Transformational leadership and team performance in sports teams: A conditional indirect model

This study tests how transformational leadership fosters team performance through team cohesion and how that relationship is moderated by previous team performance and leadership consensus. We computed a moderated-mediation model based on a sample of 690 professional players in 59 top professional teams in interactive team sports leagues (basketball, handball, roller hockey, and indoor football/soccer) in Spain. Our findings suggest that transformational leadership indirectly influences objective team performance through the mediation role of team cohesion and that this indirect effect is more prominent when the level of previous performance is higher. We also found that the indirect effect of transformational leadership on team performance via cohesion is stronger in teams with higher consensus regarding their coaches' leadership. Overall, our results demonstrate the importance of integrating dispersion and contextual variables into research models, in particular, previous performance and leadership consensus.     

Footsteps I would like to follow? How gender quotas affect the acceptance of women leaders as role models and inspirations for leadership

This research examines how the method of selecting women leaders affects other women's leadership interest. The results of three experiments (N = 1,015) indicated that only when women leaders were selected due to merit, not quota-based policies, did they boost female participants’ interest in a leadership position. These reactions were mediated by perceptions of the woman leader's deservingness of her position (Studies 1–3) and consequent acceptance as a role model (Studies 2 and 3). Accordingly, success information validating quota-based selected leaders’ competence provided a boost in leadership interest equal to that of merit-based selected leaders (Study 2). For male participants, quota but not merit-based selected women leaders lowered interest in leadership due to their pessimistic assessment of the probability of being selected (Study 1). These results suggest that a wise implementation of quota regulations includes validating women's competence so they are perceived as deserving of their leader roles and can thus serve as inspiring role models.     

Called and Formed: Personality Dimensions and Leadership Styles among Catholic Deacons and Men in Formation

Through a national survey, Roman Catholic deacons (n = 1349) and men in spiritual formation for the diaconate, called candidates (n = 205), completed on-line measures of personality dimensions (i.e., HEXACO-60) and transformational leadership, as well as demographic variables. Results indicated that for both candidates and deacons, personality dimensions of agreeableness and conscientiousness were the most important variables for predicting transformational leadership styles. For deacons only, higher levels of honesty/humility, extraversion, and openness to experience also led to higher transformational leadership styles. Adding demographic variables as co-variates (age, years in a parish, number of children, and number of families in a parish) in the models did not seem to affect the predictive models; however, years in formation (for candidates) and years as a deacon did affect servant leadership style. Implications for the personality and leadership attributes of Catholic “married clergy” are discussed.     

Computer-mediated communication and interpersonal attraction: an experimental test of two explanatory hypotheses.

The aims of this study were (a) to investigate the influence of computer-mediated communication (CMC) on interpersonal attraction and (b) to examine two underlying processes in the CMC-interpersonal attraction relationship. We identified two variables that may mediate the influence of CMC on interpersonal attraction: self-disclosure and direct questioning. Focusing on these potential mediating variables, we tested two explanatory hypotheses: the CMC-induced direct questioning hypothesis and the CMC-induced self-disclosure hypothesis. Eighty-one cross-sex dyads were randomly assigned to one of three experimental conditions: text-only CMC, visual CMC, and face-to-face communication. We did not find a direct effect of CMC on interpersonal attraction. However, we did find two positive indirect effects of text-only CMC on interpersonal attraction: text-only CMC stimulated both self-disclosure and direct questioning, both of which in turn enhanced interpersonal attraction. Results are discussed in light of uncertainty reduction theory and CMC theories.     

Innovation across cultures: Connecting leadership,identification, and creative behavior in organizations

Innovation is considered essential for today's organizations to survive and thrive. Researchers have also stressed the importance of leadership as a driver of followers' innovative work behavior (FIB). Yet, despite a large amount of research, three areas remain understudied: (a) The relative importance of different forms of leadership for FIB; (b) the mechanisms through which leadership impacts FIB; and (c) the degree to which relationships between leadership and FIB are generalizable across cultures. To address these lacunae, we propose an integrated model connecting four types of positive leadership behaviors, two types of identification (as mediating variables), and FIB. We tested our model in a global data set comprising responses of N = 7,225 participants from 23 countries, grouped into nine cultural clusters. Our results indicate that perceived LMX quality was the strongest relative predictor of FIB. Furthermore, the relationships between both perceived LMX quality and identity leadership with FIB were mediated by social identification. The indirect effect of LMX on FIB via social identification was stable across clusters, whereas the indirect effects of the other forms of leadership on FIB via social identification were stronger in countries high versus low on collectivism. Power distance did not influence the relations.     

CPM领导行为模式对员工利他行为及工作投入的作用机制

通过对我国26个省市企事业单位员工的问卷调查,探讨了CPM领导行为模式对员工利他行为和工作投入的影响途径。采用潜变量路径分析的方法,对两个阶段的模型进行检验和比较,结果表明：（1）C因素和M因素通过信任上司的完全中介作用影响利他行为和工作投入,而P因素则通过信任上司的部分中介作用对它们产生影响。（2）信任上司通过情感承诺的完全中介作用影响工作投入,通过情感承诺的部分中介作用影响员工的利他行为。     

An Exploration of Cognitive Demands in Group Interaction as a Moderator of Information Processing Variables in Perceptions of Leadership

In the application of information processing (IP) models in organizational settings, potential boundary or moderator variables are sometimes overlooked. We investigated whether the impact of important IP variables in the leadership perception literature was affected by a potentially important boundary variable: cognitive demands extraneous to impression formation. In contrast to past research, both quantity and quality (prototypicality) of behavior affected leadership perceptions in both low and high information load conditions. This result implies that prototype-related processing may be automatic enough to influence perceptions of leadership in actual organizational settings where cognitive demand is often high. Further, quantity of verbal behavior had a significant impact on causal attributions for level of group task performance and on perceptions of control of the groups'activities, suggesting that this variable may have important implications for inferences about a person's influence on work group processes and outcomes. The significance of these findings for the issues of leader influence and for the measurement of leader behavior is discussed.     

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.     

变革型领导如何影响员工的工作结果：一个有中介的调节作用分析

本文通过对426名在职人员的调查,探讨了变革型领导对工作绩效与满意度的影响机制。最后采用SPSS 13.0和Lisrel 8.7 对数据进行多层级线性回归分析,并依据温忠麟等（2006）的统计步骤分析了有中介的调节作用,得到如下结果：（1）在控制了年龄、性别与任职年限之后,自我效能在变革型领导与工作绩效、工作满意度之间都起部分中介作用;（2）核心工作特征在变革型领导与工作绩效之间起调节作用,调节作用需要通过自我效能作为中介变量。文章最后讨论了本研究的理论和实践意义。     

Information‐Seeking Strategies,Uncertainty, and Computer‐Mediated Communication

This article argues that existing theory and research on computer‐mediated communication (CMC) provide a limited view of information‐seeking behavior and proposes a conceptual model for its examination via CMC and new media. Although most CMC environments eliminate or severely reduce nonverbal and contextual information available to address uncertainty, form impressions, and develop relationships, such environments offer alternative mechanisms for acquiring social information about others. The article discusses strategies for seeking social information and identifies factors influencing their selection from alternatives, incorporating them into a conceptual model. Finally, 2 promising approaches for examining the effects and effectiveness of social information seeking in CMC are described, with an emphasis on how the proposed conceptual model can aid in the development of each.     

Perceptual and personality variables related to opinion leadership in fashion.

102 randomly selected university women were administered measures of opinion leadership in fashion, field dependence, locus of control, and anxiety. Product-moment correlation was used to test the association between variables. Opinion leadership in fashion was positively related to debilitating anxiety and negatively related to facilitating anxiety. External locus of control was positively related to debilitating anxiety and negatively related to facilitating anxiety. No significant correlation was found between opinion leadership in fashion and field dependence or locus of control or between field dependence and locus of control or anxiety.     

The Influence of Gender and Organization Level on Perceptions of Leadership Behaviors: A Self and Supervisor Comparison

Reports that male and female leaders provideabout their own task and consideration leadershipbehaviors as well as reports that their supervisorsprovide about their behaviors were analyzed with respect to four competing models (Fagenson, 1990).Leaders and their supervisors were drawn from a raciallydiverse managerial population at a Federal governmentagency. The gender-centered model posits the existence of innate or socialized gender differences inleadership styles (Loden, 1985; Rosener, 1990). Theorganization-structure model maintains that one'sposition in the organizational hierarchy influencesleadership style (Kanter, 1977). The gender-organizationand the gender-organization-system models maintain thatgender and organization level combine, independently andinteractively (respectively) to influence leadership behavior (Fagenson, 1990b). Predictions werebased on these four models as well as on Eagly &Johnson's (1990) meta-analytic study which found thatself-perceptions of leadership style were morestereotypic than those of others. Supportwas found forEagly & Johnson's findings, as well as for thegender-centered and organization-structure models.Leaders' reports of their leadership behaviors wererelated to their gender, while supervisors' reportswere related to the organizational level ofleaders.     

Conflict-mediated choice

Research on behavioral decision making has demonstrated that preferences are affected by the set of options under consideration. Formal models offer an account of such choice-set effects on the basis of principles according to which the similarity of the options in the choice set has an effect on choice probabilities. Behavioral formulations are Tversky's (1972) elimination-by-aspects (EBA) model, based on the principle of sequential elimination, and Tversky and Simonson's (1993) componential context (CC) model, based on the principle of pairwise comparisons subject to loss aversion. While these principles are assumed to determine choice behavior, the conflict induced by the set of options under consideration is assumed to be merely a source of indeterminacy in choice behavior. This paper challenges past models by offering a behavioral account of choice-set effects according to which the effect of similarity on choice probabilities is mediated by conflict. A conflict-mediated choice (CMC) model is developed, its testable implications are derived, and its predictions are contrasted with those of the EBA model and the CC model. Specifically, it is described how, according to each of the three models, choice probabilities are affected by the similarity of the options in the choice set and how choice-set effects are moderated by the relative weight of the attributes along which the options are positioned. In two experimental studies, the CMC model offers an accurate account of observed choice-set effects and outperforms the alternative models.     

A systems model of leadership: WICS

This article reviews a systems model of leadership. According to the model, effective leadership is a synthesis of wisdom, creativity, and intelligence (WICS). It is in large part a decision about how to marshal and deploy these resources. One needs creativity to generate ideas, academic (analytical) intelligence to evaluate whether the ideas are good, practical intelligence to implement the ideas and persuade others of their worth, and wisdom to balance the interests of all stakeholders and to ensure that the actions of the leader seek a common good. The article relates the current model to other extant models of leadership.     

Cognition-based and affect-based trust as mediators of leader behavior influences on team performance

We develop a model in which cognitive and affective trust in the leader mediate the relationship between leader behavior and team psychological states that, in turn, drive team performance. The model is tested on a sample of 191 financial services teams in Hong Kong and the U.S. Servant leadership influenced team performance through affect-based trust and team psychological safety. Transformational leadership influenced team performance indirectly through cognition-based trust. Cognition-based trust directly influenced team potency and indirectly (through affect-based trust) influenced team psychological safety. The effects of leader behavior on team performance were fully mediated through the trust in leader variables and the team psychological states. Servant leadership explained an additional 10% of the variance in team performance beyond the effect of transformational leadership. We discuss implications of these results for research on the relationship between leader behavior and team performance, and for efforts to enhance leader development by combining knowledge from different leadership theories.     

The Development of Charismatic Leaders

This paper explores the origins of leadership potential and motivation for leadership, primarily with regard to two types of leaders: personalized and socialized charismatic leaders. Bowlby's attachment theory (1969, 1973) provides a theoretical basis for determining an individual's potential to be in leadership positions. The "internal working model," formed (according to Bowlby) in the course of attachment processes in infancy, has a considerable impact on self-perception, which may later affect the development of "ego resources" required for leadership. The motivation to be a leader is analyzed with the help of various psychodynamic concepts and models.     

变革型领导风格的实证研究

以72家企业的193名管理者为被试,通过多来源评估法收集数据,采用因素分析、信度分析和回归分析等方法对变革型领导的理论结构及其与领导有效性的关系进行了深入研究。结果表明,变革型领导具有二阶单因素结构。即四个独立子因素为领导魅力、感召力、智力激发和个性化关怀,这些子因素归属于一个单一二阶因素;研究所使用的《变革型领导问卷》具有良好的构想效度和信度,适用于中国文化;变革型领导及其子维度对领导有效性有一定的预测力。     

A comparison of authentic and transformational leadership in sport

Transformational and authentic leadership are two models of leadership, which have some similarities and are relevant to sport. However, these leadership models are also distinct and consequently may predict athlete outcomes differently. Authentic leadership has received little attention in sport and so research is needed to examine how it is unique in terms of what it adds to dominant sport leadership models. The purpose of this study was to investigate whether authentic leadership (a) is empirically distinct from transformational leadership and (b) adds to transformational leadership by explaining unique variance in commitment and enjoyment. A total of 421 (227 female, M_age = 20.32) team sport athletes took part in the study by completing a questionnaire. Authentic leadership was correlated to transformational leadership, suggesting transformational and authentic leadership show some convergent validity. However, Structural Equation Modeling (SEM) revealed that authentic leadership also shows discriminant validity to transformational leadership and has incremental predictive power above that of transformational leadership, in terms of predicting athletes’ enjoyment and commitment. Our findings enhance our understanding of authentic leadership in sport and clearly show that it is distinct from transformational leadership. They also highlight the importance of authentic leadership and how it adds to transformational leadership in terms of predicting athletes’ commitment and enjoyment.     

Effects of leadership style,personality characteristics and method of leader selection on members' and leader's behavior

The purpose of the present study was to show the effects of the method of leader selection, leader's personality characteristics and styles of leadership and the combined effects of these variables on selected behaviors of leaders and members in discussion groups. One hundred and forty-four Ss selected from a pretested subject pool of 306 male participated in the experiment. The methods of leadership selection done on the basis of experimental manipulation were varied in one of three ways, i.e., appointment, election, and rotation. The findings suggest that the relatiomhip-oriented style leader were more effective than the taskoriented style leaders in making the discussion group to generate more ideas. The rotational and elected leaders showed more democratic and accommodative attitudes and behaviors in comparison to appointed leaders. Significant interactions among the variables indicated that predictions of leaders' and members' behaviors are most accurate when the joint effects of such factors are considered.