Integrating leadership: The leadership circumplex

The present study aims to integrate leadership conceptualizations into one overarching model, using a “leadership circumplex”. Two studies describe the construction and examine the psychometric characteristics of an operationalization of the leadership circumplex, the Circumplex Leadership Scan (CLS). Results showed that the CLS complies with the criteria of a true circumplex. Furthermore, scales, representing leadership styles, showed reasonable to high reliability. A third study confirmed the stability of the CLS structure and additionally explored the circumplex structure of subordinates’ ratings of their leaders, which were found to have the same underlying circumplex structure. A fourth study was conducted to assess the convergent validity with other leadership styles from the existing leadership literature, the predictive validity of the styles, as well as the test–retest reliability. A fifth study confirmed the predictive validity results observed in Study 4 using different-source ratings of leadership outcomes. Finally, a sixth study explored the possibility of creating a short version of the CLS.     

Analyse comparative du leadership transformationnel et du leadership narcissique

Following a comprehensive review of the literature, this analysis proposes a comparison between the characteristics of transformational leadership and narcissistic leadership. Such a comparison is important as these two types of leadership, although displaying obvious similarities, considerably differ in their intrinsic value. Indeed, whereas the transformational leader exercises an altruistically motivated power, the narcissistic leader opts for an egotistically motivated power.     

Rethinking leadership education: narrative inquiry and leadership stories

This narrative essay shares observations and insights about how instructors can use creativity, student voice, and personalized learning to create more responsive educational leadership pedagogy. Three stories, as told by a professor and two former students, explore how students’ narratives can naturally inform educational leadership preparation across international borders. We aim to demonstrate how students’ narrative experiences in education can contribute to exisiting discourse and research on effective and innovative pedagogical practice in educational leadership preparation.     

领导授权赋能与领导有效性的关系：基于元分析的检验

基于183项实证研究, 采用元分析法综合考察了领导授权赋能与领导有效性的关系, 包括个体工作态度与绩效(145个样本, 50509名员工)、团队绩效(47个样本, 4856个团队)和组织绩效(9个样本, 1090家企业)。结果表明：领导授权赋能与工作满意度、组织承诺和主观幸福感显著正相关, 与离职倾向、倦怠&压力显著负相关, 与个体(团队)绩效及其各维度显著正相关, 与反生产行为显著负相关, 但与组织绩效的正向关系不显著。其中, 主观幸福感、团队绩效、团队任务绩效的样本文献可能存在出版偏倚, 其元分析结果很可能被高估。在东西方差异上, 领导授权赋能与个体(团队)绩效、个体(团队)任务绩效的相关性均属东亚样本更强、欧美样本更弱, 而与个体(团队)创新绩效、个体(团队)关系绩效之间无显著差异。然而, 团队创新绩效的欧美样本和团队关系绩效的东亚样本仅1份, 故其东西方比较结果可能存在不稳定及不可靠性。此外, 领导授权赋能的量表、数据类型显著调节了领导授权赋能与个体绩效的关系, 行业类型的调节效应不显著。研究结果为领导授权赋能与领导有效性的研究给出了新的阶段性定论。     

一种全新的领导理念——仆人式领导的兴起与发展

仆人式领导是近年来西方领导学研究的前沿课题。本文通过仆人式领导与几种相似的领导模式的对比,阐述了仆人式领导的特别之处,进而,在阅览相关文献的基础上,解释了仆人式领导的内涵并总结了国内外关于仆人式领导的各种理论。仆人式领导这一理论虽然尚未成熟,但其对未来组织发展和社会进步的推动作用是毋庸置疑并且十分巨大的。     

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.     

Neutralizing substitutes for leadership theory: leadership effects and common-source bias

The purpose of this research was to examine alternative models of substitutes for leadership theory given the general lack of empirical support for the moderating effects postulated by the theory. On this basis, the research posited that the effects of substitutes also could be conceptualized as mediated relations. The research examined moderated and mediated relations for several sets of leader behaviors and substitutes that have been examined in the literature. The research design sampled 49 organizations, with 940 subordinates rating 156 leaders. Results, although generally not supportive of the moderator or mediator hypotheses, essentially demonstrated that leadership matters. The findings also suggest that prior significant effects in substitutes literature may be merely a statistical artifact, resulting from common-source bias.     

Substitutes for leadership in anaesthesia teams and their impact on leadership effectiveness

In this study we aim to increase our understanding of leadership in anaesthesia teams by investigating the relationship between substitutes for leadership, leadership behaviour, and team performance in situations with varying levels of routine and standardization. The present study relied on video recordings of 12 anaesthesia teams in a simulated setting with the occurrence of a nonroutine event. Clinical team performance was measured by the speed of adequate team reaction to this event. The leadership behaviours observed were coded either as content oriented (e.g., information transmission) or structuring (e.g., assigning tasks). Results showed that leadership behaviour changed depending upon the level of routine of a situation, the degree of standardization, and, to some extent, on the experience of team members. Leadership tends to be positively related to team performance during nonroutine and low standardized situations but negatively related to team performance in routine and highly standardized situations. Furthermore, leadership is only slightly related to team member experience. This study improves our understanding of influences of substitutes for leadership on successful leadership behaviour in anaesthesia teams. The findings also lead to suggestions for both further research and the enhancement of team leadership in critical care.     

Chinese implicit leadership theory

In a 1st attempt to identify an implicit theory of leadership among Chinese people, the authors developed the Chinese Implicit Leadership Scale (CILS) in Study 1. In Study 2, they administered the CILS to 622 Chinese participants from 5 occupation groups, to explore differences in perceptions of leadership. Factor analysis yielded 4 factors of leadership: Personal Morality, Goal Efficiency, Interpersonal Competence, and Versatility. Social groups differing in age, gender, education level, and occupation rated these factors. Results showed no significant gender differences, and the underlying cause for social group differences was education level. All groups gave the highest ratings to Interpersonal Competence, reflecting the enormous importance of this factor, which is consistent with Chinese collectivist values.     

Deep-level diversity and leadership

In the special issue on Diversity and Leadership (April 2010), the authors made a strong case for the importance of diversity in workplace leadership, rejected premature declarations that workplace discrimination is obsolete, and called for leadership theories that acknowledge and promote the value of diversity. We appreciate all authors' stressing that the glass ceiling still exists, not only for women but for other historically low-power groups as well. We also agree that modern theories of leadership can benefit immensely from increased participation by scholars and practitioners who are not Western, White, upper-class men (Chin, 2010).     

Theologies of pastoral leadership

The disestablishment of mainline Protestantism as the default religiosity and public theological voice, lamented by many of its members, presents new opportunities for conceiving of pastoral leadership in faithful ways. The pastor as public leader is better imagined as a visionary possibilizer and convener of public conversations, exerting influence in indirectly persuasive ways, rather than as spokesperson for an institution.     

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.     

Social dilemmas and leadership

Subjects acted in a social dilemma situation. Two variables were experimentally manipulated: use and variance. One third of the subjects thought that the others in their group were overusing the common resource, one third thought that the others were underusing it, and the remaining third were led to believe that the others were using the resource optimally. Moreover, half of the subjects thought that the others took relatively similar harvests (low variance) while the other half thought the others differed greatly (high variance). Support was found for Homans' assumption that the internal function of leaders is to allocate outcomes equitably over group members, whereas their external function is to deal efficiently with the external environment. The results indicated that more subjects in the overuse condition voted to give up free access to the resource and to hand over the management of the resource to a leader than in the other me conditions. Moreover, more subjects in the high variance condition voted for a leader than in the low variance condition. Over all conditions, furthermore, subjects preferred themselves most as prospective leader. In addition, group members who were similar to the subject, competent at the task and concerned for the group were preferred as Leader. When subjects acted as leader they were more moderate in withdrawing harvests from the resource than as regular group member. Moreover, leaders allocated outcomes equitably to the group members.     

Personological dynamics of leadership

This study reports on the personality correlates of rated leadership using the California Psychological Inventory (CPI) and 50 college football players. Subjects were also given leadership scores using a CPI-based leadership regression equation. Two findings are of interest. First, consistent with past research, leaders were characterized by high scores on CPI Scales for Dominance, Self-Acceptance, and Responsibility. Second, coaches' leadership ratings correlated .62 with scores on the leadership regression equation. This provides an additional cross validation of this leadership equation and supports the notion that a stable set of personality traits characterize leaders. Some theoretical implications are discussed.