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Leadership Process Models: A Review and Synthesis:

Published on Jul 1, 2017in Journal of Management 9.06
· DOI :10.1177/0149206316682830
Thomas Fischer1
Estimated H-index: 1
(UNIL: University of Lausanne),
Joerg Dietz19
Estimated H-index: 19
(UNIL: University of Lausanne),
John Antonakis30
Estimated H-index: 30
(UNIL: University of Lausanne)
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Abstract
In organizational research, studying “processes” is important for uncovering and understanding the underlying causal mechanisms in a predictor-mediator-outcome logic. Processes answer “how” and “why” questions and provide more complete explanations about phenomena. Our focus in this review is on studies of leadership processes, which we systematically analyze to report on the state of the science. In doing so, we present a two-dimensional target-centric taxonomy to integrate previous research: The taxonomy distinguishes the target’s level (i.e., individual follower, team, organizational, and extraorganizational) as well as the type of leadership processes that affect either the target’s development or leverage of resources. Our review indicates that the predominantly studied leadership “meta” process model looks at the effect of leader traits or behaviors on performance-related outcomes through cognitive, affective, or behavioral leveraging factors. This “meta” model points to several important and unders...
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  • References (128)
  • Citations (27)
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References128
Newest
Published on Jul 1, 2016in Organizational Research Methods 6.55
Jennifer P. Green4
Estimated H-index: 4
(GMU: George Mason University),
Scott Tonidandel21
Estimated H-index: 21
(Davidson College),
Jose M. Cortina28
Estimated H-index: 28
(GMU: George Mason University)
This study empirically examined the statistical and methodological issues raised in the reviewing process to determine what the “gatekeepers” of the literature, the reviewers and editors, really say about methodology when making decisions to accept or reject manuscripts. Three hundred and four editors’ and reviewers’ letters for 69 manuscripts submitted to the Journal of Business and Psychology were qualitatively coded using an iterative approach. Systematic coding generated 267 codes from 1,751...
Published on Jul 1, 2016in Journal of Management 9.06
Jeremy D. Meuser5
Estimated H-index: 5
(UIC: University of Illinois at Chicago),
William L. Gardner34
Estimated H-index: 34
(TTU: Texas Tech University)
+ 3 AuthorsRobert G. Lord55
Estimated H-index: 55
(Durham University)
We investigated the status of leadership theory integration by reviewing 14 years of published research (2000 through 2013) in 10 top journals (864 articles). The authors of these articles examined 49 leadership approaches/theories, and in 293 articles, 3 or more of these leadership approaches were included in their investigations. Focusing on these articles that reflected relatively extensive integration, we applied an inductive approach and used graphic network analysis as a guide for drawing ...
Published on Dec 1, 2015in Human Resource Management Review 3.63
Dov Eden33
Estimated H-index: 33
(TAU: Tel Aviv University),
Eugene F. Stone-Romero1
Estimated H-index: 1
(VT: Virginia Tech),
Hannah R. Rothstein30
Estimated H-index: 30
(Baruch College)
Abstract Mediation has to do with the transfer of causality from an independent variable to a dependent variable via a third variable called a “mediator.” Because the experimental method is the universally recognized gold standard for establishing causality, we propose that conducting two experiments, one manipulating the independent variable and another manipulating the hypothesized mediator, most rigorously tests mediation hypotheses. When there are several experiments in which the independent...
Published on Sep 1, 2015in Human Resource Management Review 3.63
Jeffery D. Houghton16
Estimated H-index: 16
(WVU: West Virginia University),
Craig L. Pearce29
Estimated H-index: 29
(MEF University)
+ 2 AuthorsGreg L. Stewart25
Estimated H-index: 25
(UI: University of Iowa)
Abstract In this paper we address an age-old expression – “sharing is caring.” We offer a model and propositions suggesting that shared leadership proactively increases group-level caring and ultimately group-level performance within organizations through two key mediating mechanisms – psychological empowerment climate and group solidarity. In addition, we identify collaborative capacity and collaborative context as two potential moderators of the relationships between shared leadership and the ...
Published on Jun 1, 2015in Leadership Quarterly 5.63
Stephen J. Zaccaro35
Estimated H-index: 35
(GMU: George Mason University),
Shane Connelly24
Estimated H-index: 24
(OU: University of Oklahoma)
+ 6 AuthorsLindsey N. Bartholomew1
Estimated H-index: 1
(GMU: George Mason University)
Abstract The relationship between cognitive capacities and retention or turnover has received scant attention in the extant literature. The few findings that have been reported show mixed to no linear effects of general mental ability on organizational continuance. In this study, we examined the association of more specific higher order cognitive capacities including complex problem solving skills and divergent thinking with officer continuance in the U.S. Army. We also tested the role of develo...
Published on Apr 10, 2015
David V. Day41
Estimated H-index: 41
(UWA: University of Western Australia),
Lisa Dragoni7
Estimated H-index: 7
(Cornell University)
Contemporary organizations face critical challenges associated with possessing and leveraging leadership capabilities. Researchers studying leadership development have responded to this practical imperative, although research on the topic is still in the early stages of scientific development. In assessing the state of the science in leadership development, we review an array of theoretical and research approaches with the goal of stimulating thoughtful intellectual discourse regarding fundament...
Published on Apr 10, 2015
Abbie J. Shipp11
Estimated H-index: 11
(A&M: Texas A&M University),
Michael S. Cole29
Estimated H-index: 29
(HSG: University of St. Gallen)
Time is an important concern in organizational science, yet we lack a systematic review of research on time within individual-level studies. Following a brief introduction, we consider conceptual ideas about time and elaborate on why temporal factors are important for micro-organizational studies. Then, in two sections—one devoted to time-related constructs and the other to the experience of time as a within-person phenomenon—we selectively review both theoretical and empirical studies. On the b...
Published on Feb 2, 2015in Academy of Management Review 10.63
Frederick P. Morgeson43
Estimated H-index: 43
(MSU: Michigan State University),
Terence R. Mitchell67
Estimated H-index: 67
(UW: University of Washington),
Dong Liu14
Estimated H-index: 14
(Georgia Institute of Technology)
Organizations are dynamic, hierarchically structured entities. Such dynamism is reflected in the emergence of significant events at every organizational level. Despite this fact, there has been relatively little discussion about how events become meaningful and come to impact organizations across space and time. We address this gap by developing event system theory, which suggests that events become salient when they are novel, disruptive, and critical (reflecting an event’s strength). Important...
Published on Feb 1, 2015in Academy of Management Journal 7.19
Murray R. Barrick43
Estimated H-index: 43
(A&M: Texas A&M University),
Gary R. Thurgood2
Estimated H-index: 2
(A&M: Texas A&M University)
+ 1 AuthorsStephen H. Courtright11
Estimated H-index: 11
(A&M: Texas A&M University)
We present a comprehensive theory of collective organizational engagement, integrating engagement theory with the resource management model. We propose that engagement can be considered an organization-level construct influenced by motivationally focused organizational practices that represent firm-level resources. Specifically, we evaluate three distinct organizational practices as resources--motivating work design, human resource management practices, and CEO transformational leadership--that ...
Published on Jan 1, 2015in Psychological Methods 8.19
Christian Dormann28
Estimated H-index: 28
,
Mark A. Griffin33
Estimated H-index: 33
(UWA: University of Western Australia)
Cross-lagged regression coefficients are frequently used to test hypotheses in panel designs. However, these coefficients have particular properties making them difficult to interpret. In particular, cross-lagged regression coefficients may vary, depending on the respective time lags between different sets of measurement occasions. This article introduces the concept of an optimal time lag. Further, it is demonstrated that optimal time lags in panel studies are related to the stabilities of the ...
Cited By27
Newest
Published on Jan 21, 2019in Personnel Psychology 6.93
Ann Chunyan Peng15
Estimated H-index: 15
(UWO: University of Western Ontario),
John Schaubroeck47
Estimated H-index: 47
(SPbU: Saint Petersburg State University)
+ 1 AuthorsYuhui Li1
Estimated H-index: 1
(RUC: Renmin University of China)
Published on Apr 1, 2019in Leadership Quarterly 5.63
Janka Stoker15
Estimated H-index: 15
,
Harry Garretsen36
Estimated H-index: 36
,
Dimitrios Soudis2
Estimated H-index: 2
(UG: University of Groningen)
This paper presents the results of a multi-level event study of the effects of the 2008 financial crisis on leadership behavior. Following assumptions from the threat-rigidity hypothesis, we expect that across firms and countries, this crisis led to an increase in directive leadership. In line with this hypothesis, we also anticipate that this change is context-specific. The impact of the 2008 financial crisis on the change in directive leadership is analyzed for over 20,000 managers in 980 orga...
Allan Lee7
Estimated H-index: 7
(University of Exeter),
Geoff Thomas13
Estimated H-index: 13
(University of Surrey)
+ 2 AuthorsAnders Friis Marstand1
Estimated H-index: 1
(Birkbeck, University of London)
In this paper, we introduce a novel construct, leader–member exchange (LMX) importance, which we position as a meta‐perception indicating whether followers view their LMX relationship as personally important or valuable to them. Based on social exchange theory, we examine the extent to which the obligation followers feel towards their leader depends jointly on the quality and the importance of the LMX relationship. We examine how LMX importance influences the process through which LMX quality af...
Published on Feb 1, 2019in Leadership Quarterly 5.63
Minyoung Cheong3
Estimated H-index: 3
(PSU: Pennsylvania State University),
Francis J. Yammarino50
Estimated H-index: 50
(SUNY: State University of New York System)
+ 2 AuthorsChou-Yu Tsai5
Estimated H-index: 5
(SUNY: State University of New York System)
Abstract Based on a review of empirical literature on empowering leadership, given incongruent and mixed results, the current work suggests reconsidering the effectiveness of empowering leadership. We propose a framework for examining the effectiveness of empowering leadership that considers: 1) feasibility of non-linear main effects of empowering leadership on work-related outcomes, 2) possibility of reverse causation between empowering leadership and work-related outcomes, 3) potential contrad...
Published on Feb 1, 2019in Human Relations 3.37
Michael W. Kramer21
Estimated H-index: 21
(OU: University of Oklahoma),
Eric Anthony Day18
Estimated H-index: 18
(OU: University of Oklahoma)
+ 2 AuthorsOlivia D. Cooper2
Estimated H-index: 2
The increased reliance on interorganizational collaborations (ICs) has created new challenges for leaders. They must attempt to apply leadership theories and behaviors developed primarily for leading within one organization or group to leading collaborations of multiple organizations and stakeholders. To provide insight into this issue, this study examines leadership behavior in an IC developing a strategic plan to promote changes to address public health and safety concerns related to substance...
Published on Feb 1, 2019in Leadership Quarterly 5.63
Philip M. Podsakoff5
Estimated H-index: 5
(College of Business Administration),
Nathan P. Podsakoff21
Estimated H-index: 21
(UA: University of Arizona)
Abstract Despite the renewed interest in the use of experimental designs in the fields of leadership and management over the past few decades, these designs are still relatively underutilized. Although there are several potential reasons for this, chief among them is misunderstanding the value of these designs. The purpose of this article is to review the role of laboratory, field, and quasi-experimental designs in management and leadership research. We first discuss the primary goals of experim...
Published on Feb 1, 2019in Leadership Quarterly 5.63
Nathan Eva5
Estimated H-index: 5
,
Mulyadi Robin2
Estimated H-index: 2
+ 2 AuthorsRobert C. Liden52
Estimated H-index: 52
(UIUC: University of Illinois at Urbana–Champaign)
Abstract Notwithstanding the proliferation of servant leadership studies with over 100 articles published in the last four years alone, a lack of coherence and clarity around the construct has impeded its theory development. We provide an integrative and comprehensive review of the 285 articles on servant leadership spanning 20 years (1998–2018), and in so doing extend the field in four different ways. First, we provide a conceptual clarity of servant leadership vis-a-vis other value-based leade...
Published on Feb 1, 2019in Leadership Quarterly 5.63
Bryan P. Acton1
Estimated H-index: 1
(VT: Virginia Tech),
Roseanne J. Foti16
Estimated H-index: 16
(VT: Virginia Tech)
+ 1 AuthorsJessica A. Gladfelter1
Estimated H-index: 1
(VT: Virginia Tech)
Abstract The study of leadership emergence has increased substantially over the past few decades. However, due to a lack of integrative theory, we believe limited advancement has been made regarding the full process of leadership emergence. To address this concern, first, we conceptualize the leadership emergence process from a complexity perspective and define emergence as a dynamic, interactive process grounded in three principles of emergent phenomena. Second, we review how previous research ...
Published on Dec 5, 2018in Small Business Economics 3.56
Morgan P. Miles26
Estimated H-index: 26
(CSU: Charles Sturt University),
Mark Morrison27
Estimated H-index: 27
(CSU: Charles Sturt University)
This study articulates the importance of an entrepreneurial method approach to leadership, relevant contextual issues, and policy implications for developing entrepreneurial ecosystems in a rural context. The entrepreneurial method is proposed as the foundations of a new leadership style to facilitate the creation and success of rural entrepreneurial ecosystems. The contextual issues that make rural entrepreneurial ecosystems unique include the critical need for entrepreneurial leadership in the...