidimensional psychological process, including both conscious and implicit elements, and facilitated or constrained by environmental opportunities and social influences.ConclusionsHigh school sport offers a unique context where self-agentic youth leadership development in sport and life can occur through experiential learning opportunities. To this point, future research directions and recommendations for practitioners will be provided.     

School psychologists as perceived by school personnel: Support for a consultant model

Questionaires distributed by 12 school psychologists to school personnel with whom they had been consulting for six months were completed and returned by 73 teachers, counselors, and principals. The information provided by the respondents indicated the frequencies with which the school psychologists engaged in consulting and child study activities, the school personnel's evaluations of nine different school psychologist skills, and the preferences of the respondents for the different school psychologist functions in their schools. The data showed that: (1) school psychologists were doing more consulting than evaluations of individual children, (2) school personnel tended to perceive their psychologists as cooperative, knowledgeable, and skillful, though relatively inefficient and undependable, and (3) school personnel preferred consulting activities to psychometric activities. It was concluded that the consultant model had been shown to be operative and that it was more highly valued than the psychometric model by the consumers of psychological services.     

Inquiry mode, occupational stress, and preferred leadership style among American elementary school teachers

The relationship between teachers' cognitive styles and the kind of leadership style they prefer and the types of occupational stress they experience was explored by obtaining self-reports from 70 elementary school teachers. Analytic teachers preferred principals who were task rather than relationship oriented. Preferences in leadership style appeared to be related to subjects' tendencies to perceive and evaluate situations in particular ways. Compatibility with a principal's leadership style may have depended on how closely the style matched a teacher's fundamental affective and cognitive characteristics.     

A LONGITUDINAL EXAMINATION OF CONCOMITANT CHANGES IN TEAM LEADERSHIP AND CUSTOMER SATISFACTION

For each of three 1‐year time periods, we examined the relationship between changes in the team leadership of branch managers (as measured by employee ratings) and concomitant changes in customer satisfaction for branches of a regional bank. Specifically, for the time period 2001–2002, we examined concomitant changes in team leadership and customer service satisfaction with 68 branch managers; between 2002–2003 and 2003–2004 we examined these relationships for 46 and 40 of the remaining 68 branch managers, respectively. We expected that improvements (declines) in team leadership ratings would be accompanied by concomitant changes (i.e., improvement or decline) in customer satisfaction ratings. We found that, in 2 of the 3 time periods we examined, improvements (declines) in team leadership were related to improvements (declines) in customer satisfaction. We interpret these findings using the service climate literature.     

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.