"A right to lead": The role of leader legitimacy on group reactions to transgressive leadership

Research on the transgression credit shows that groups may sometimes turn a blind eye to ingroup leaders who transgress moral norms. Although there is substantial research investigating the underlying criteria of what makes a “good” leader, research often neglects to investigate the role of followers in leader-group dynamics. In this paper, we offer a novel approach to transgressive leadership by proposing that leader legitimacy is a key factor that determines whether followers’ reactions to transgressive leaders are positive or negative. Across two experiments, participants ascribed transgression credit only to transgressive ingroup leaders perceived as legitimate (Studies 1–2, total n = 308). Transgressive illegitimate leaders were viewed as more threatening to the group, were targeted for formal punishment, received less validation for their behavior, triggered negative emotions (anger and shame), and raised higher consensus for their removal from the leadership position than did legitimate leaders. This effect also occurred irrespective of the absence of formal social control measures implemented toward the transgressive leader (Study 2). Mediation analysis showed that leader illegitimacy triggered stronger feelings of group threat and stronger negative emotions which, consequently, fuelled agreement with collective protest against the transgressive leader. Theoretical and practical implications of these findings are discussed.     

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.     

Discouraging unethicality versus encouraging ethicality: Unraveling the differential effects of prevention‐ and promotion‐focused ethical leadership

Theory on the impact of ethical leadership has traditionally been based on a deontological approach to morality. Underlying this perspective is the assumption that all leader behaviors that encourage “normatively appropriate conduct” will influence followers in a similar fashion. Put differently, the current consensus seems to suggest that actions that focus on preventing unethical behavior—attending to “the wrong”—will have the same impact as actions that focus on promoting ethical behavior—attending to “the right.” Taking a within‐person approach, we draw upon social exchange theory to challenge this consensus and build theory that suggests a follower's felt trust from their leader will be differentially impacted by prevention‐ versus promotion‐focused ethical leadership. We also explore how these different types of ethical leadership may indirectly, through felt trust, impact citizenship behavior and counterproductive work behavior. Finally, we consider how the role of the “moral manager” may interact with the “moral person” by identifying leader moral hypocrisy as an important between‐person moderator of these effects. Given the importance of ethical decision‐making in organizations and the calls for increased ethical leadership, our findings have important implications for both theory and practice.     

Implementing and Sustaining SHARE: An Exposure‐Based Psychotherapy Group for Incarcerated Women Survivors of Sexual Violence

Although incarcerated women are a highly victimized population, therapy for sexual violence victimization (SVV) sequela is not routinely offered in prison. SHARE is a group therapy for SVV survivors that was successfully implemented and sustained in a women’s correction center. Here, we aimed to identify implementation factors and strategies that led to SHARE’s success and describe incarcerated women’s perspectives on the program. We conducted a retrospective process evaluation using interviews structured according to EPIS, a well‐established implementation science framework. Participants (N = 22) were incarcerated women, members of the SHARE treatment team, and members of the correction center’s leadership, therapeutic team, and volunteer program. Factors that facilitated SHARE implementation varied by EPIS phase and organization. Positive inter‐organizational and interpersonal relationships were key across phases, as were the synergies between both the strengths and needs of each organization involved in implementation. Incarcerated women reported a strong need for SHARE and did not report any concerns about receiving trauma therapy in a carceral setting. Therapy for SVV sequelae, including exposure‐based therapy, is possible to implement and sustain in carceral settings. Community–academic partnerships may be a particularly feasible way to expand access to SVV therapy for incarcerated women.     

Ethnic diversity and cohesion in interdependent youth sport contexts

Team sports are a group environment in which individuals from various backgrounds often come together in pursuit of a common goal. Building on the findings of recent research that examined the effects of ethnic diversity in professional and intercollegiate sport contexts, we examined the association between ethnic diversity and youth athletes' perceptions of cohesion in interdependent sport teams (e.g., soccer), and tested ethnic identity as a moderator of this relationship. Multilevel analysis of data from 272 youth athletes nested within 24 teams revealed that ethnic diversity negatively predicted both task and social dimensions of cohesion, but ethnic identity did not emerge as a moderating variable. These findings are divergent from recent work that examined similar relationships in intercollegiate contexts. This highlights the complexity, and the importance, of examining the effects of ethnic diversity on team functioning-oriented variables at different levels of sport competition. Although replication studies are necessary to understand the reliability of the current findings, our study provides insight into the effects of ethnic diversity in youth sport and emphasizes pertinent developmental processes (e.g., identity formation) that scholars should take into consideration in future research.     

Leaders' achievement goals and their integrative management of creative ideas voiced by subordinates or superiors

The purpose of this research was to examine the joint impact of leader achievement goals and hierarchical position of the voicer of creative ideas (subordinate vs. superior) on the extent to which leaders (intent to) integrate these voiced creative ideas with their own ideas (integrative idea management). In a scenario‐based survey (study 1; N = 189), in which we measured participants' achievement goals, we found that the relationship between leaders' performance goals and their intention to integrate voiced creative ideas is contingent on the hierarchical position of the idea voicer. Similarly, in an experimental study (study 2; N = 94), in which we experimentally induced achievement goals, we found that leaders display lower integrative intentions when ideas are voiced by a subordinate rather than a superior, but this was only true for leaders pursuing performance goals. Furthermore, the results of an additional, exploratory analysis suggest that the hierarchical position of the voicer of creative ideas had an indirect effect on integrative behavior through integrative intentions for performance goal leaders and no effect for mastery goal leaders. Together, these findings advance our understanding of how middle management leaders are influenced by their own achievement goals when managing the creative ideas voiced by subordinates and superiors.     

What good leaders actually do: micro-level leadership behaviour,leader evaluations,and team decision quality

We supplement broad definitions of leadership behaviour with the concept of micro-level leadership behaviour, leaders’ verbal and non-verbal visible conduct and interaction. For the context of team decision-making, we identify two potentially beneficial micro-level leadership behaviours, question asking and behavioural mimicry. Specifically, we propose that under conditions of informational complexity and unshared information, participative leadership is most appropriate for team decision-making, that its effects are mediated by inquiring and empathy, and that question asking and mimicry are the behavioural micro-level manifestations of inquiring and empathy. We thus hypothesize that the effect of participative leadership on team decision quality and leader evaluation is mediated by question asking and mimicry. We conduct a laboratory experiment with student teams working on a hidden profile decision-making task and measure question asking through behavioural coding and mimicry with motion sensors. Results show that the effect of participative leadership on decision quality is mediated by question asking, and that the effect of participative leadership on leader evaluation as transformational is mediated by leaders’ behavioural mimicry and question asking. Under control of these micro-level behaviours, team decision quality and leader evaluations were unrelated.     

Exploring emotions as social phenomena among Canadian varsity athletes

ObjectivesAthletes are constantly engaging with teammates, coaches, and opponents, and rather than treating emotions as manifested in the individual as is often the case, psychological analyses need to treat emotions as social and relational. The purpose of this research was to explore athletes' accounts of emotions as social phenomena in sport using qualitative inquiry methods.MethodFourteen Canadian varsity athletes (7 males, 7 females, age range: 18–26 years) from a variety of sports participated in two semi-structured interviews. Data were analyzed using inductive coding, categorization, micro-analysis, and abduction (Mayan, 2009; Strauss & Corbin, 1998).ResultsAthletes reported individual and shared stressors that led to individual, group-based, and collective emotions, and they also reported emotional conflict when they simultaneously experienced individual and group-based or collective emotions. Emotional expressions were perceived to impact team functioning and performance, communicated team values, served affiliative functions among teammates, and prompted communal coping to deal with stressors as a team. Factors which appeared to influence athletes' emotions included athlete identity, teammate relationships, leaders and coaches, and social norms for emotion expression.ConclusionsOur study extends previous research by examining emotions as social phenomena among athletes from a variety of sports, and by elaborating on the role of athletes' social identity with regard to their emotional experiences in sport.