The role of within‐group agreement in understanding transformational leadership

Theories of transformational leadership imply that effective leaders should engage in a constellation of appropriate behaviours. Further, since an important component of transformational leadership is the leader's ability to create a consensus or a similar mindset among subordinates, attributions that the leader is transformational are likely to depend on both the leader's behaviours and the extent to which subordinates perceive the leader similarly. In the present study, these notions were tested using a multi‐source data set comprising 68 focal managers, 285 subordinates, 495 peers, and 68 supervisors. Results indicated that leaders who engage in higher levels of appropriate leader behaviours are more likely to have followers who agree in their perceptions of the leader. In addition, significant interactions were found between leader behaviours and agreement among subordinates, suggesting that agreement moderates the relationship between leader behaviours and attributions of transformational leadership style.     

领导者性别身份的评价差异：基于内隐领导理论的实证分析

本研究基于内隐领导理论,运用配对问卷法,探究领导者性别身份的三种评价差异：自我评价与下属评价的差异,男性领导与女性领导的下属评价差异,男性下属与女性下属的评价差异。结果显示,与领导者自评的性别身份相比,下属易高估领导者的男性化;且下属评价男性领导的男性化显著高于女性化,而评价女性领导时两者并不存在显著差异。此外,男性下属对领导男性化的评价高于女性下属的评价。     

Social Categorization in Intergroup Contexts: Three Kinds of Self‐Categorization

In reviewing self‐categorization theory and the literature upon which it is based, we conclude that individuals' attempts to form social categories could lead to three kinds of self‐categorization. We label them intergroup categorization, ingroup categorization, and outgroup categorization. We review literature supporting these three types and argue that they can help to explain and organize the existing evidence. Moreover, we conclude that distinguishing these three kinds of self‐categorization lead to novel predictions regarding social identity, social cognition, and groups. We offer some of those predictions by discussing their potential causes (building from optimal distinctiveness and security seeking literatures) and implications (on topics including prototype complexity, self‐stereotyping, stereotype formation, intergroup behavior, dual identity, conformity, and the psychological implications of perceiving uncategorized collections of people). This paper offers a platform from which to build theoretical and empirical advances in social identity, social cognition, and intergroup relations.     

Hurry up! The role of supervisors’ time urgency and self‐perceived status for autocratic leadership and subordinates’ well‐being

This study examines the connections among supervisors’ time urgency, their leadership behavior, and subordinate outcomes. Integrating cognitive perspectives on time urgency with contemporary thinking on the psychological experience of status, we reason that supervisors’ time‐urgent personality relates positively with their autocratic leadership behavior, and we cast supervisors’ self‐perceived status as a moderator of this linkage. Moreover, we enrich this leader‐centric perspective with a complementary, more follower‐centric view, recognizing that the consequences of supervisors’ time urgency likely extend beyond their own behavior to indirectly affect their subordinates’ well‐being at work. We tested our hypotheses using a field sample of 60 supervisors and 277 of their subordinates. Results indicate that (a) supervisors with higher time urgency are more likely to exhibit autocratic leadership behavior when they also perceive themselves as having relatively high status among subordinates, but not when perceiving lower status, and (b) supervisors’ time urgency exhibits a conditional indirect effect (via autocratic leadership) on subordinates’ work stress and time pressure experiences. Hence, this study illustrates an important boundary condition for the consequences of supervisors’ time urgency, and it demonstrates that this personality characteristic not only shapes supervisors’ leadership behavior but also affects the subordinates they are charged with leading.     

A Self‐Categorization Explanation for Opinion Consensus Perceptions

The public expression of opinions (and related communicative activities) hinges upon the perception of opinion consensus. Current explanations for opinion consensus perceptions typically focus on egocentric and other biases, rather than functional cognitions. Using self‐categorization theory we showed that opinion consensus perceptions flow from cognitions regarding the fit between issues and group prototypes. Strong normative fit enhanced perceptions of ingroup opinion consensus (Experiments 1 and 2), and consensus perceptions varied as a function of comparison outgroups (Experiment 3), ingroup prototype salience (Experiment 4), and levels of identity threat (Experiment 5). Self‐categorization theory has the potential to integrate a variety of cognitive and motivational processes to provide a comprehensive explanation for opinion consensus perceptions.     

Leader Humor Extends beyond Work: how and when Followers Have Better Family Lives

Although the consequences of leader humor on subordinates have been well documented, the important issues of how and when leader humor affects employees’ attitudes or behaviors beyond the workplace have received limited attention. We integrate the humor literature with spillover-crossover theory to address the gap regarding the implications of leader humor in the nonwork domain. By performing an experiment and two field studies involving employee-spouse dyads, we consistently find 1) a positive association between leader humor and followers’ job satisfaction, 2) a spillover effect of followers’ job satisfaction on subordinates’ work-to-family enrichment (WFE) and a crossover effect of subordinates’ WFE on their spouses’ marital satisfaction, 3) serial mediating effects of followers’ job satisfaction and WFE on the leader humor-spouses’ marital satisfaction link, and 4) a stronger positive indirect effect of leader humor on spouse’ marital satisfaction via followers’ job satisfaction and WFE when followers’ perceived organizational interpersonal harmony is low. We discuss the theoretical implications of these findings and suggest practical implications for developing leader humor to enhance employee well-being.

     

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.     

Gender‐typing of leadership: Evaluations of real and ideal managers

This research focuses on female underrepresentation in managerial positions. Specifically, two studies examine gender‐typing for managerial roles in Spain using ratings for real and ideal managers. In addition, we analyse the existence of same‐gender bias on evaluations of the behavior of actual leaders. In the first study, 195 Spanish workers evaluate the extent to which gender‐stereotypical traits are important for becoming a successful middle manager in three conditions (female managers, male managers, and managers in general). In the second study, we explore the degree to which the behavior of real Spanish managers is gender‐typed and the existence of same‐gender bias on leadership styles – transformational, transactional and avoidant/passive – and on leadership outcomes – effectiveness, extra effort and satisfaction – from the perspective of subordinates (N = 605). Overall, the results demonstrate that masculine characteristics were rated as more important than feminine characteristics for managerial positions, and they were more often assigned to male managers than to female managers. Unexpectedly, this manager‐male association is stronger among female participants than among male participants. Our findings also demonstrate that women subordinates evaluate their same‐sex supervisors more favorably in transformational leadership, effectiveness, and extra effort. The negative consequences derived from gender‐typing managerial positions are highlighted according to the role congruity theory of prejudice toward female leaders. The positive effects of in‐group female bias on behavior ratings are also noted. The mixed implications of these results for women's advancement to leadership positions are discussed.     

The White standard: racial bias in leader categorization

In 4 experiments, the authors investigated whether race is perceived to be part of the business leader prototype and, if so, whether it could explain differences in evaluations of White and non-White leaders. The first 2 studies revealed that "being White" is perceived to be an attribute of the business leader prototype, where participants assumed that business leaders more than nonleaders were White, and this inference occurred regardless of base rates about the organization's racial composition (Study 1), the racial composition of organizational roles, the business industry, and the types of racial minority groups in the organization (Study 2). The final 2 studies revealed that a leader categorization explanation could best account for differences in White and non-White leader evaluations, where White targets were evaluated as more effective leaders (Study 3) and as having more leadership potential (Study 4), but only when the leader had recently been given credit for organizational success, consistent with the prediction that leader prototypes are more likely to be used when they confirm and reinforce individualized information about a leader's performance. The results demonstrate a connection between leader race and leadership categorization.     

The role of leadership perception as a mediator between managers’ self-monitoring and subordinate attitudes

Although the role of social cognition in leadership perception has been emphasized frequently in recent years, research using this approach in an organizational context is rare. This study investigated subordinates’ perceptions of their managers as leaders (that is, to what extent they perceive their manager as a leader) as a potential mediating factor explaining the relationship between managers’ self-monitoring and their subordinates’ attitudes toward their organizations. The study was carried out with middle-level managers (N = 64) and their subordinates (N = 210) from various business organizations in Turkey. Results indicate that subordinates’ leadership perceptions of their managers mediate the relationship between managers’ self-monitoring and their subordinates’ affective and normative organizational commitment. These results provide insight into some of the antecedents and outcomes of leadership perception.     

高处不胜寒? 领导工作场所孤独感的多层次双刃剑效应

在组织中,由于存在权力和地位差异等因素,领导者往往难以获得充分的人际关系满足,孤独成为领导者这一群体的普遍体验。事实上,领导者的工作场所孤独感不仅会对领导者自身产生一系列影响,且还具有独特的社会功能,会给团队及其追随者带来后续影响。然而,目前组织管理领域有关孤独感的文献主要集中于探讨员工的工作场所孤独感,罕有研究考察领导工作场所孤独感究竟会造成何种影响。并且,现有研究普遍只关注孤独感的消极效应,缺乏对其潜在积极效应的挖掘。因此,本文将通过3个子研究,结合多层次、多理论、多研究方法的全景研究范式,全面考察领导工作场所孤独感的双刃剑效应及其机制。本研究不仅可以丰富和拓展工作场所孤独感的理论体系,也能为企业发挥领导工作场所孤独感的积极作用与抑制其负面效应提供管理启示。     

Leader self-sacrifice and leadership effectiveness: the moderating role of leader prototypicality

Self-sacrificing behavior of the leader and the extent to which the leader is representative of the group (i.e., group prototypical) are proposed to interact to influence leadership effectiveness. The authors expected self-sacrificing leaders to be considered more effective and to be able to push subordinates to a higher performance level than non-self-sacrificing leaders, and these effects were expected to be more pronounced for less prototypical leaders than for more prototypical leaders. The results of a laboratory experiment showed that, as expected, productivity levels, effectiveness ratings, and perceived leader group-orientedness and charisma were positively affected by leader self-sacrifice, especially when leader prototypicality was low. The main results were replicated in a scenario experiment and 2 surveys.     

SUPERIOR'S UPWARD INFLUENCE,SATISFACTION, AND OPENNESS IN SUPERIOR-SUBORDINATE COMMUNICATION: A REEXAMINATION OF THE “PELZ EFFECT”

Utilizing questionnaire data collected from subordinates (Ss) in three different organizations, this study reexamined the validity of the “Pelz Effect.” Specifically, the investigation explored the House et al. assertion that, for subordinates who perceive their supervisors as supportive leaders, there exists a curvilinear rather than positive linear association between supervisors’ upward influence and subordinates’ openness and satisfaction with supervision. Results, in general, did not support the House et al. position, but rather Pelz's original findings. However, analyses suggest the additional conclusion that the “Pelz Effect” is viable for subordinates who perceive their superiors as supportive or nonsupportive leaders, but has its greatest effects for subordinates in the former group.     

Leader trustworthy behavior and organizational trust: the role of the immediate manager for cultivating trust

Drawing from both trust‐building theory and interpersonal trust literature, we investigate how trust between a leader and follower may be leveraged to influence organizational trust. We also explore the mediating mechanisms of this link and test a potential moderator. A cross‐sectional, multifoci design was adopted and participants were 201 employees within a public sector organization. Leader trustworthy behavior was found to predict organizational trust, mediated by trustworthiness perceptions and trust in the leader. Support for the boundary condition was found; namely, when leaders were more senior, the relationship between trustworthy behavior and organizational trust was stronger. The findings suggest that leaders can meaningfully influence organizational trust perceptions through the enactment of trustworthy behavior, although the strength of this effect varied as a function of their position.     

On the Importance of the Superior's Interpersonal Sensitivity for Good Leadership

This research is aimed at showing that interpersonal sensitivity (being attuned to and correctly inferring another person's thoughts and feelings) is an important aspect of what people expect from a good leader and that interpersonally sensitive leaders have more satisfied subordinates. In the first study, participants indicated how much they expected a good superior to be interpersonally sensitive (among other characteristics). People expect leaders to be interpersonally sensitive more so than subordinates. In the second study, participants interacted in same‐gender dyads as leaders and subordinates. We measured subordinate satisfaction and leader interpersonal sensitivity. More interpersonally sensitive leaders had more satisfied subordinates. Interpersonal sensitivity is important for good leadership: It is expected from leaders, and it contributes to increased subordinate satisfaction.     

REMOTE CONTROL: PREDICTORS OF ELECTRONIC MONITORING INTENSITY AND SECRECY

Electronic monitoring research has focused predominantly on the reactions of monitored employees and less attention has been paid to the processes that trigger managers' decisions to electronically monitor subordinates. Employing a distributed virtual team simulation, this study examined the effects of dependence, future performance expectations, and propensity to trust on team leaders' decisions to electronically monitor their subordinates. Results indicate that team leaders electronically monitor subordinates more intensely when dependence on subordinates is high or future performance expectations are low. Moreover, team leaders are more likely to monitor in secret when dependence is high or propensity to trust is low. Although team leaders increased their level of electronic monitoring over time, this tendency was stronger when the leader had consistently low performance expectations.     

Punishment Without Cause: Regression and the Effects of Leader Attribution Errors1

Kahneman and Tversky (1973) observed that failure to understand simple regression to the mean could cause leaders to falsely learn that punishment was more effective than reward in shaping subordinate performance. This fundamental hypothesis and other attribution theory hypotheses were tested in a field experiment in which subordinate performance was entirely random. The basic hypothesis was partially supported, but leader belief about subordinate ability was found to moderate leader reinforcement behavior. Leaders who believed that their subordinates had high ability subjected them to increasing amounts of punishment over time, while reward amounts remained relatively unchanged. The opposite pattern was evident but not statistically significant for leaden who believed that their subordinates were of low ability. Rewards were decreased over time, while punishments were left unchanged.     

A Self‐Categorization Explanation for the Third‐Person Effect

Three studies tested a self‐categorization theory explanation for the third‐person effect. In Study 1 (N= 49) undergraduate students judged the influence of the National Enquirer, Wall Street Journal, and TV show Friends on themselves, relative to low‐ and high‐status outgroup members, and other undergraduate students. The profile of first‐ and third‐person perceptions was largely consistent with predictions, and the size of the third‐person effect decreased as perceived similarity to target others increased—but only for media that were normative for comparison others. Study 2 (N= 49) provided evidence for this process with different media and showed that the profile of first‐ and third‐person perceptions matched closely with perceived norms of media consumption—but not the social desirability of those media. Study 3 (N= 64) showed that the third‐person effect for the same media and target other shifts with the frame of reference in which the judgment is made. Taken together, the findings are consistent with self‐categorization theory and difficult to reconcile with other explanations.     

Leader Arrogance and Subordinate Outcomes: the Role of Feedback Processes

Purpose

The purpose of this study was to investigate the association between leader arrogance on subordinate outcomes of feedback seeking, morale, and burnout through its relationships with subordinate feedback environment perceptions. Additionally, perceived organizational support and subordinate feedback orientation are examined as moderators that influence the degree to which leader arrogance exerts its effects on these outcomes.

Design/Methodology/Approach

Survey data were obtained from 302 participants on Amazon’s Mechanical Turk website and analyzed using Hayes’ (2013) PROCESS in SPSS.

Findings

Subordinates with more arrogant supervisors reported less favorable feedback environment perceptions, and subsequently, lower levels of feedback seeking, morale, and higher levels of burnout. Perceived organizational support and feedback orientation were identified as significant moderators in these relationships. Subordinates were less vulnerable to the negative outcomes of leader arrogance when they experienced higher levels of perceived organizational support. Finally, subordinates with favorable feedback orientations exhibited lower levels of feedback seeking in the face of the unfavorable feedback environments associated with arrogant leaders.

Implications

Given these findings, leader arrogance should be of great concern to organizations, as subordinates exposed to arrogant leaders are likely to experience adverse outcomes. Supplementing perceptions of organizational support may help alleviate some of these effects. Additionally, subordinates with favorable feedback orientations may be particularly vulnerable to the effects of leader arrogance on outcomes of feedback seeking and morale.

Originality/Value

This study is the first to demonstrate the interpersonal implications of leader arrogance for subordinates, as well as explore mediators that play a role in these relationships.