Although in the early years of the Journal leadership research was rare and focused primarily on traits differentiating leaders from nonleaders, subsequent to World War II the research area developed ...in 3 major waves of conceptual, empirical, and methodological advances: (a) behavioral and attitude research; (b) behavioral, social-cognitive, and contingency research; and (c) transformational, social exchange, team, and gender-related research. Our review of this work shows dramatic increases in sophistication from early research focusing on personnel issues associated with World War I to contemporary multilevel models and meta-analyses on teams, shared leadership, leader-member exchange, gender, ethical, abusive, charismatic, and transformational leadership. Yet, many of the themes that characterize contemporary leadership research were also present in earlier research.
The present study was designed to produce novel theoretical insight regarding how leader humility and team member characteristics foster the conditions that promote shared leadership and when shared ...leadership relates to team effectiveness. Drawing on social information processing theory and adaptive leadership theory, we propose that leader humility facilitates shared leadership by promoting leadership-claiming and leadership-granting interactions among team members. We also apply dominance complementary theory to propose that team proactive personality strengthens the impact of leader humility on shared leadership. Finally, we predict that shared leadership will be most strongly related to team performance when team members have high levels of task-related competence. Using a sample composed of 62 Taiwanese professional work teams, we find support for our proposed hypothesized model. The theoretical and practical implications of these results for team leadership, humility, team composition, and shared leadership are discussed.
Purpose: First, it seeks to investigate the factors that influence women's leadership traits within academic institutions located in Bangalore. Second, it aims to gain a deeper understanding of the ...evolving role of women in leadership positions within modern society.
Design/Methodology/Approach: To achieve its objectives, this study employs a qualitative research approach. Researchers conduct interviews and surveys within academic institutions in Bangalore. By gathering and analyzing this data, they intend to uncover key themes and patterns that shed light on the factors impacting women's leadership traits.
Findings: The findings of this research reveal several noteworthy insights. It becomes evident that women's leadership traits are significantly influenced by societal perceptions and economic circumstances. Furthermore, the progression of women in their professional lives has played a crucial role in altering societal views. The study also acknowledges the importance of India's long-standing policy efforts to promote women's development. Additionally, it highlights the remarkable achievements of women in various fields, including academia and athletics.
Research, Practical & Social implications: In terms of implications, this study carries significance on multiple fronts. From a research standpoint, it offers valuable insights into the factors that shape women's leadership roles within academic institutions. Practically, the findings can inform strategies and initiatives aimed at promoting and enhancing women's leadership within the educational sector. On a broader social level, the study underscores the evolving role of women in Indian society, emphasizing the importance of gender equality as a key societal value.
Originality/Value: In terms of originality, this research distinguishes itself by focusing on the specific context of academic institutions in Bangalore. Its value lies in its contribution to a deeper understanding of women's leadership within a culturally diverse context, shedding light on the unique factors at play in this region.
Leadership is a vital element in both formal and non-formal education. Both men and women have equal opportunities and space to become leaders. The success of a school principal is determined by ...their ability to manage their school effectively. This study employs a descriptive-qualitative approach. To gather data, the researcher conducted interviews with School Principals, Vice Principals for Student Affairs, Vice Principals for Curriculum, and Students. The findings of the study reveal that: (1) Female School Principals exhibit openness in receiving criticism and suggestions from subordinates, demonstrate care for their staff, and display firmness and responsibility in decision-making. (2) In enhancing students' morals and religious values, the School Principal implements notable programs such as Madrasah Al-Qur'an, pre-class recitation, congregational Duha and Dhuhr prayers, school extracurricular activities, and other habitual practices integrated into school activities. (3) The effectiveness of school leadership is examined through two phases: initiating structure (prioritizing goal achievement) and consideration (concern for subordinates). Three interrelated elements, namely leader behavior, subordinate, and situation, synergistically contribute to the realization of effective leadership.
In response to recent calls to theorize and examine how multiple leader characteristics may work together in their effects, the current research examines how leader narcissism and humility interact ...to predict perceived leader effectiveness and follower (i.e., direct-report) job engagement and performance. Although an examination of leaders who are narcissistic yet humble may seem oxymoronic and even paradoxical, researchers have suggested that seemingly contradictory personal attributes may exist simultaneously and may actually work together to produce positive outcomes. Results from survey data from followers and leaders working for a large health insurance organization showed that the interaction of leader narcissism and leader humility is associated with perceptions of leader effectiveness, follower job engagement, and subjective and objective follower job performance. Together, these results suggest that narcissistic leaders can have positive effects on followers when their narcissism is tempered by humility.
In the United States, leaders of the highest valued companies, best-ranked universities, and most-consumed media outlets are more likely to be White than what would be expected based on White ...people's representation in the U.S. population. One explanation for this racial gap is that U.S. respondents' prototype of a leader is White by default-which is, in turn, what causes White (vs. non-White) people to be promoted up the organizational ladder more quickly. Although this explanation has empirical support, its central premise was recently challenged by experimental evidence documenting that U.S. respondents no longer associate leaders, more than nonleaders, with being White. To reconcile these contradictory findings, we conducted three preregistered experiments (N = 1,316) on the topic of whether leaders, more than nonleaders, continue to be associated with Whiteness (i.e., being categorized as White or being represented with stereotypically White qualities). Results suggest that associations between leaders and Whiteness hold up to scrutiny, but that detecting them may depend on what methods researchers employ. In particular, when researchers use direct methods of detecting racial assumptions (e.g., self-report measures), there appears to be no evidence of an association between leaders and Whiteness (Experiment 1). Yet, when researchers use more indirect methods of detecting racial assumptions (e.g., a Princeton trilogy task), an association between leaders and Whiteness readily emerges (Experiments 2 and 3). In short, although respondents refrain from freely expressing associations they may harbor between leaders and Whiteness, these associations do not appear to have dissipated with time.
Using job demands-resources (JD-R) theory, the present study integrates the challenge stressor-hindrance stressor framework and leadership theory to investigate the relationship between daily ...transformational leadership behavior and employee work engagement. We hypothesized that daily transformational leadership behavior (a) sustains employee work engagement on days characterized by high challenge job demands, and (b) protects work engagement on days characterized by high hindrance job demands. Teachers filled out a short online questionnaire at the end of each workday during a 2-week period (N = 271 × 5.68 days = 1539). Results of latent moderated structural equation modeling showed that teachers' daily challenge demands (workload and cognitive demands) had a positive relationship with work engagement on the days transformational leadership was high (vs. low). In addition, teachers' daily hindrance demands (role-conflict, but not family to work conflict) had a negative relationship with work engagement on the days transformational leadership was low (vs. high). These findings show that the function of transformational leadership behavior changes from day to day, and depends on the type of job demand. We discuss the practical and theoretical implications of these findings.
Building on a social identity framework, our cross-level process model explains how a manager's servant leadership affects frontline employees' service performance, measured as service quality, ...customer-focused citizenship behavior, and customer-oriented prosocial behavior. Among a sample of 238 hairstylists in 30 salons and 470 of their customers, we found that hair stylists' self-identity embedded in the group, namely, self-efficacy and group identification, partially mediated the positive effect of salon managers' servant leadership on stylists' service performance as rated by the customers, after taking into account the positive influence of transformational leadership. Moreover, group competition climate strengthened the positive relationship between self-efficacy and service performance.
Research on educational leadership and management has resulted in the accumulation of increasingly persuasive findings concerning the impact school leadership can have on school performance. Indeed, ...there is a growing consensus that there exists a generic set of leadership practices (e.g. goal setting, developing people) which must be adapted to meet the needs and constraints that describe different school contexts. However, to date, researchers have yet to develop a theory or report comprehensive findings on this challenge. This paper explores several types of school contexts (institutional, community, socio-cultural, political, economic, school improvement) and what we have learned about how they shape school leadership practice. The analysis leads to several conclusions and recommendations. First, it affirms, elaborates and extends the assertion made by scholars of the importance of examining leadership in context. Second, the need to contextualize leadership highlights deficiencies in modal research methods that focus on mean effects and either ignore context effects or relegate them to the shadows. Finally, the field needs to refine current research methods and explore new approaches that enable us to better study how successful leadership responds and adapts to different contexts.
Although narcissists often emerge as leaders, research has thus far shown inconsistent results on the relationship between leader narcissism and effectiveness in the eyes of followers. Here we draw ...on leader distance theory (Shamir, 1995) and implicit leader theory (Lord & Maher, 1991) to propose that followers' assessment of a narcissistic leader and followers' overall job attitudes depend on the leader's visibility to the followers. The more opportunities followers have to observe narcissistic leaders the more they will experience these leaders' toxic behavior (e.g., exploitativeness) and the less they will perceive the leader as effective. To test our hypotheses we collected multisource, longitudinal data from 175 retail stores and obtained subjective (followers' perceptions of leader effectiveness and their overall job attitudes) as well as objective (leaders' organizational experience at time of hire, employee absenteeism trends) indices of leader functionality. Results showed that narcissistic leaders had less organizational experience at the time they were hired. Moreover, when followers had fewer opportunities to observe their leader, leader narcissism was positively related to perceived leadership effectiveness and job attitudes. However, when followers had more opportunity to observe their leader, the positive relationship disappeared. Finally, leader narcissism was neither positively nor negatively associated with absenteeism, whereas absenteeism declined over time under non-narcissistic leaders. These findings advance our knowledge of how followers respond to narcissistic leaders and how these leaders function in organizational settings where they have legitimate positions of power.
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