Based on the idiosyncrasy credit theory, this article empirically tests the idea that leaders are likely to be more (less) lenient toward more (less) competent subordinates for misconduct—employee ...behavior that should be punished. With a field survey of 103 supervisors and their 582 subordinates (study 1) and an experiment that manipulates subordinates’ competence and leader dependence on subordinates (study 2), the posited effect is found to be indirect through leader–member exchange (LMX) and stronger when the leader dependence on the follower was higher. The findings suggest that given the exact same misconduct, leaders are more likely to mete differential treatment based on perceived subordinates’ competency, and LMX quality works as the underlying mechanism for these effects. Thus, the present work highlights the dark side of LMX by demonstrating when and why leaders are likely to be compromised when it comes to disciplinary decisions and offers practical implications for organizations on how to handle employee misconduct. Theoretically, our work suggests that the quality of relation between credit holders and those responsible for overseeing norms functions as the underlying mechanism for the idiosyncrasy credit theory.
Organizational leaders are essential in implementing, interpreting, and even proactively initiating changes for human resource (HR) functions to enhance workplace productivity and well‐being. ...However, recent studies have cautioned that providing positive and supportive leadership usually drains these organizational leaders. Although the literature has shed light on how leaders can use self‐care strategies to recharge, researchers and HR professionals know relatively little about (1) what specific self‐care actions leaders can take and (2) how external crises such as COVID‐19 constrain leaders' self‐care actions. To identify specific leaders' self‐care behaviors, which we refer to as oxygen masks, we interviewed 41 healthcare managers in Australia during the COVID‐19 pandemic in 2020. We presented a behavioral typology summarizing distinct oxygen masks that leaders used at different points in time. These oxygen masks include improving physical well‐being, improving emotional/spiritual/social well‐being, fulfilling managerial roles, and seeking collegial and organizational support. Moreover, we concluded that the COVID‐19 restrictions made some of these oxygen masks less accessible, negatively impacting leaders' well‐being. Our research conclusions have implications for theory and future studies on extending the literature associated with leadership development, leaders' resilience, and leaders' well‐being. The results also provide HR professionals with practical suggestions about assisting line managers in improving their self‐care and sustaining their leadership effectiveness.
Firekeepers of the twenty-first century Voyageur, Cora
Firekeepers of the twenty-first century,
c2008, 20080328, 2014, 2008, 2008-02-15, 2008-03-28, 20080101, Volume:
51, 51.
eBook
Beginning with Elsie Knott, the first female chief in Canada, Cora Voyageur presents the lives of sixty-four of the ninety women chiefs who have assumed the traditionally male role of elected First ...Nations leadership. Using a range of qualitative research strategies, surveys, participant observation, interviews, and discussions with focus groups, Voyageur presents the colonial histories behind the issues that contemporary Aboriginal communities struggle with and delineates the resulting leadership dilemmas for chiefs, while also articulating a story that is unique to First Nations women.
This article reviews 10 techniques used to identify opinion leaders to promote behavior change. Opinion leaders can act as gatekeepers for interventions, help change social norms, and accelerate ...behavior change. Few studies document the manner in which opinion leaders are identified, recruited, and trained to promote health. The authors categorize close to 200 studies that have studied or used opinion leaders to promote behavior change into 10 different methods. They present the advantages and disadvantages of the 10 opinion leader identification methods and provide sample instruments for each. Factors that might influence programs to select one or another method are then discussed, and the article closes with a discussion of combining and comparing methods.
Humility is a concept grounded in a self-view that something greater than oneself exists. A multitude of disciplines to date have sought to understand how humility impacts leaders, as well as the ...individuals, teams, and organizations they lead. Despite overlapping research questions, methodologies, and empirical contexts, studies examining leader humility have developed largely in isolation with little overlap between fields. This has created a fundamental divide between micro and macro researchers who suggest that humility is conceptualized as both a mutable behavioral state and a stable leader trait, respectively. We provide a systematic review of research on leader humility at multiple organizational levels of analysis to provide linkages across disciplinary and theoretical divides. We couple our systematic review with a meta-analysis of 212 unique studies, identifying 99 estimates for the relationships between leader humility and numerous individual, team, and organizational variables. Among all variables, we find humble leadership most strongly predicts followers’ satisfaction with the leader and the leaders’ participative decision making. We also find humble leadership does not affect their own job performance or the performance of organizations, but improves the performance of their followers and teams. Building on our results, we call for research across academic disciplines.
This paper reports a meta‐analysis that examines the relationship between leader–member exchange (LMX) relationship quality and a multidimensional model of work performance (task, citizenship, and ...counterproductive performance). The results show a positive relationship between LMX and task performance (146 samples, ρ = .30) as well as citizenship performance (97 samples, ρ = .34), and negatively with counterproductive performance (19 samples, ρ = ‒.24). Of note, there was a positive relationship between LMX and objective task performance (20 samples, ρ = .24). Trust, motivation, empowerment, and job satisfaction mediated the relationship between LMX and task and citizenship performance with trust in the leader having the largest effect. There was no difference due to LMX measurement instrument (e.g., LMX7, LMX‐MDM). Overall, the relationship between LMX and performance was weaker when (a) measures were obtained from a different source or method and (b) LMX was measured by the follower than the leader (with common source‐ and method‐biased effects stronger for leader‐rated LMX quality). Finally, there was evidence for LMX leading to task performance but not for reverse or reciprocal directions of effects.
This paper studies whether and how religious leaders affect politics. Focusing on Italian dioceses in the period from 1948 to 1992, we find that the identity of the bishop in office explains a ...significant amount of the variation in the vote share for the Christian Democracy party (DC). This result is robust to several exercises that use different samples and time windows. Zooming into the mechanism, we find that two characteristics of bishops matter: (i) his political culture, and (ii) his interaction with the population—the latter being measured using text-analysis techniques.
•Religious leaders may affect the political choices of voters.•We match data on all bishops in Italian dioceses with electoral results 1948-1992.•The identity of bishops affects the share of votes for the Christian Democracy party.•The bishop’s political culture and public interactions are important channels.
In today's highly competitive and extremely complex global economy, organizational leaders at all levels are facing unprecedented challenges. Yet, some seem to be handling the pressure better than ...others. Utilizing 4 samples of CEOs/presidents/top (n = 205), middle (n = 183), and junior (n = 202) managers, as well as 107 entrepreneurs, using Structural Equation Modeling we tested the direct effect that their level of mindfulness (heightened awareness) and the mediating effect of their psychological capital (i.e., hope, efficacy, resilience, and optimism) may have on their mental well-being. In all 4 samples, mindfulness was found to be negatively related to various dysfunctional outcomes such as anxiety, depression, and negative affect of the managerial leaders and burnout (i.e., emotional exhaustion and cynicism) of the entrepreneurs. For all 4 samples, the model with psychological capital mediating the effects of mindfulness on dysfunctional outcomes fit the data best. The study limitations, future research and practical implications of these findings conclude the article.
Two routes to personalized politics Balmas, Meital; Rahat, Gideon; Sheafer, Tamir ...
Party politics,
01/2014, Volume:
20, Issue:
1
Journal Article
Peer reviewed
This article describes two opposing types of political personalization: centralizing and decentralizing personalization. The first implies the centralization of political power in the hands of a few ...leaders, while the latter indicates a diffusion of group power among its components: individual politicians. We start by proposing definitions of the types and subtypes of centralized and decentralized personalization and review the literature in search of evidence of their occurrence. We then demonstrate the usefulness of the proposed typology by examining personalization trends in various aspects of Israeli politics and conclude with a discussion of the challenges that personalization set for liberal democracies.
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