Leadership Quarterly
Papers 1478
1 page of 148 pages (1,478 results)
Abstract Omitted variables create endogeneity and thus bias the estimation of the causal effect of measured variables on outcomes. Such measured variables are ubiquitous and include perceptions, attitudes, emotions, behaviors, and choices. Even experimental studies are not immune to the endogeneity problem. I propose a solution to this challenge: Experimentally randomized instrumental variables (ERIVs), which can correct for endogeneity bias via instrumental variable estimation. Such ERIVs can b...
1 CitationsSource
Abstract The large, positive correlation between speaking time and leader emergence is well-established. As such, some authors have argued for a “babble hypothesis” of leadership, suggesting that only the quantity of speaking, not its quality, determines leader emergence. However, previous tests of this notion may have been problematic. Some studies have asserted a causal effect of speaking time on leader emergence based on experimental studies, but have limited participant communication, access...
2 CitationsSource
#1Mark Van Vugt (VU: VU University Amsterdam)H-Index: 45
#2Christopher von Rueden (UR: University of Richmond)H-Index: 21
Abstract Evolutionary perspectives are part of any comprehensive explanation of leadership and, more generally, hierarchy formation in groups. This editorial describes contributions to a special issue on the theme of “The evolution and biology of leadership: A new synthesis”, and we reach four main conclusions. First, leadership has been a powerful force in the biological and cultural evolution of human sociality. Humans have evolved a range of cognitive and behavioral mechanisms (adaptations) t...
Abstract Investigating the evolution of leadership is important. From ultimate questions about the origins of leadership to proximate questions about its current form, an evolutionary lens clarifies what we know. However, to ensure knowledge growth is valid and reliable, scholars need to extend from an accurate assessment of the existing literature. To demonstrate my concern, I comment on Pietraszewski (in press). I question three claims, suggest opportunities for improvement, and utilize a Tinb...
#1Ryan K. Gottfredson (CSUF: California State University, Fullerton)H-Index: 12
#2Sarah Wright (Cant.: University of Canterbury)H-Index: 10
Last. Emily D. Heaphy (UMass: University of Massachusetts Amherst)H-Index: 1
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Abstract Nearly all of the scholarship in the area of leader-follower relationships hinges on one construct: Leader-Member Exchange (LMX). Given the central role of this construct in leadership and organizational studies, it is critical that LMX be clearly understood and both measured and analyzed in a valid manner. This critique identifies systemic conceptual (e.g., unclear definition and unclear nomological net), measurement (e.g., measures that do not capture LMX's theoretical foundations and...
Abstract Today's leaders are often faced with resolving paradoxes stemming from interrelated, yet contradictory demands. One example is the tension between participation and decision speed because, despite its advantages, stakeholder involvement often slows the decision-making process. Theory and research suggest that a “both-and” approach in which leaders simultaneously harmonize competing demands is associated with effectiveness. Consistent with this reasoning, we hypothesized that leaders rat...
#1C.A.J.J. Boone (University of Antwerp)H-Index: 26
#2Tine Buyl (Tilburg University)H-Index: 6
Last. Miha Sajko (University of Antwerp)H-Index: 1
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Abstract Why and when do CEOs invest in corporate social responsibility (CSR)? We theorize how CEOs' intrinsic motivations – their social values – and the incentivizing context interact to determine the utility they attach to generating collectively beneficial outcomes in decision-making, subsequently manifested in organizations' CSR investments. Based on a review of neuroscience evidence, indicating that social values are associated with distinct patterns of neural activation, we propose that t...
#1Zhengguang Liu (BNU: Beijing Normal University)
#2Shruthi Venkatesh (CMC: Claremont McKenna College)
Last. Ronald E. Riggio (CMC: Claremont McKenna College)H-Index: 39
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Abstract Previous research has established leader development as an ongoing process across the entire lifespan. Experience, especially on-the-job experience, has been increasingly acknowledged as a needed condition for leader development. From a life span developmental perspective, however, individuals are exposed to a variety of critical experiences across their life course—from preschool, childhood, through adolescence, emerging adulthood, adulthood and well into late adulthood. These time per...
#1Jost Sieweke (VU: VU University Amsterdam)H-Index: 6
#2Simone Santoni (Lond: University of London)
Abstract Endogeneity is a serious challenge for leadership research. To overcome the problem, researchers increasingly rely upon experimental designs, such as laboratory and field experiments. In this paper, we argue that natural experiments — in the form of standard natural experiments, instrumental variable, and regression discontinuity designs — offer additional opportunities to infer causal relationships. We conduct a systematic, cross-disciplinary review of 87 studies that leverage natural ...
#1Nathapon Siangchokyoo (ODU: Old Dominion University)H-Index: 1
#2Ryan Lee Klinger (ODU: Old Dominion University)H-Index: 8
Last. Emily D. Campion (ODU: Old Dominion University)H-Index: 3
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Abstract Transformational leadership theory represents a cornerstone in leadership research. Despite an impressive empirical record highlighted by both the breadth of its nomological network and magnitudes of effects, scholars raise serious construct and content validity concerns. In this article, we address a remarkable oversight in the transformational leadership literature. Few studies have assessed the theory assumption that the positive individual, group, and organizational effects of trans...
1 CitationsSource
Top fields of study
Transformational leadership
Knowledge management
Transactional leadership
Social psychology