| 1. |
- Chaturvedi, Sankarp, et al.
(författare)
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The heritability of emergent leadership : age and gender as moderating factors
- 2012
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Ingår i: Leadership Quarterly. - : Elsevier. - 1048-9843 .- 1873-3409. ; 23:2, s. 219-232
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Tidskriftsartikel (refereegranskat)abstract
- In this study, we examined the moderating influences of gender and age with respect to testing the heritability of leadership emergence. A large data base of 12,112 twins from Sweden was used in the current study to decompose the variance of emergentleadership into an unobservable genetic component and environmental components that are either common or unshared among twin pairs. Consistent with prior leadership research on genetics, we found that a genetic factor is able to explain a significant proportion of the variation across individuals in predicting how twins perceive their emergentleadership behavior (about 44% for women and 37% for men). Furthermore, we also found that the magnitude of genetic influence on emergentleadership varied with age, but only for women with the heritability estimate being highest for the mid-age women versus lowest for the older women. Implications for advancing research on the genetic and environmental influences on leadership emergence are discussed.
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| 2. |
- Reitan, Therese, et al.
(författare)
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From classroom to conscription : Leadership emergence in childhood and early adulthood
- 2019
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Ingår i: Leadership Quarterly. - : Elsevier. - 1048-9843 .- 1873-3409. ; 30:3, s. 298-319
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Tidskriftsartikel (refereegranskat)abstract
- Research on leadership emergence has mainly focused on adulthood and relied on retrospective accounts of childhood factors. Based on a prospective cohort study of 7719 boys born in 1953, of which 5928 were later drafted, we explored individual differences in leadership emergence in childhood and early adulthood. The data set consisted of register data from different time points and a survey of the cohort in the 6th grade. As expected, cognitive ability, tallness and muscular power were decisive for assessment of military officer suitability. However, we also found a moderate to strong impact on this assessment score from social class, leadership aspirations in childhood, birth order, self-regulatory skills in school, parental support, and previous participation in extracurricular activities. Similarly, social class, cognitive ability, developmental experiences, and birth order were important for nominations as class party organizer in the 6th grade. Delay of gratification was not associated with these nominations at all and was neutralized by cognitive ability in relation to officer suitability. The results strongly support a life-cycle approach to leadership emergence.
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| 3. |
- Sirén, Charlotta A., et al.
(författare)
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How do harmonious passion and obsessive passion moderate the influence of a CEO's change-oriented leadership on company performance?
- 2016
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Ingår i: Leadership Quarterly. - : Elsevier BV. - 1048-9843 .- 1873-3409. ; 27:4, s. 653-670
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Tidskriftsartikel (refereegranskat)abstract
- This study focuses upon CEOs' change-oriented leadership, CEOs' passion, and firm performance. Using survey data collected from 80 CEOs, and 163 followers working closely with the CEO, and archival longitudinal firm performance data (2010–2013), we find support for the presence of change-oriented leadership having a direct effect on firm performance. Furthermore, we find that CEOs with harmonious passion strengthen relationship between change-oriented leadership and firm performance. In contrast, firms with change-oriented CEOs that embody obsessive passion do not benefit from higher firm performance. These findings extend the relationship between change-oriented leadership, firm performance, and the nature of the leader's passion in the context of strategic change leadership. We also discuss the implications of our research for leadership literature.
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| 4. |
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| 5. |
- Waltré, Erik, et al.
(författare)
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Leadership shaping social comparison to improve performance : A field experiment
- 2023
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Ingår i: Leadership Quarterly. - : Elsevier. - 1048-9843 .- 1873-3409. ; 34:5
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Tidskriftsartikel (refereegranskat)abstract
- We analyze a fundamental, but so far unaddressed, aspect of leadership and social comparison: how leadership can influence the employee social comparison processes inherent to performance contexts such that they are more conducive to subsequent performance. Based on the observation that people tend to compare in counterproductive ways, which detracts from future performance, we advance and test theory on how leaders can improve employee performance by influencing the social comparison processes between them. Results from a randomized field experiment in a contact center with objective performance data from 290 employees show that leadership focused on influencing assimilative social comparison improved performance in the five months after the intervention. As hypothesized, this effect was mediated by employee assimilative social comparison and was only obtained when leaders created a collaborative context in which to influence the assimilative social comparison. Our theory and findings have important implications for both leadership and social comparison research.
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| 6. |
- Xu, Ning, et al.
(författare)
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Emergence of shared leadership networks in teams: An adaptive process perspective
- 2022
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Ingår i: Leadership Quarterly. - : Elsevier BV. - 1873-3409 .- 1048-9843. ; 33:6
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Tidskriftsartikel (refereegranskat)abstract
- Adaptive leadership theory suggests that shared leadership networks grow in a complex manner. We propose that leadership decentralization (the dispersion of leadership), leadership density (the total amount of leadership), and situationally-aligned leadership (SAL: leadership transitions to those who fit situation requirements) are distinct aspects of a shared leadership network and should be examined together to capture the development of shared leadership process. Through a study of 450 participants in 90 teams, we find that each of these three aspects of shared leadership plays a different role during shared leadership network emergence. Specifically, transactive memory systems (TMS) contribute to decentralized leadership structures, which in turn precipitate more dense leadership networks. We also find that TMS contributes to the most situationally aligned team member engaging in leadership. Both leadership density and SAL predict team performance. We discuss the theoretical and practical implications of these results.
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| 7. |
- Alvesson, Mats
(författare)
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Leadership studies : From procedure and abstraction to reflexivity and situation
- 1996
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Ingår i: Leadership Quarterly. - 1048-9843. ; 7:4, s. 455-485
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Tidskriftsartikel (refereegranskat)abstract
- This article reviews and develops the recent critique of empiricist quantitative and qualitative methods in social science in general, and leadership studies, in particular. It argues for an interpretive-reflective approach that fully acknowledges the theory-laden, interpretative nature of empirical studies and the ambiguity of ‘data’. In addition the political and historical character of social science and the constitutive nature of language are seen as crucial elements for consideration in reflective research. The article suggests the use of a situational approach and careful descriptions of naturally occuring events presented in texts in such ways that they are open for interpretations other than those chosen by the author.
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| 8. |
- Alvesson, Mats, et al.
(författare)
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The great disappearing act: difficulties in doing "leadership"
- 2003
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Ingår i: Leadership Quarterly. - 1048-9843. ; 14:3, s. 359-381
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Tidskriftsartikel (refereegranskat)abstract
- We address ideas and talk about leadership in a research and development (R&D) company. The meaning that middle and senior managers ascribe to leadership is explored. We show how initial claims about leadership values and style tend to break down when managers are asked to expand on how they perceive their leadership and account for what they actually do in this respect. We raise strong doubts about leadership as a construct saying something valuable and valid about what managers do in this kind of setting. We also argue that thinking about leadership needs to take seriously the possibility of the nonexistence of leadership as a distinct phenomenon with great relevance for understanding organizations and relations in workplaces.
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| 9. |
- Alvesson, Mats
(författare)
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Upbeat leadership : A recipe for – or against – “successful” leadership theory
- 2020
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Ingår i: Leadership Quarterly. - : Elsevier BV. - 1048-9843. ; 31:6
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Tidskriftsartikel (refereegranskat)abstract
- In the last 40 years, leadership studies (LS) have moved from a condition of near despair, where complaints of slow progress were commonplace, to a situation of self-confidence and self-praise. However, during recent years we have seen an upsurge in criticism alongside a contradiction between positive leadership ideas and a working life bearing little imprint of the upbeat messages said to characterize successful leaders. LS primarily produces results where “positive” leadership is correlated with various “positive” outcomes. This is made possible through unusual conventions characterizing LS, which produce a recipe for flawed, but publishable, research and career progress. This paper points at 20 elements of this recipe and argues for a radical rethinking of LS norms and practices to develop more complex and sophisticated knowledge that is intellectually and methodologically sounder, facilitating less ideological and more relevant and insightful studies and research results.
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| 10. |
- Alvesson, Mats, et al.
(författare)
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Warning for excessive positivity : Authentic leadership and other traps in leadership studies
- 2019
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Ingår i: Leadership Quarterly. - : Elsevier BV. - 1048-9843. ; 30:4, s. 383-395
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Tidskriftsartikel (refereegranskat)abstract
- We study authentic leadership as a prominent but problematic example of positive leadership that we use as a more general “warning” against the current fashion of excessive positivity in leadership studies. Without trying to cover “everything”, we critically examine the principal tenets of mainstream authentic leadership theory and reveal a number of fundamental flaws: shaky philosophical and theoretical foundations, tautological reasoning, weak empirical studies, nonsensical measurement tools, unsupported knowledge claims and a generally simplistic and out of date view of corporate life. Even though our study focuses on authentic leadership, much of our criticism is also applicable to other popular positive leadership theories, such as transformational, servant, ethical and spiritual leadership.
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