The Leadership of Service

Using experiences at Memorial University of Newfoundland as a basis, this essay suggests that leadership should be an expectation of professional academics in all the categories of their work, namely teaching, research and service. The desirability of developing the leadership of service in particular is advanced as an appropriate expectation for faculty members career progress. Developing a general leadership ethos is both philosophically appropriate and practically advantageous in collegial organisations.     

Personality traits in leadership tasks

A common factor analysis was performed on the four personality dimensions measured by the Myers-Briggs Type Indicator (MBTI) and questionnaire measures of preferences for the four leadership tasks, Production, Administration, Enterprising, and Integration, described by Adizes. The sample was 1040 Norwegian adults. Three factors showed distinct common variances among the task preferences and the personality traits in a way that supported the construct validity of the traits. The implication of logical consistency among constructs based on self-report data is discussed, and it is argued that such concepts are valid and necessary at both personal and organisational levels although they may not predict performance as exactly as one might want for example in personnel selection.     

Assessing Leadership Potential with a Biographical Measure of Personality Traits

The aim of this study was to demonstrate the feasibility of biographical inventories free of the limitations common to many current biographical measures by constructing and validating an inventory composed of homogeneous scales, with item content that is factual and fair, to assess personality traits predictive of leadership. The experimental inventory, with tentative scales for Dominance, Emotional Stability, Need for Achievement, Self-Confidence, and Sociability, was administered to incoming midshipmen at the US Naval Academy and item analyzed. The validity of the final scales was appraised against subsequent peer ratings of the traits and of leadership shortly after entering the Academy; military performance grades, and midshipman rank and leadership position at the Academy; and recommendations for promotion after graduating and serving as an officer. The Sociability, Dominance, and Need for Achievement scales demonstrated convergent and discriminant validity, and all of the scales except Self-Confidence correlated with the leadership criteria. The Sociability scale’s consistent correlations with several of the leadership criteria, including a nontrivial correlation (r = 0.28) with the leadership peer rating, implies that this measure may be useful in assessing leadership potential.     

Prevalence and predictors of benevolent childhood experiences among a representative sample of young people

Emerging research evidence suggests that benevolent childhood experiences (BCEs) may partly explain more favourable mental health outcomes among individuals affected by adverse childhood experiences (ACEs). However, much of this research has focused on adult populations. Consequently, this study sought to provide the first rigorous assessment of the prevalence and predictors of BCEs using a nationally representative sample of young people from Northern Ireland (NI). Participants were 11–19-years-olds (N = 1293) who participated in the NI Youth Wellbeing Prevalence Survey (NI-YWS, 2020). Prevalence rates, gender differences and predictors of BCEs were investigated. Results revealed how most of the sample experienced multiple BCEs (95%, n = 1084), with females reporting higher levels of BCEs. Significant positive predictors of BCEs were female gender, parental education, living with both biological parents, and living in areas with lower deprivation, while significant negative predictors of BCEs included family being in receipt of social welfare and older age. Overall, this study highlights how BCEs are common, while the identification of factors associated with likelihood of having positive experiences during early development provides novel insights into those young people who may be at greater risk for maladaptive psychological outcomes.     

Popular Politics and the Clinton/Lewinsky Affair: The Implications for Leadership

The Clinton/Lewinsky scandal unfolded in an era of "new media" politics that presented fresh and often unanticipated challenges for presidential leadership. New media actors, such as call-in talk radio and TV hosts, tabloid journalists, and Internet gossip columnists, played a significant role in scandal politics. They influenced the framework within which stories were reported and perceived by the public. New media channels, in particular, framed the events leading up to the presidential impeachment in terms of dramatic, prime time–style entertainment. This entertainment news frame allowed citizens to compartmentalize their perceptions of President Clinton as a leader versus a private individual involved in a sex scandal. Media Politics can explain, at least in part, President Clinton's strong job performance evaluations in the midst of one of the most publicized political scandals of the century.     

领导与微观管理的效果

领导的功能就在于实现组织的目标。但是他们却很少考虑以什么样的方式来指导其下属 ,以及他们的领导行为的后果。企业中员工及基层管理人员的最大抱怨就是针对他们上级的微观管理。微观管理或许是企业中值得探讨的最大问题之一。     

“赋能”还是“负担”?领导者授权行为对员工工作行为影响的双刃剑效应探究

在数字化经济迅速发展的时代, 领导者授权行为是一种激励员工的重要措施。然而, 以往关于领导者授权行为有效性的研究存在不一致发现。为了更深入地探讨领导者授权行为对员工的影响, 基于资源保存理论, 系统地构建了领导者授权行为对员工的“双刃剑”影响机制。具体而言, 第一, 基于资源视角, 将授权视为领导者为员工提供的资源, 深入分析领导者授权行为产生的“赋能”过程机制和“负担”过程机制, 并提出员工的调节定向是影响“双刃剑”机制的边界条件; 第二, 从动态角度看待领导者授权行为, 探讨领导者每日授权行为和领导者授权行为的日波动对员工的“双刃剑”影响机制; 第三, 从动态角度看待领导者授权行为所发生的组织情景。探讨相对动态的情景, 即工作事件, 对领导者授权行为“双刃剑”机制的影响。通过结合静态和动态的双重视角, 系统地探讨了领导者授权行为对员工的“双刃剑”影响机制, 具有一定的理论和实践意义。     

Positive Psychological States and Employee Creativity: The role of Ethical Leadership

This study explores a new theoretical model of employee creativity by investigating the impact of ethical leadership on creativity mediated by creative self-efficacy and psychological safety. Data collected from 200 supervisor–subordinate dyads in Pakistan reveal that ethical leadership is positively related to creativity. Further, psychological safety partially mediates the relationship between ethical leadership and creativity. However, creative self-efficacy is found insignificant in the relationship between ethical leadership and creativity. The study discusses research and practical implications of the proposed new theoretical framework with regard to employee creativity.     

Core Job Characteristic and Uncertainty Avoidance: Into the Black Box of Transformational Leadership Effect on Creativity

Drawing upon the job characteristic model and the “management of meaning” perspective, this study examines the process and conditions through which transformational leadership fosters employee creativity. Our results reveal that the effect of transformational leadership on creativity is mediated by employees’ perceptions of core job characteristics (variety, identity, significance, autonomy, feedback). This mediation effect is further moderated by employees’ uncertainty avoidance orientation. Specifically, transformational leaders foster creativity through followers’ perceptions of core job characteristics only among employees low on uncertainty avoidance. The association between enhanced job characteristics and creativity is more positive for employees with low uncertainty avoidance orientation than those with high uncertainty avoidance orientation. Implications and future research directions are discussed.     

Different roles of shared and vertical leadership in promoting team creativity: Cultivating and synthesizing team members’ individual creativity

Drawing on the componential model of creativity (Amabile), we examined how shared leadership and a formally appointed leader's transformational leadership jointly cultivate team creativity in two studies. We conducted an experiment with a sample of 109 undergraduate students (32 teams) enrolled in a business plan competition (Study 1) and a field survey based on multisource, time-lagged data collected from 251 full-time employees working on 64 research and development teams (Study 2). The results from both studies revealed that shared leadership enhanced team members’ individual creative self-efficacy and individual creativity, which in turn improved team creativity. Moreover, the results from Study 2 showed that a formally appointed leader's use of different transformational leadership behaviors had different impacts on individual and team creativity. Individual-focused transformational leadership strengthened the positive effect of shared leadership on team members’ average individual creativity, whereas group-focused transformational leadership facilitated the translation of teams with high average individual creativity into teams with high levels of team creativity. The theoretical and practical implications of the findings are discussed.