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Van Quaquebeke N, Gerpott FH. Tell-and-sell or ask-and-listen: A self-concept perspective on why it needs leadership communication flexibility to engage subordinates at work. Curr Opin Psychol 2023; 53:101666. [PMID: 37597428 DOI: 10.1016/j.copsyc.2023.101666] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 06/01/2023] [Revised: 07/11/2023] [Accepted: 07/15/2023] [Indexed: 08/21/2023]
Abstract
Beneath the verbosity of modern leadership theories, there is a simple truth: leading people is essentially about communication. The respective communicative philosophies underlying leadership theories can be broadly separated into two camps: one arguing that leaders should tell-and-sell and one urging leaders to ask-and-listen. In the present essay, we first define the two communication approaches. Second, we outline how both approaches manage to engage subordinates but in different ways. Third, we review the appropriateness of each of these communication approaches under different circumstances, outlining why communicative flexibility is needed. Lastly, despite the advantages, we discuss that leaders will struggle to adopt communicative flexibility due to widespread simplistic leadership schemas-in research and practice.
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Affiliation(s)
- Niels Van Quaquebeke
- KLU - Kühne Logistics University, Großer Grasbrook 17, 20457 Hamburg, Germany; University of Exeter, Business School, Rennes Dr, Exeter EX4 4PU, United Kingdom.
| | - Fabiola H Gerpott
- WHU - Otto Beisheim School of Management, Erkrather Straße 224a, 40233 Düsseldorf, Germany
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Wang H, Zhang H, Xie J, Zheng J. Seeing the big picture during the COVID-19 pandemic: the spillover effects of visionary leadership on employees' work-to-family conflict. CURRENT PSYCHOLOGY 2022:1-12. [PMID: 36474483 PMCID: PMC9716123 DOI: 10.1007/s12144-022-04080-0] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Grants] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Accepted: 11/24/2022] [Indexed: 12/03/2022]
Abstract
While an expanding body of research has revealed the beneficial impacts of visionary leadership on employees' work-related outcomes, little is known about its spillover effects on nonwork domains. Drawing upon work-home resources theory, we investigated the impacts of visionary leadership on employees' work-to-family conflict (WFC). Utilizing three-wave data from 268 employees, the results indicate that visionary leadership promotes follower relational energy, which in turn reduces WFC. Furthermore, perceived COVID-19 crisis disruption was found to strengthen the negative indirect link between visionary leadership and employees' WFC. Our research broadens our understanding of the potential positive spillover effects of visionary leadership in the nonwork domain through relational energy, and the accentuating effect of perceived crisis disruption on the work-family interface. The theoretical and managerial implications of these findings are discussed.
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Affiliation(s)
- Haibo Wang
- School of Business, Guangdong University of Foreign Studies, No. 178 Waihuan Dong Road, Panyu District, Guangzhou, China
| | - Huiying Zhang
- School of Business, Guangdong University of Foreign Studies, No. 178 Waihuan Dong Road, Panyu District, Guangzhou, China
| | - Jun Xie
- School of Business, Guangdong University of Foreign Studies, No. 178 Waihuan Dong Road, Panyu District, Guangzhou, China
| | - Jia Zheng
- School of Business, Guangdong University of Foreign Studies, No. 178 Waihuan Dong Road, Panyu District, Guangzhou, China
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Ismail HN, Kertechian KS, Blaique L. Visionary leadership, organizational trust, organizational pride, and organizational citizenship behaviour: a sequential mediation model. HUMAN RESOURCE DEVELOPMENT INTERNATIONAL 2022. [DOI: 10.1080/13678868.2022.2108993] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/15/2022]
Affiliation(s)
| | - Kevin Sevag Kertechian
- Organization, Management and Human Resources, ESSCA - School of Management, Angers, France
| | - Lama Blaique
- Department of Management, University of Balamand Dubai, Dubai, UAE
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4
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Guo L, Mao JY, Huang Q, Zhang G. Polishing followers' future work selves! The critical roles of leader future orientation and vision communication. JOURNAL OF VOCATIONAL BEHAVIOR 2022. [DOI: 10.1016/j.jvb.2022.103746] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/18/2022]
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Yuanyuan C, Yahya F, Waqas M, Hongbo L. Do Visionary-Feedback Seeking CEOs Enhance Firm Sustainability Through Eco-Innovation? A Moderated Mediation Model. Front Psychol 2022; 12:750885. [PMID: 35173645 PMCID: PMC8841869 DOI: 10.3389/fpsyg.2021.750885] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 07/31/2021] [Accepted: 12/13/2021] [Indexed: 12/02/2022] Open
Abstract
Based on upper echelons, paradox, and social capital theory, this study extends the association of CEO vision articulation and feedback-seeking behavior with firm sustainability by identifying the mediating role of eco-innovation and top management team (TMT) boundary-spanning behavior as a moderator. By analyzing the data of mid-sized to large Chinese firms using hierarchical regression and bootstrapping-based moderated path analysis, we found that product and process eco-innovation mediates the link between CEO vision articulation and firm sustainability while CEO feedback-seeking behavior enhances firm's sustainability through product eco-innovation only. Finally, conditional indirect effects show the vital role of TMT boundary-spanning behavior in facilitating CEOs to improve the firm's long-term sustainability through eco-innovation.
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Affiliation(s)
- Cheng Yuanyuan
- School of Management, Jiangsu University, Zhenjiang, China
- School of Finance and Business, Zhenjiang College, Zhenjiang, China
| | | | - Muhammad Waqas
- Department of Business Administration, Institute of Southern Punjab, Multan, Pakistan
| | - Li Hongbo
- School of Management, Jiangsu University, Zhenjiang, China
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Gochmann V, Stam D, Shemla M. The boundaries of vision communication—The effects of vision‐task goal‐alignment on leaders' effectiveness. JOURNAL OF APPLIED SOCIAL PSYCHOLOGY 2022. [DOI: 10.1111/jasp.12855] [Citation(s) in RCA: 2] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 12/01/2022]
Affiliation(s)
- Viktoria Gochmann
- Department of Psychology University of Fribourg Fribourg Switzerland
| | - Daan Stam
- Rotterdam School of Management Erasmus University Rotterdam the Netherlands
| | - Meir Shemla
- Rotterdam School of Management Erasmus University Rotterdam the Netherlands
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Carton AM. The Science of Leadership: A Theoretical Model and Research Agenda. ANNUAL REVIEW OF ORGANIZATIONAL PSYCHOLOGY AND ORGANIZATIONAL BEHAVIOR 2022. [DOI: 10.1146/annurev-orgpsych-012420-091227] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/09/2022]
Abstract
I review the empirical literature on leadership, focusing on papers published since 2010. To do so, I introduce a framework composed of two features: whether theories ( a) involve the study of leaders or leading (i.e., the person versus the process) and ( b) conceptualize leadership as a cause or a consequence (i.e., an independent versus dependent variable). This framework can enable future research to accumulate in a more programmatic fashion and help scholars determine where their own studies are located within the landscape of leadership research. I end the review by critically evaluating existing work, arguing that the most popular subcategory of leadership research—lumped conceptualizations of leading, in which scholars examine multiple leader behaviors within a single construct—has significant limitations and may need to be replaced by a greater focus on split conceptualizations of leading, wherein scholars isolate single leader behaviors.
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Affiliation(s)
- Andrew M. Carton
- Management Department, The Wharton School, University of Pennsylvania, Philadelphia, Pennsylvania, USA
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Sparr JL, van Knippenberg D, Kearney E. Paradoxical leadership as sensegiving: stimulating change-readiness and change-oriented performance. LEADERSHIP & ORGANIZATION DEVELOPMENT JOURNAL 2022. [DOI: 10.1108/lodj-04-2021-0161] [Citation(s) in RCA: 2] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
PurposeParadoxical leadership (PL) is an emerging perspective to understand how leaders help followers deal with paradoxical demands. Recently, the positive relationship between PL and follower performance was established. This paper builds on and extends this research by interpreting PL as sensegiving and developing theory about mediation in the relationship between PL and adaptive and proactive performance.Design/methodology/approachThe paper develops a new measure for PL as sensegiving and provides a test of the mediation model with data from two different sources and two measurement times in a German company.FindingsMultilevel mediation analysis (N = 154) supports the mediation model.Originality/valueThe paper presents sensegiving about paradox as a core element of PL, which informs the choice of change-readiness as mediator. This study also develops and validates a scale to measure PL in future research.
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Fan XL, van Knippenberg D, Wang XH(F. Vision–value match: leader communication of visions, follower values, meaningfulness, and creativity. EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY 2021. [DOI: 10.1080/1359432x.2021.2013202] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/19/2022]
Affiliation(s)
- Xue-Ling Fan
- Business School, Nanjing University, Nanjing, China
| | | | - Xiao-Hua (Frank) Wang
- Beijing Key Laboratory of Applied Experimental Psychology, National Demonstration Center for Experimental Psychology Education, Faculty of Psychology, Beijing Normal University, Beijing, China
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Kehr HM, Voigt J, Rawolle M. Implicit motives as the missing link between visionary leadership, approach and avoidance motivation, and vision pursuit. ORGANIZATIONAL PSYCHOLOGY REVIEW 2021. [DOI: 10.1177/20413866211061364] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.7] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/15/2022]
Abstract
An unresolved question in visionary leadership research is, why must visions be high in imagery to cause affective reactions and be motivationally effective? Research in motivation psychology has shown that pictorial cues arouse implicit motives. Thus, pictorial cues from vision-induced imagery should arouse a follower’s implicit motives just like a real image. Hence, our fundamental proposition is that follower implicit motives and follower approach motivation serially mediate the relationship between leader vision and followers’ vision pursuit. We also examine the case of negative leader visions, with the central propositions that a negative leader vision arouses a follower’s implicit fear motives and that the follower’s implicit fear motives and follower avoidance motivation serially mediate the relationship between negative leader vision and the follower’s fear-related behaviors. Lastly, we assert that multiple implicit follower motives aroused by a multithematic leader vision exert additive as well as interaction effects on the follower’s vision pursuit. Plain Language Summary An unresolved question in leader vision research concerns why visions need to be high in imagery in order to elicit affective reactions in followers and be motivationally effective? Research in motivation psychology has shown that pictorial cues can arouse a person's implicit motives. It would thus be reasonable to expect that pictorial cues from leader vision-induced imagery arouse a follower's implicit motives just like a real image. Based on this reasoning, our key proposition is that follower implicit motives and follower approach motivation serially mediate the relationship between leader vision and followers' vision pursuit. We also integrate the special case of negative leader visions into our theorizing, with the central propositions that a negative leader vision arouses a follower's implicit fear motives, and that the follower's implicit fear motives and follower avoidance motivation serially mediate the relationship between negative leader vision and the follower's fear-related behaviors. Lastly, based on the distinction between mono- and multithematic visions, the latter of which with the potential to arouse more than one implicit motive simultaneously, we assert that multiple implicit follower motives aroused by a multithematic leader vision exert additive as well as interaction effects on the follower's vision pursuit.
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Affiliation(s)
- Hugo M. Kehr
- Department of Psychology, Technical University of Munich, München, Germany
| | - Julian Voigt
- Department of Psychology, Technical University of Munich, München, Germany
| | - Maika Rawolle
- Department of Psychology, Technical University of Munich, München, Germany
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Maran TK, Baldegger U, Klösel K. Turning visions into results: unraveling the distinctive paths of leading with vision and autonomy to goal achievement. LEADERSHIP & ORGANIZATION DEVELOPMENT JOURNAL 2021. [DOI: 10.1108/lodj-06-2021-0268] [Citation(s) in RCA: 4] [Impact Index Per Article: 1.3] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
PurposeLeading with vision while granting employees autonomy is one effective organizational response to the demands of a dynamic external environment. The former is thought to align followers' behavior by providing guidance, the latter to increase variance in their behavior by relinquishing control; both exert beneficial but distinct effects on organizational performance. What has remained uncharted heretofore is how these leader behaviors shape their followers' cognition and, subsequently, yield improvements in performance. The authors argue that a leader's vision communication transforms followers' cognitive representation of their work. This not only enables them to specify their goals in alignment with the vision (goal clarity) but also to locate the meaning of their work within the bigger picture of the vision (construal level). By contrast, perceived autonomy in terms of power-sharing might directly affect followers' work engagement more narrowly.Design/methodology/approachThe authors tested the model on a sample of 408 employees from eleven enterprises of a holding company. In the survey, employees reported perceived vision communication and autonomy provided by their leader. Furthermore, the authors assessed the employees' goal attainment. To capture how employees represent their daily work activities, the authors measured their construal level and their goal clarity.FindingsThe results show that both perceived vision communication and granted autonomy improve employees' goal achievement. Moreover, two processes mediate the relationship between vision communication and goal achievement in followers: first, specifying goals in terms of clarity; second, composing a higher-level mental construal of their work. In contrast, no mediation of empowering leader behaviors was found.Originality/valueBetter goal achievement through visionary leadership is therefore achieved through cognitive alignment of followers, while leader-granted autonomy acts as a motivational tool directly on performance.
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Abstract
Since little is theoretically and empirically known about the characteristics of organizational visions that support corporate sustainability, the present study attempts to answer the following questions: (1) What are the characteristics of an organizational vision that promotes sustainability performance? (2) How does such a vision lead to corporate sustainability? The present study examines a Sustainability Vision theory by simulating a retail store environment that comprises Sustainability Vision, Vision Communication, Empowerment of Staff, Motivation of Staff, and Staff Satisfaction variables. A model expressing the relationships among these variables was quantitatively tested by using data from a sample of retail stores in the Bangkok Metropolitan area. Results revealed that visions characterized by brevity, clarity, future orientation, stability, challenges, abstractness and an ability to inspire, and which contain imageries about improving sales, leadership, and customer and staff satisfaction indirectly and directly predict improved store sustainability prospects via Staff Satisfaction. The vision realization variables of Vision Communication, Empowerment of Staff and Motivation of Staff also enhance the vision effects. The present study is among the first few reported studies which identifies vision characteristics supportive of corporate sustainability. It also contributes to the theoretical literature by endorsing the Sustainability Vision theory and offering some directions for further theoretical development. In terms of its contribution to policy and practice, the present study offers some important managerial implications for retail store managers as to how they should espouse a vision that improves the prospect of store sustainability performance.
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Samul J, Wangmo. Spiritual Dimensions in Leadership: A Comparative Analysis of Polish and Bhutanese Managers. Psychol Res Behav Manag 2021; 14:847-856. [PMID: 34188566 PMCID: PMC8236275 DOI: 10.2147/prbm.s311456] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 03/17/2021] [Accepted: 05/13/2021] [Indexed: 11/23/2022] Open
Abstract
Purpose This study examined the effects of vision, calling and membership on organizational commitment and performance in the Asian and European context, which according to our knowledge has not been sufficiently employed previously. Firstly, by drawing on the spiritual leadership concept, the differences between leaders’ spirituality in Poland and Bhutan were examined. Secondly, the relationships between the constructs: vision, calling, membership, organizational commitment and performance of both Polish and Bhutanese managers were studied. Methods This study adopted the spiritual leadership scale proposed by Fry. The data used in this study were gathered through a survey of 194 managers. The confirmatory factor analysis (CFA) and the path coefficient were applied in the study. Results By comparing spiritual dimensions of leadership, the study demonstrated positive and significant relationships between the constructs that influence each other in various ways. The study indicates that the strength of the influence of specific dimensions depends on the perception of their significance for managers due to the cultural context. Conclusion The study contributed to the literature by examining the dimensions of spiritual leadership that are endorsed differently by the Polish and the Bhutanese managers. The findings shed light on the creation of a positive work environment by managers in which employees can feel appreciated and fulfilled.
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Affiliation(s)
- Joanna Samul
- Department of Management, Economy and Finance, The Faculty of Engineering Management, Bialystok University of Technology, Bialystok, Poland
| | - Wangmo
- Department of Humanities & Management, Jigme Namgyel Engineering College, Dewathang, Bhutan
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Li J, Tong Y. Does narcissistic leadership enhance employee resilience? A moderated mediation model of goal-directed energy and psychological availability. LEADERSHIP & ORGANIZATION DEVELOPMENT JOURNAL 2021. [DOI: 10.1108/lodj-11-2020-0521] [Citation(s) in RCA: 8] [Impact Index Per Article: 2.7] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
PurposeDrawing on the conservation of resources (COR) theory, this study highlights the mediating role of goal-directed energy as a critical psychological resource. The purpose of this study is to examine the mediating effect of goal-directed energy on the relationship between narcissistic leadership and employee resilience. The study also explores the moderating effect of psychological availability on the relationship between narcissistic leadership and goal-directed energy.Design/methodology/approachData were collected from 857 employees and their supervisors at 137 enterprises in China. Confirmatory factor analysis, hierarchical multiple regression analysis and path analysis were adopted to analyze the data.FindingsThe results indicate that narcissistic leadership has a positive effect on goal-directed energy, which, in turn, enhances employee resilience. Furthermore, the effect of narcissistic leadership on goal-directed energy becomes more prominent in the context of lower psychological availability.Practical implicationsFirst, narcissistic leadership is supposed to play an effective role in helping employees gain resources. Second, organizations should attach importance to implementing resilience-building programs on employees to cope with uncertainty. Third, organizations should offer multiple training opportunities to stimulate employees’ goal-directed energy.Originality/valueFirst, the findings suggest that employee resilience is influenced by narcissistic leadership, which provides more possibilities for the study on the antecedents of resilience. Second, the study offers novel insights regarding the effect of narcissistic leadership on employee resilience through goal-directed energy. Finally, it also examines psychological availability as the boundary condition between narcissistic leadership and goal-directed energy.
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Fürstenberg N, Alfes K, Kearney E. How and when paradoxical leadership benefits work engagement: The role of goal clarity and work autonomy. JOURNAL OF OCCUPATIONAL AND ORGANIZATIONAL PSYCHOLOGY 2021. [DOI: 10.1111/joop.12344] [Citation(s) in RCA: 13] [Impact Index Per Article: 4.3] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/28/2022]
Affiliation(s)
| | | | - Eric Kearney
- Faculty of Economics and Social Sciences University of Potsdam Potsdam Germany
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Giessner SR, Stam D, Kerschreiter R, Verboon D, Salama I. Goal-setting reloaded: The influence of minimal and maximal goal standards on task satisfaction and goal striving after performance feedback. ORGANIZATIONAL BEHAVIOR AND HUMAN DECISION PROCESSES 2020. [DOI: 10.1016/j.obhdp.2020.08.004] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
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Steffens NK, Munt KA, van Knippenberg D, Platow MJ, Haslam SA. Advancing the social identity theory of leadership: A meta-analytic review of leader group prototypicality. ORGANIZATIONAL PSYCHOLOGY REVIEW 2020. [DOI: 10.1177/2041386620962569] [Citation(s) in RCA: 44] [Impact Index Per Article: 11.0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 12/25/2022]
Abstract
This research advances a social identity approach to leadership through a meta-analysis examining four novel hypotheses that clarify the nature and impact of leader group prototypicality (the extent to which a leader is perceived to embody shared social identity). A random-effects meta-analysis ( k = 128, N = 32,834) reveals a moderate-to-large effect of prototypicality that holds across evaluative and behavioral outcomes. The effect is stronger (a) when prototypicality is conceptualized as the ideal-type rather than the average group member, (b) for stronger prototypes (indexed by group longevity), and (c) for group members in formal rather than nonformal leadership roles. The effect is not contingent on group prototypicality entailing differentiation from other (out)groups. Additionally, results provide meta-analytic evidence of widely examined key factors: follower group identification (which enhances the relationship) and leader group-serving behavior (which attenuates the relationship). Building on these findings, we outline the implications for the next wave of theoretical and empirical work.
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Krug H, Schummer SE, Otto K. How to capture leader's vision articulation? Development and validation of the Vision Articulation Questionnaire (VAQ). JOURNAL OF THEORETICAL SOCIAL PSYCHOLOGY 2020. [DOI: 10.1002/jts5.67] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/06/2022]
Affiliation(s)
- Henning Krug
- Department of Psychology Philipps University of Marburg Marburg Germany
| | | | - Kathleen Otto
- Department of Psychology Philipps University of Marburg Marburg Germany
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Sustainable Career Development of Newly Hired Executives—A Dynamic Process Perspective. SUSTAINABILITY 2020. [DOI: 10.3390/su12083175] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
While prior literature indicated the positive outcomes of successful executive successions for both individuals and organizations, we still know little about the influencing factors and mechanisms of successful executive successions from the individual perspectives of newly hired executives. As prior research of executive succession suggested to consider the contextual change on the entire duration of executive employment, we adopted a qualitative research design to explore important experiences in the process of career development after an executive, who was newly hired from outside the company, joined a new organization with a dynamic perspective. Our goal was to help newly hired executives realize their career development process with key tasks and core competencies in distinct stages, in order to achieve sustainable career development in a new enterprise. There are also implications for enhancing process-oriented career development research and advancing career-development managerial practices.
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Abstract
The core role of leadership in organizations is to motivate the pursuit of the organization’s purpose (i.e., the reason the organization exists and does what it does). Yet, there currently is no leadership theory that revolves around this notion of purpose pursuit. Addressing this issue, I propose the concept of meaning-based leadership, defined as leader advocacy of an understanding of organizational purpose and why this purpose is meaningful in an appeal to motivate members to contribute to the pursuit of that purpose. I advance a model of the core process through which meaning-based leadership motivates purpose pursuit and the contingencies of this process. I identify key implications for the empirical study of this model as well as directions for the further conceptual and empirical development of important implications of the model.
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Mascareño J, Rietzschel E, Wisse B. Envisioning innovation: Does visionary leadership engender team innovative performance through goal alignment? CREATIVITY AND INNOVATION MANAGEMENT 2019. [DOI: 10.1111/caim.12341] [Citation(s) in RCA: 12] [Impact Index Per Article: 2.4] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 12/01/2022]
Affiliation(s)
| | | | - Barbara Wisse
- Department of PsychologyUniversity of Groningen Netherlands
- Department of Management and Marketing, Durham University Business SchoolDurhamUniversity Durham UK
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Kearney E, Shemla M, van Knippenberg D, Scholz FA. A paradox perspective on the interactive effects of visionary and empowering leadership. ORGANIZATIONAL BEHAVIOR AND HUMAN DECISION PROCESSES 2019. [DOI: 10.1016/j.obhdp.2019.01.001] [Citation(s) in RCA: 26] [Impact Index Per Article: 5.2] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/27/2022]
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Carrington DJ, Combe IA, Mumford MD. Cognitive shifts within leader and follower teams: Where consensus develops in mental models during an organizational crisis. THE LEADERSHIP QUARTERLY 2019. [DOI: 10.1016/j.leaqua.2018.12.002] [Citation(s) in RCA: 11] [Impact Index Per Article: 2.2] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/27/2022]
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Höchli B, Brügger A, Messner C. How Focusing on Superordinate Goals Motivates Broad, Long-Term Goal Pursuit: A Theoretical Perspective. Front Psychol 2018; 9:1879. [PMID: 30333781 PMCID: PMC6176065 DOI: 10.3389/fpsyg.2018.01879] [Citation(s) in RCA: 17] [Impact Index Per Article: 2.8] [Reference Citation Analysis] [Abstract] [Key Words] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 06/05/2018] [Accepted: 09/13/2018] [Indexed: 11/24/2022] Open
Abstract
Goal-setting theory states that challenging, specific, and concrete goals (i.e., subordinate goals) are powerful motivators and boost performance in goal pursuit more than vague or abstract goals (i.e., superordinate goals). Goal-setting theory predominantly focuses on single, short-term goals and less on broad, long-term challenges. This review article extends goal-setting theory and argues that superordinate goals also fulfill a crucial role in motivating behavior, particularly when addressing broad, long-term challenges. The purpose of this article is to shed light on the benefits of superordinate goals, which have received less attention in research, and to show theoretically that people pursue long-term goals more successfully when they focus on subordinate as well as superordinate goals than when they focus on either subordinate or superordinate goals alone.
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Affiliation(s)
- Bettina Höchli
- Department of Consumer Behavior, Institute of Marketing and Management, University of Bern, Bern, Switzerland
| | - Adrian Brügger
- Department of Consumer Behavior, Institute of Marketing and Management, University of Bern, Bern, Switzerland
| | - Claude Messner
- Department of Consumer Behavior, Institute of Marketing and Management, University of Bern, Bern, Switzerland
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Smith P, Haslam SA, Nielsen JF. In Search of Identity Leadership: An ethnographic study of emergent influence in an interorganizational R&D team. ORGANIZATION STUDIES 2017. [DOI: 10.1177/0170840617727781] [Citation(s) in RCA: 18] [Impact Index Per Article: 2.6] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Recent trends in the leadership literature have advanced a relational and processual perspective that sheds light on the way leadership emerges and evolves in dynamic and flexible organizations. However, very few empirical studies have explored these processes over an extended period. To address this lacuna, we report findings from a three-year ethnographic study that explored the emergence and development of leadership in a self-managed interorganizational R&D team. Findings show that in the context of various events that impacted on the team, leadership emerged through interactions, processes and practices that were perceived by team members to develop and advance shared goals and shared identity. Leadership responses to uncertainty surrounding the project were generally legitimated by team members’ background and expertise in relation to this shared identity, while a lack of perceived legitimacy also compromised leadership. These observations are consistent with arguments that leadership revolves around the creation and enactment of shared social identity. However, they also suggest that the form and nature of leadership is hard to predict because it is heavily structured by specific identity-relevant practices and perceptions that arise in the context of unforeseeable events.
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Eilam-Shamir G, Kark R, Popper M. Boas Shamir: The person, his impact and legacy. LEADERSHIP QUARTERLY 2017. [DOI: 10.1016/j.leaqua.2016.03.004] [Citation(s) in RCA: 3] [Impact Index Per Article: 0.4] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/21/2022]
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Grabo A, Spisak BR, van Vugt M. Charisma as signal: An evolutionary perspective on charismatic leadership. LEADERSHIP QUARTERLY 2017. [DOI: 10.1016/j.leaqua.2017.05.001] [Citation(s) in RCA: 34] [Impact Index Per Article: 4.9] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/19/2022]
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Epitropaki O, Kark R, Mainemelis C, Lord RG. Leadership and followership identity processes: A multilevel review. LEADERSHIP QUARTERLY 2017. [DOI: 10.1016/j.leaqua.2016.10.003] [Citation(s) in RCA: 140] [Impact Index Per Article: 20.0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/30/2022]
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Tuncdogan A, Acar OA, Stam D. Individual differences as antecedents of leader behavior: Towards an understanding of multi-level outcomes. LEADERSHIP QUARTERLY 2017. [DOI: 10.1016/j.leaqua.2016.10.011] [Citation(s) in RCA: 29] [Impact Index Per Article: 4.1] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/20/2022]
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31
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Lord RG, Gatti P, Chui SL. Social-cognitive, relational, and identity-based approaches to leadership. ORGANIZATIONAL BEHAVIOR AND HUMAN DECISION PROCESSES 2016. [DOI: 10.1016/j.obhdp.2016.03.001] [Citation(s) in RCA: 23] [Impact Index Per Article: 2.9] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/21/2022]
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Matsuo M. Human resource development to facilitate experiential learning: the case of Yahoo Japan. INTERNATIONAL JOURNAL OF TRAINING AND DEVELOPMENT 2015. [DOI: 10.1111/ijtd.12056] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.2] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/27/2022]
Affiliation(s)
- Makoto Matsuo
- Graduate School of Economics and Business Administration; Hokkaido University; Sapporo Hokkaido Japan
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Berson Y, Waldman DA, Pearce CL. Enhancing our understanding of vision in organizations. ORGANIZATIONAL PSYCHOLOGY REVIEW 2015. [DOI: 10.1177/2041386615583736] [Citation(s) in RCA: 18] [Impact Index Per Article: 2.0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
We put forth a theoretical model that considers alternative paths toward the formation of vision in collectives. We view vision as being shaped by a combination of hierarchical leader vision and shared leadership processes involving followers. As such, these paths balance leader- and follower-centric approaches to understand the formation of vision. A feature of our approach is that we emphasize some key processes and moderators; specifically, the role of the content of the vision of the leader, leader deontic fairness, and collective identification among members of the collective. We consider research implications including the measurement of shared vision, as well as practical implications pertaining to its relevance for such important outcomes as organizational learning.
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Deichmann D, Stam D. Leveraging transformational and transactional leadership to cultivate the generation of organization-focused ideas. THE LEADERSHIP QUARTERLY 2015. [DOI: 10.1016/j.leaqua.2014.10.004] [Citation(s) in RCA: 39] [Impact Index Per Article: 4.3] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/23/2022]
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