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The Leadership Quarterly

The Leadership Quarterly

  • How leader humility helps teams to be humbler, psychologically stronger, and more effective: A moderated mediation model
    Publication date: Available online 14 February 2017
    Source:The Leadership Quarterly

    Author(s): Arménio Rego, Bradley Owens, Susana Leal, Ana Melo, Miguel Pina e Cunha, Lurdes Gonçalves, Paula Ribeiro

    We hypothesize that (a) the level of humility expressed by leaders predicts team performance through, serially, team humility and team PsyCap, and (b) the strength (i.e., consensus within the team) of the leader humility, team humility and team PsyCap moderates the paths of that hypothesized model. A sample comprising 82 teams (82 leaders; 332 team members) was collected. Team members reported leader humility, team humility and team PsyCap. Leaders reported team performance. To handle the risks of common method bias, each mediating path of the hypothesized model is based on data from two different subsamples within each team. Our model’s most novel theoretical contribution is the (moderated mediated) connection between leader humility, collective humility, and team PsyCap, and this was consistently supported in our data. Our inconsistent findings dealing with the relationship between team PsyCap and performance is well established in the literature and our results in both sub-samples were in the theorized direction. The study contributes to understand why, how and when humble leaders are more effective.

  • Supervisor's HEXACO personality traits and subordinate perceptions of abusive supervision
    Publication date: Available online 13 February 2017
    Source:The Leadership Quarterly

    Author(s): Kimberley Breevaart, Reinout E. de Vries

    Abusive supervision is detrimental to both subordinates and organizations. Knowledge about individual differences in personality related to abusive supervision may improve personnel selection and potentially reduce the harmful effects of this type of leadership. Using the HEXACO personality framework, we hypothesized that subordinates perceive leaders high on Agreeableness and Honesty-Humility as less abusive. In a sample of 107 unique supervisor-subordinate dyads that filled out the online questionnaire, we found that both Agreeableness and Honesty-Humility were negatively related to subordinate perceptions of abusive supervision. Our findings contribute to our understanding of the origins of abusive supervision and hopefully stimulate future research on supervisor personality and abusive supervision.

  • CEO humility, narcissism and firm innovation: A paradox perspective on CEO traits
    Publication date: Available online 1 February 2017
    Source:The Leadership Quarterly

    Author(s): Hongyu Zhang, Amy Y. Ou, Anne S. Tsui, Hui Wang

    We examine how two seemingly contradictory yet potentially complementary CEO traits—humility and narcissism—interact to affect firm innovation. We adopt a paradox perspective and propose that individuals can have paradoxical traits and that, in particular, humility and narcissism can coexist harmoniously, especially among the Chinese, whose philosophical tradition embraces paradoxical thinking and behaving. CEOs that are both humble and narcissistic are hypothesized to be more likely to have socialized charisma, to cultivate an innovative culture, and to deliver innovative performance. Two studies using multisource data involving 63 CEOs, 328 top managers, and 645 middle managers in Study 1 and 143 CEOs and 190 top managers in Study 2 support the hypotheses and point to new directions for studying CEO traits and their effects on firm outcomes.

  • Identities under scrutiny: How women leaders navigate feeling misidentified at work
    Publication date: Available online 30 January 2017
    Source:The Leadership Quarterly

    Author(s): Alyson Meister, Amanda Sinclair, Karen A. Jehn

    The identities of women leaders can fall under intense scrutiny; they are often confronted with other’s perceptions of them—perceptions that may not be wholly accurate. Through in-depth qualitative interviews of senior women leaders working in male-dominated industries, we explore how they experience and respond to feeling misidentified (internal identity asymmetry; Meister, Jehn, & Thatcher, 2014) throughout their careers. Employing grounded theory methods, we uncover how women are likely to experience asymmetry, and discover it becomes most salient during personal and professional identity transitions. We build theory with respect to how women leaders navigate feeling misidentified, and find with time and power the experience becomes less salient. Our study draws together and contributes to both the identity and leadership literatures by exploring an important identity challenge facing women leaders in industries that are striving for a greater gender-balance in senior positions.

  • Leadership Quarterly Yearly Review: Multidisciplinary, multilevel, multisource, multiskilled and multigenerational perspectives
    Publication date: Available online 29 January 2017
    Source:The Leadership Quarterly

    Author(s): Shelley D. Dionne

  • On doing better science: From thrill of discovery to policy implications
    Publication date: Available online 28 January 2017
    Source:The Leadership Quarterly

    Author(s): John Antonakis

    In this position paper, I argue that the main purpose of research is to discover and report on phenomena in a truthful manner. Once uncovered, these phenomena can have important implications for society. The utility of research depends on whether it makes a contribution because it is original or can add to cumulative research efforts, is rigorously and reliably done, and is able to inform basic or applied research and later policy. However, five serious “diseases” stifle the production of useful research. These diseases include: significosis, an inordinate focus on statistically significant results; neophilia, an excessive appreciation for novelty; theorrhea, a mania for new theory; arigorium, a deficiency of rigor in theoretical and empirical work; and finally, disjunctivitis, a proclivity to produce large quantities of redundant, trivial, and incoherent works. I surmise that these diseases have caused immense harm to science and have cast doubt on the role of science in society. I discuss what publication gatekeepers should do to eradicate these diseases, to stimulate the undertaking of more useful and impactful research, and to provide the needed incentives to better align the interests of researchers with those of the greater good. Finally, I highlight where technical improvements are needed to enhance research quality, and call on deeper reflection, transparency, and honesty in how we do research.

  • Take it to the top: Imagined interactions with leaders elevates organizational identification
    Publication date: Available online 25 January 2017
    Source:The Leadership Quarterly

    Author(s): Rose Meleady, Richard J Crisp

    Organizational identification is an important predictor of workplace behavior. The more strongly an individual identifies with their employing organization, the more motivated they will be to behave in ways that promote its success. In this paper we develop a new approach to fostering organizational identification based on principles of mental simulation. Across seven experiments we demonstrate that imagining positive contact with an organizational leader increases identification with the organization they represent. Experiments 1A, 1B, 2A, 2B, 3A and 3B replicated the basic effect against progressively varied control conditions, utilizing both scenario and field experiments. Experiment 4 demonstrated that as a consequence of heightened organizational identification following the imagined contact task, participants reported greater intentions to engage in organizational citizenship behaviors. We conclude by discussing the potential application of this technique as a simple and effective way for organizations to foster employees’ motivation and performance.

  • Editorial: The future of The Leadership Quarterly
    Publication date: Available online 24 January 2017
    Source:The Leadership Quarterly

    Author(s): John Antonakis


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