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Leadership Quarterly
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5.63
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Published on Feb 1, 2019in Leadership Quarterly 5.63
Susan J. Ashford38
Estimated H-index: 38
(UM: University of Michigan),
Sim B. Sitkin22
Estimated H-index: 22
(Duke University)
Abstract This paper presents a dialogue between two scholars who have come to contribute to the leadership literature rather late in their careers and, as such, embody a combined insider/outsider perspective. From this perspective, they raise and discuss various observations about the current state of the leadership literature and where that literature might profitably go in the future. The hope is that this dialogue will stimulate other dialogues and, ultimately, foster progress in the leadersh...
Published in Leadership Quarterly 5.63
Alaa Mansour Zalata3
Estimated H-index: 3
(University of Southampton),
Collins G. Ntim17
Estimated H-index: 17
(University of Southampton)
+ -3 AuthorsHany Elzahar (Arab Open University)
Abstract Going beyond the mere participation of female directors within boardrooms, we investigate which of the two major boards of directors' roles (advisory versus monitoring) is best played by female directors in order to make a difference to shareholders. More specifically, we investigate the impact that advisory and monitoring female directors have on managerial opportunism with a specific focus on earnings management. Using sample of US firms, we find evidence suggesting that female direct...
Published on Apr 1, 2019in Leadership Quarterly 5.63
Minya Xu6
Estimated H-index: 6
(PKU: Peking University),
Xin Qin6
Estimated H-index: 6
(SYSU: Sun Yat-sen University)
+ 1 AuthorsMarco S. DiRenzo8
Estimated H-index: 8
(NPS: Naval Postgraduate School)
Abstract Building on person-supervisor fit and signaling theory, this study explores the joint effects (i.e., congruence) of supervisor and subordinate proactive personality on subordinate voice behavior through subordinate perceived psychological safety. We examined our hypotheses using cross-level polynomial regressions and response surface analyses. The results indicated that supervisor-subordinate congruence in proactive personality led to higher levels of subordinate perceived psychological...
Published on Jun 1, 2019in Leadership Quarterly 5.63
Brian R. Spisak9
Estimated H-index: 9
(University of Otago),
Paul A. van der Laken (Tilburg University), Brian M. Doornenbal (VU: VU University Amsterdam)
Abstract Using self-report personality data and 360-degree performance evaluations of 973 managers across various contexts, we investigated the leader trait paradigm using a range of machine learning methods. We found that a relatively simple linear ordinary least squares model incorporating direct effects of traits and context performed equally as well as our best performing complex machine learning alternatives (e.g., lasso and random forests) at predicting leader effectiveness under low-dimen...
Published on Jun 1, 2019in Leadership Quarterly 5.63
Hao Zhao10
Estimated H-index: 10
(RPI: Rensselaer Polytechnic Institute),
Chaoping Li (RUC: Renmin University of China)
Abstract Narrative literature reviews can be subjective, laborious, and difficult to replicate. To minimize human inputs and increase transparency, we generated a thematic scheme of leadership topics, and used software tools to code and organize 2115 leadership articles authored by 3190 authors and published in 10 academic journals from 1990 to 2017. We visually present the empirically-grounded taxonomies of 56 popular research topics and the collaboration network of 160 productive leadership sc...
Published in Leadership Quarterly 5.63
Shih-Chi Chiu2
Estimated H-index: 2
(UH: University of Houston),
Judith L. Walls9
Estimated H-index: 9
(HSG: University of St. Gallen)
Abstract Change in strategic leadership has important implications for corporate social performance (CSP) and sustainability. As new CEOs have a strong incentive to attend to a broad set of stakeholders to build their trust and reputation within the firm, our study draws on stakeholder salience theory to examine a boundary condition, the presence of financial distress, that might challenge a new CEO's ability to perform such a task. We examine the differential impacts between externally recruite...
Published on Apr 1, 2019in Leadership Quarterly 5.63
Mats Alvesson67
Estimated H-index: 67
,
Katja Einola1
Estimated H-index: 1
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 measuremen...
Published on Jul 1, 2019in Leadership Quarterly 5.63
Stephanie M. Rizio1
Estimated H-index: 1
(VU: Victoria University, Australia),
Ahmed Skali (RMIT: RMIT University)
Abstract Supposedly well-intentioned dictators are often cited as drivers of economic growth. We examine this claim in a panel of 133 countries from 1858 to 2010. Using annual data on economic growth, political regimes, and political leaders, we document a robust asymmetric pattern: growth-positive autocrats (autocrats whose countries experience larger-than-average growth) are found only as frequently as would be predicted by chance. In contrast, growth-negative autocrats are found significantly...
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