Adaptive Self-Regulation: Meeting Others' Expectations of Leadership and Performance

Abstract

The authors used longitudinal multisource field data to examine core aspects of the adaptive self-regulation model (A. S. Tsui & S. J. Ashford, 1994) in terms of linkages between self-monitoring, discrepancy in manager match-to-position, 5 measures of leadership, and manager performance. At Time 1,64 superiors of focal managers rated the managers' matches to their positions within the organization; at Time 3, they rated the managers' performance. At Time 2, the 64 focal managers completed a measure of self-monitoring, and 192 subordinates rated the focal managers' leadership behaviors. Results of partial least squares analysis revealed that discrepancy in manager match-to-position was associated with reductions in laissez faire and passive management-by-exception behaviors and increases in transformational leadership behavior. Self-monitoring was positively associated with all 5 leadership behaviors. Performance was related positively to transformational leadership behavior and negatively to passive management-by-exception and contingent-reward behaviors     

A Field Examination of Two Measures of Work Motivation as Predictors of Leaders' Influence Tactics

Abstract

The authors tested 2 motivation measures, the Motivation Sources Inventory (MSI; J. E. Barbuto & R. W. Scholl, 1998) and the Job Choice Decision-Making Exercise (A. M. Harrell & M. J. Stahl, 1981) as predictors of leaders' influence tactics. The authors sampled 219 leader-member dyads from a variety of organizations and communities throughout the central United States. Results strongly favored the MSI as a predictor of influence tactics. Limitations of the study include low power of relationships, sample size as limited by the research design, and education levels of participants. Future researchers should use larger and more diverse samples and test other relevant antecedents of leaders' behaviors.     

Presidential Leadership Style and the Political Use of Force

A growing body of work seeks to explain the lack of clear evidence for the diversionary use of force by casting doubt on such strategies' attractiveness for policy makers: while domestic political and economic problems may provide incentives for diversion, such strategies involve political and military risks that frequently outweigh these incentives. Such theories correctly identify the objective risks involved in diversion but do not account for variation in leaders' risk‐taking propensities. We develop a “first image” theory of diversion that suggests a key psychological variable (locus of control) shapes leaders' willingness to engage in risky diversionary strategies. A statistical analysis of the American use of force, 1953–2000, finds strong support for this model. We conclude that the lack of clear evidence for diversion in general is a reflection of the contingent nature of the phenomenon and call for greater attention to how agents and structures interact to produce policy behavior.     

授权赋能领导行为对员工内部人身份感知的影响:基于组织的自尊的调节作用

从组织投资的视角,研究授权赋能领导行为、内部人身份感知与组织公民行为之间的关系.通过问卷调查,搜集了一家企业146名主管和下属的配对数据.研究结果表明,领导授权赋能行为对员工内部人身份感知有积极的影响作用,同时,内部人身份感知在授权赋能领导行为和员工组织公民行为之间起到完全中介作用,同时,员工基于组织的自尊对内部人身份感知的中介效应起到调节作用.最后还讨论了未来的研究方向和实际应用的意义等内容.     

Is subordinate's loyalty a precondition of supervisor's benevolent leadership? The moderating effects of supervisor's altruistic personality and perceived organizational support

Based on Cheng's differential leadership theory, we investigated the relationship between a subordinate's loyalty to a supervisor (SLS) and the supervisor's benevolent leadership in Chinese organizations. We also explored two moderators of this relationship, the supervisor's altruistic personality and perceived organizational support (POS). Using survey research, we collected data from supervisor‐subordinate dyads in Taiwan and made 167 valid observations. The results showed that SLS positively relates to the supervisor's benevolent behaviours; however, this relationship is diminished by the supervisor's altruistic personality and POS. That is, when the supervisor has a high level of altruistic personality or POS, the association of SLS with the supervisor's benevolent leadership is weaker.     

Extending self‐leadership research to the East: Measurement equivalence of the Chinese and English versions of the MSLQ

In response to calls regarding the applicability of self‐leadership measurement in Eastern (collectivistic) and Western (individualistic) cultures, this study examined the psychometric properties and measurement invariance of the modified self‐leadership questionnaire (MSLQ). The sample consisted of 395 Chinese students and 241 Australian students. Results revealed that the modified self‐leadership questionnaire exhibited a satisfactory condition of psychometric properties across cultures. A series of multi‐sample confirmatory factor analyses demonstrated the cross‐cultural similarity of an 11‐factor model across the Chinese and Australian samples. The modified self‐leadership questionnaire was also found to possess measurement invariance, suggesting that it is appropriate for cross‐cultural research assessing differences of self‐leadership behaviour across Chinese and Western cultures. Implications for future research are also discussed.     

Indonesian leadership styles: A mixed‐methods approach

Indonesian leadership characteristics were examined in three studies, using mixed methods. In the first, qualitative study 127 indigenous characteristics of Indonesian leadership were identified from interviews and focus group discussions with Indonesian managers and staff. In the second study, a questionnaire based on the characteristics found in the first study was administered to Indonesian managers to identify Indonesian leadership styles. Using factor analysis, two highly correlated dimensions were extracted, labelled benevolent paternalism and transformational leadership. In the third study, a questionnaire consisting of leadership characteristics from the GLOBE study, supplemented with a selection of 49 items from the Indonesian questionnaire, was administered to another sample of Indonesian managers. We found that Indonesian leadership has two components; the first involves a more local modernization dimension that ranges from (traditional) benevolent paternalism to (modern) transformational leadership, the second is a more universal person‐ versus team‐oriented leadership dimension. We conclude that Indonesian leadership has both emic and etic aspects.     

Beyond Rasiowa's Algebraic Approach to Non-classical Logics

This paper reviews the impact of Rasiowa's well-known book on the evolution of algebraic logic during the last thirty or forty years. It starts with some comments on the importance and influence of this book, highlighting some of the reasons for this influence, and some of its key points, mathematically speaking, concerning the general theory of algebraic logic, a theory nowadays called Abstract Algebraic Logic. Then, a consideration of the diverse ways in which these key points can be generalized allows us to survey some issues in the development of the field in the last twenty to thirty years. The last part of the paper reviews some recent lines of research that in some way transcend Rasiowa's approach. I hope in this way to give the reader a general view of Rasiowa's key position in the evolution of Algebraic Logic during the twentieth century. This paper is an extended version of the invited talk given by the author at the conference Trends in Logic III, dedicated to the memory of A. MOSTOWSKI, H. RASIOWA and C. RAUSZER, and held in Warsaw and Ruciane-Nida from 23rd to 25th September 2005. Presented by Jacek Malinowski     

When Power Changes Hands: The Political Psychology of Leadership Succession in Democracies

Leadership succession in democratic governments and political parties is an ubiquitous but relatively understudied phenomen, where the political becomes intensely personal and vice versa. This article outlines the puzzles that leadership succession poses to political analysts, reviews the literature, and offers a conceptual framework deconstructing the process in terms of a flow from succession contexts and triggers via the role choices of key participants (incumbents and aspiring successors) through to the eventual succession outcomes. It concludes by presenting a series of testable hypotheses to describe and explain leadership successions.     

Prejudice against Women in Male-congenial Environments: Perceptions of Gender Role Congruity in Leadership

Some authors assert that there is a feminine advantage in leadership, even though female leaders are often targets of prejudice. Our experiment tested how people’s expectations affect this prejudice in different work environments. Participants evaluated a male or a female candidate for a leadership position in an industry that was congruent or incongruent with the candidate’s gender role. Participants showed prejudice against the female candidate, especially when she worked in an industry incongruent with her gender role. Female and older participants showed more prejudice against the female leader than did male and younger participants. These results invoke role congruity theory (Eagly & Karau, Role congruity theory of prejudice toward female leaders. Psychological Review, 109, 573–598, 2002).