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��ࡱ�>�� r��bjbjqq2�ee�u ��8��,�unl��m�m�m�m�m�m�m$�o��r:�m9��m��4/n��m��m��v�x@,��^��men0un��rvr�r��0�r�k��m�m�bun��r��: the leadership quarterly volume 23, issue 3, june 2012 1. title: relational commitments in employee�supervisor dyads and employee job performance authors: guylaine landry; christian vandenberghe abstract: we investigated employee commitment to the supervisor and supervisor commitment to the employee within employee�supervisor dyads. we examined the relationships among four commitment mindsets (affective, normative, continuance-sacrifices, and continuance-alternatives) across members of the dyads and their relationships to employee job performance. using a sample of 300 employee�supervisor dyads from health care organizations, hlm analyses revealed that supervisor positive commitments (i.e., affective, normative, continuance-sacrifices) generally related significantly to employee positive commitments. moreover, supervisor commitment moderated the relationship of employee affective commitment to job performance, such that when supervisor affective, normative, and continuance-sacrifices commitments were high, the relationship between employee affective commitment and performance was weaker. we discuss the implications of these findings for the understanding of employee�supervisor relationships. 2. title: civic capacity: building on transformational leadership to explain successful integrative public leadership authors: peter y.t. sun; marc h. anderson abstract: an emerging stream of work has been investigating the leadership processes necessary to guide public multi-sector collaborations. this stream of work argues that new leadership theory about integrative public leadership is needed because the context is different from that traditionally investigated by leadership researchers. in this paper, we advance the study of integrative public leadership by arguing that transformational leadership theory does apply to multi-sector collaborations, but needs to be augmented with an additional construct called �civic capacity.� we elaborate on this construct and suggest that it consists of three components: civic drive, civic connections, and civic pragmatism. 3. title: the effects of crisis, cynicism about change, and value congruence on perceptions of authentic leadership and attributed charisma in the 2008 presidential election authors: ethlyn a. williams; rajnandini pillai; bryan deptula; kevin b. lowe abstract: the current study examines leadership in the context of the 2008 presidential election. longitudinal data were collected across three regions of the united states to yield 414 responses. perceptions of crisis were positively related to attributed charisma but not perceptions of authentic leadership. value congruence moderated the relationship between cynicism and attributed charisma for obama (but not for mccain) and between cynicism and perceptions of authentic leadership for mccain (but not for obama). attributed charisma was found to have augmenting effects over authenticity in predicting voting behavior. the contributions made to the charismatic, authentic, and crisis leadership literatures are discussed and directions for future research presented. 4. title: embedded leadership: how do a leader's superiors impact middle-management performance? authors: jay j. caughron; michael d. mumford abstract: this study uses a low-fidelity simulation to test the effect superiors can have on the leadership style and cognition of their subordinates who also are leaders. these leaders within the organization, often referred to as middle managers, occupy an important, albeit overlooked position within an organization. in order to emphasize the leadership that occurs at the middle levels of management the term �embedded leader� is used. using a sample of 224 undergraduates, three variables were manipulated to examine their effects on participant sensemaking, confidence, and participative leadership. the variables manipulated were the severity of individual level consequences (high vs. low), the severity of organizational consequences (high vs. low), and the superior's motivational strategy (coercive vs. supportive vs. passive style). it was found that a leader's superior can influence their leadership behaviors in a complex manner. participant sensemaking was higher when their superior emphasized low levels of individual (or personal) consequences. participative leadership was higher when the supervisor framed organizational level consequences as being high. findings for participant confidence were complex, but generally suggest that one's superiors can promote or hinder confidence in a variety of situations. 5. title: relative leader�member exchange, negative affectivity and social identification: a moderated-mediation examination authors: herman h.m. tse; neal m. ashkanasy; marie t. dasborough abstract: we argue that leader�member exchange (lmx) standing relative to the lmx relationships of other coworkers (rlmx) in workgroups may influence employees' job performance. based on social comparison and social identity theories, we develop a moderated-mediation model of the psychological processes linking rlmx and job performance, and test it on a sample of 252 employees and 42 managers working in two large banks. results of hierarchical regression analyses provide support for the model. we found that rlmx was positively related to social identification after controlling for perceptions of lmx; and also that social identification mediated the relationship between rlmx and job performance. we found further that negative affectivity moderated the relationship between rlmx and social identification which, in turn, also mediated the interactive effect on job performance. 6. title: the value of virtue in the upper echelons: a multisource examination of executive character strengths and performance authors: john j. sosik; william a. gentry; jae uk chun abstract: previous research on upper echelon (i.e., top-level) executives has focused on how character flaws or lapses in ethical judgment lead to detrimental outcomes. research is lacking that specifically examines whether character strengths that are reflected in the behaviors of top-level executives are related to positive outcomes. therefore, this study examined behavioral manifestations of the character strengths of integrity, bravery, perspective, and social intelligence as influences on executive performance in the context of top-level executive leadership of for-profit and not-for profit organizations. using matched-report data from 191 top-level, u.s. executives' direct reports and bosses and board members, this study found positive relationships between direct reports' ratings of executive integrity, bravery, and social intelligence and bosses' and board members' ratings of executive performance. these character strengths each accounted for variance in executive performance above and beyond direct reports' ratings of executives' developing and empowering behaviors and other control variables. among the character strengths examined, integrity was found to have the most contribution in explaining variance in executive performance via relative weight analysis. the theoretical and practical implications of these findings are discussed. 7. title: does shared and differentiated transformational leadership predict followers' working conditions and well-being? authors: karina nielsen; kevin daniels abstract: transformational leadership has been widely researched and is associated with followers' performance, attitudes, and subjective well-being at the individual level. less research has focused on transformational leadership as a group phenomenon. in a survey study (425 followers and 56 leaders), we examined how group-level and differentiated transformational leadership shape followers' perceptions of their working conditions and individual subjective well-being. there was stronger evidence that differentiated transformational leadership's relationships with indicators of well-being was mediated by perceptions of working conditions, in that 10 out of 20 tests for mediation using differentiated transformational leadership were significant, compared to just three out of 20 for group-level transformational leadership. the results suggest that transformational leadership needs to be studied as a group phenomenon considering how group-level perceptions may impact on followers' well-being and that leaders need to realize that there is an �i� in groups and addition to a �we� in groups. 8. title: women's political leadership participation around the world: an institutional analysis authors: amanda bullough; k. galen kroeck; william newburry; sumit k. kundu; kevin b. lowe abstract: understanding institutional systems is critical for the advancement of women's participation in leadership in varying contexts. a unique and global analysis of the contextual factors that affect women in political leadership, this paper extends prior research in the field. this is a cross-country study where we ask, �how are societal-level institutional forces related to women's participation in political leadership?� we collected data from 8 secondary sources on 181 countries and conducted linear regression analyses with six institutional influences: the business environment, societal development, the economic environment, physical and technological infrastructure, political freedom, and culture. results indicate that to increase the political leadership participation of women, we need to evaluate the following: customs and trade regulations, graft, the gender gap in political empowerment, public spending on education, the economic viability of the country, access to power and the internet, political freedom, and cultural variables like performance orientation, collectivism, and power distance. 9. title: perceptions of and reactions to leader toxicity: do leader�follower relationships and identification with victim matter? authors: kathie l. pelletier abstract: this experimental study examined the influence of leader�follower relationships (i.e., lmx) and target salience on perceptions of leader toxicity and intentions to challenge the leader. there are no studies that evaluate the effect of leader�follower relationships on these two variables. participants (n = 298) with work experience viewed a video of a leader acting in a destructive manner toward a target. as predicted, lmx out-group participants perceived the leader to be toxic to a greater extent than participants with favored status, and indicated greater intent to challenge the leader. with regard to target salience, the results also showed that observers perceived the leader to be toxic to a greater extent when the leader was targeting someone in their lmx grouping, but there were no significant differences in challenging intentions based on the target's lmx status. implications for leaders, followers, and organizations are discussed. 10. title: strategies for leader cognition: viewing the glass �half full� and �half empty� authors: alison l. antes; michael d. mumford abstract: leader cognition proves to be central to organizational functioning as leaders generate solutions and provide direction when organizations encounter problems. this study examined the effects of utilizing different general thinking strategies for thinking through organizational problems on the formation of problem solutions and statements articulating a future vision. specifically, the effects of focusing on the positive, the negative, or balancing positivity and negativity were examined regarding their influence on the quality, originality, and elegance of solutions and the viability of vision statements. participants were asked to assume the role of a leader in an educational technology firm and provide a solution and vision statement to address the firm's challenges. the results revealed that a positivity strategy � thinking about positive outcomes and means for attaining success � resulted in lower quality solutions and less viable visions than a balanced positive�negative strategy�either thinking about negative outcomes and means for attaining success or positive outcomes and means for avoiding failure. solution originality, however, was moderated by attribution of responsibility such that thinking about negative outcomes and avoiding failure resulted in more original solutions when responsibility for the conditions confronting the firm could be attributed externally rather than internally. the implications of these findings for understanding leader cognition and performance are discussed. 11. title: effects of leader intelligence, personality and emotional intelligence on transformational leadership and managerial performance authors: flavia cavazotte; valter moreno; mateus hickmann abstract: this study investigates the effects of intelligence, personality traits and emotional intelligence on transformational leadership and the effective performance of leaders in the organizational context. data were collected from 134 midlevel managers from a large brazilian company that operates in the energy sector. our findings suggest that leadership effectiveness, as measured by the achievement of organizational outcomes, is a direct function of a leader's transformational behaviors, and is an indirect function of individual differences (experience, intelligence and conscientiousness) that work through transformational behaviors. a negative effect of neuroticism on leadership effectiveness was also observed. in addition, while emotional intelligence seemed to be statistically related to transformational leadership if considered in isolation, when ability and personality were controlled for, the effect became non-significant. we discuss implications for theory, research and practice. 12. title: leader�member exchange (lmx), job autonomy, and creative work involvement authors: judith volmer; daniel spurk; cornelia niessen abstract: researchers have claimed that high quality of supervisor�employee relationships (i.e., leader�member exchange; lmx) fosters creativity at work. moreover, researchers have acknowledged that this relationship is not clear-cut but rather complex. the present study focused on the moderating role of job autonomy in the lmx-creative work involvement relationship. longitudinal field survey data (n = 144) collected in a high-technology firm revealed a positive association between lmx and creative work involvement and confirmed our assumptions on the moderating role of job autonomy. the positive relationship between lmx and creative work involvement was stronger when employees experienced greater job autonomy. our findings point to the importance of considering the interplay of both, the leader�member relationship and job design issues for increasing employees' creative work involvement. 13. title: working under a committed boss: a test of the relationship between supervisors' and subordinates' affective commitment authors: raymond loi; jennifer y.m. lai; long w. lam abstract: based on the existing social influence literature, we predict that a supervisor's affective commitment to the organization may influence his or her subordinates' level of affective commitment, which subsequently affects their task performance and extra-role behavior. we further propose that the relationship between supervisors' and subordinates' affective commitment is moderated by subordinate individual power distance orientation. the results support our hypotheses using a sample of 111 full-time employees in macau. we found positive relationships between supervisors' and subordinates' affective commitment, and between subordinates' affective commitment and their task and extra-role performance. consistent with our prediction, the relationship between supervisors' and subordinates' affective commitment was stronger among subordinates possessing low power distance orientation. 14. title: a follower-centric approach to the vision integration process authors: jeffrey c. kohles; michelle c. bligh; melissa k. carsten abstract: leaders increasingly understand the importance of involving followers in the vision implementation process. viewing vision as a guiding framework that may or may not be adopted by followers throughout the organization, we test a model of the leader�follower communication processes involved in linking vision with follower work behaviors and decisions. using a cross-sectional research design, we examine the basic relationships in a hypothesized model of the vision integration process. employees from a health maintenance organization (hmo) (n = 340) completed surveys concerning leader�follower communication, perceptions of the company's vision, and its integration into their work behaviors. not surprisingly, leader�follower communication regarding vision is crucial. more importantly, how the vision is understood and integrated by followers into work behaviors and decisions significantly predicts commitment, job satisfaction, and supervisory ratings of performance. based on these findings, a more follower-centered conceptualization of vision is offered. 15. title: when opposites do (and do not) attract: interplay of leader and follower self-identities and its consequences for leader�member exchange authors: erin m. jackson; russell e. johnson abstract: employees' self-identities, or the ways in which they define themselves relative to others, have implications for the quality of leader and follower relationships at work. although self-identity has been examined within the context of transformational and charismatic leadership, its relevance for leader�member exchange (lmx) has received little attention. in this study we integrate lmx and self-identity theories. doing so proved useful because it was found that leader and follower identities predicted lmx quality, as did the fit between leader and follower identities and interactions among fit at different self-identity levels. lmx quality fully mediated relationships of self-identity fit with job performance, regardless of whether lmx was reported by subordinates or their supervisors. lastly, we also found that self-identity predicted lmx agreement across supervisors and subordinates. implications of our findings for theory and practice are discussed. 16. title: the relationship between authentic leadership and follower job performance: the mediating role of follower positivity in extreme contexts authors: suzanne j. peterson; fred o. walumbwa; bruce j. avolio; sean t. hannah abstract: although theory suggests a link between authentic leadership style and follower positivity and performance, little empirical research exists to confirm this notion. given that scholars have suggested that leadership studies have generally failed to adequately address or include organizational context in prior research, we examine whether two measures of follower positivity�positive emotions and psychological capital�mediate the relationship between authentic leadership and follower job performance in two potentially extreme contexts (i.e., a police and military organization). after first explaining why extreme contexts provide a setting whereby authentic leaders play a more direct role in impacting the positivity of followers, we test several hypotheses. results of two studies indicated that the frequency of authentic leadership behavior exhibited by leaders was positively related to followers' job performance, and this relationship was partially mediated through followers' positive emotions (study 1) and fully mediated through leaders' influence on followers' psychological capital (study 2). 17. title: leadership and emotion management for complex tasks: different emotions, different strategies authors: chase e. thiel; shane connelly; jennifer a. griffith abstract: emotions in the workplace influence a number of critical cognitive tasks including information processing and decision-making. moreover, the effect of emotion on these operations is often emotion-specific. given these unique effects, leaders may need to learn how to manage subordinates' discrete emotions, and not just general affect. this laboratory experiment examined the effects of leaders suggesting different regulation strategies after subordinates experienced anger or pessimism. effects of these emotions under different leader-facilitated regulation strategies were evaluated with respect to planning, a critical organizational task, and perceptions of leader effectiveness. results demonstrated that the type of leader-facilitated regulation strategy moderates the relationships of anger and pessimism to planning. the findings imply that leaders should understand the differential effects of discrete emotions, and be prepared to help subordinates manage emotions accordingly. 18. title: a team level investigation of the relationship between leader�member exchange (lmx) differentiation, and commitment and performance authors: pascale m. le blanc; vicente gonz�lez-rom� abstract: although the differential treatment of team members by their leader is at the heart of leader�member exchange (lmx) theory, empirical studies exploring the role of within-team lmx differentiation in relation to team outcomes are still relatively scarce. this study among 269 dutch secondary school teachers from 33 different teams tested the hypotheses that the relationship between lmx differentiation and team commitment, and team performance is moderated by lmx-quality median. moreover, we hypothesized that team members' perceived dissimilarity regarding work values and orientations would be positively related to within-team lmx differentiation. teachers completed questionnaires on lmx-quality, dissimilarity, and team commitment, whereas team performance was rated by school principals. results indeed showed that lmx differentiation is positively related to both outcome variables in teams with a low lmx-quality median only. as expected, more perceived dissimilarity between team members was related to more within-team variability in lmx-scores. these results contribute to knowledge on hypothetical antecedents and consequences of lmx differentiation at the team level. 19. title: the face of leadership: perceiving leaders from facial expression authors: savvas trichas; birgit schyns abstract: the aim of the two studies presented here was to add to our knowledge about the contribution of facial expression to the perception of leadership. we assessed participants' prototypes of leadership. in addition, participants were shown pictures of different facial expressions. first impressions of leadership from the facial expressions were compared to the participants' prototypes. the results indicate that the participants used all available information, including facial appearance, expression, context of communication, appropriateness, and authenticity of expression to form complex prototypes. when the facial expressions in the studies matched the participants' prototypes, first impressions of leadership were higher. therefore, understanding what is inside the perceiver's mind is significant for understanding leadership perceptions. on the basis of these two studies, we recommend that leaders should be aware of the influence their facial expressions have on their followers' perception of their leader-likeness. 20. title: the relative impact of complementary leader behaviors: which matter most? authors: ronald f. piccolo; joyce e. bono; kathrin heinitz; jens rowold; emily duehr; timothy a. judge abstract: despite conceptual overlap between the transformational�transactional model of leadership and the ohio state two-factor model (i.e., consideration and initiating structure), no systematic research examines correspondence among these behaviors or estimates their relative validities across a common set of outcomes. the current studies a) examine the factor structure of five key dimensions of these two models (transformational, contingent reward, laissez faire, initiating structure, and consideration) and b) estimate relative validities with respect to two organizational outcomes: employee job satisfaction and perceptions of leadership effectiveness. although results of a meta-analysis show that transformational leadership is significantly related to both consideration (� = .74) and initiating structure (� = .50), results of two primary studies provide support for the independence of these leadership dimensions. moreover, dominance analyses (budescu, 1993) reveal that consideration and transformational leadership are the most important predictors of employee job satisfaction and ratings of leadership effectiveness, and each had incremental validity when controlling for the effects of the other. overall, results suggest that dimensions from both models are important predictors of employee outcomes. 21. title: do transformational ceos always make the difference? the role of tmt feedback seeking behavior authors: janka i. stoker; hanneke grutterink; nanja j. kolk abstract: in the present paper, we raise the question whether ceo transformational leadership invariably makes a difference for team performance and change effectiveness. since in general, ceos are surrounded by a team of highly influential top managers, we argue that the effectiveness of ceo transformational leadership is contingent on the feedback seeking behavior of their top management team (tmt). data from 38 tmts and their ceos demonstrated that transformational leadership was positively related to both tmt performance and effectiveness of organizational change, but only when the tmt engaged in low levels of feedback seeking behavior. as predicted, there was no relationship between ceo transformational leadership and performance and change effectiveness for teams exhibiting high levels of feedback seeking behavior. these findings suggest that for high-feedback seeking tmts, organizational results can be achieved without a transformational ceo. 22. title: only human: exploring the nature of weakness in authentic leadership authors: margaret diddams; glenna c. chang abstract: while the construct of authentic leadership includes the nondefensive recognition of weaknesses as well as strengths, scholars rarely hypothesize the role weaknesses play in strengthening authenticity and the effectiveness of authentic leaders. we begin by exploring possible unintended consequences of an overly positive strength based view of authentic leadership. we then propose that there are weaknesses associated with cognitive abilities, motivation, social cognition and group dynamics that spring from the need to belong that are part and parcel of human nature such that their integration into one's sense of authenticity not only enhances the authentic leadership attributes of self-awareness, balanced processing, moral indentify and relational transparency but also benefits those who are led. we end with suggestions for future research on these attributes supplementing existing measures of authentic leadership with the use of implicit measures, promising assessment instruments and idiographic techniques. 23. title: a multi-level analysis of leader�member exchange and creative performance in research groups authors: l. olsson; s. hemlin; a. pousette abstract: we investigated the effects of lmx in leader and member ratings on leader and member creative performance among 137 leader�member dyads in academic and commercial r&d groups. by using the sub-dimensions of lmx-mdm (affect, loyalty, contribution, and professional respect) we wanted to show which dimensions of the leader�member relationship that is beneficial to creative performance. analyses were conducted with consideration to nesting and dependencies occurring in the data. findings indicated that certain sub-dimensions of exchanges between leaders and followers are substantive for creative performance in either positive or negative ways, depending on academic and commercial setting. lmx sub-dimensions were also differently related to creative performance depending on leaders' or members' perspective. the mixed results of this study indicate that lmx theory needs further analysis from a multidimensional, multitarget, and multilevel perspective. 24. title: does valuing androgyny and femininity lead to a female advantage? the relationship between gender-role, transformational leadership and identification authors: ronit kark; ronit waismel-manor; boas shamir abstract: the notion of �think manager�think male� has been demonstrated in many studies. the current study examines whether leaders are perceived as more effective when they have �feminine�, �masculine� or �androgynous� characteristics, and how this relates to the leader's and followers' sex. using carefully matched samples of 930 employees of 76 bank managers, we studied the relationship between managers' gender-role identity (perceived �femininity�, �masculinity� and �androgyny�) and how this relates to leadership effectiveness in terms of transformational leadership and personal identification with the leader. our findings show that among both male and female leaders, �androgyny� was more strongly related to transformational leadership and followers' identification than �non-androgyny�, and that leaders' �femininity� was more strongly related to leadership effectiveness than �masculinity�. furthermore, the results show that women paid a higher penalty for not being perceived as �androgynous� (mixing �femininity� and �masculinity�), in comparison to men with regard to personal identification. when examining same- versus cross-sex relationship "* -14678:c��ʹʨʨ��tl_qc6qhj�5�ojqj^jo(h>p�h>p�5�ojqj^jh�"�hu<�5�ojqj^jh�ud5�ojqj^jo(h�"�h�"�o(&h�"�h�"�5�cjojqj^jajo( h�ec5�cjojqj^jajo(h 2e5�cjojqj^jaj 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