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��ࡱ�>�� su����r��������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������� �r��5bjbj����2j�����- ������������������8;<wjbl���������a�a�a�a�a�a�a$�c�xfh�a�������a����4b����������a���a�������� �u��i^��ab0jb��f�j�f���e�f��_0���������a�a1����jb�������������������������������������������������������������������������f���������� �: the leadership quarterly volume 21, issue 6, dec 2010 1. title: scholarly leadership of the study of leadership: a review of the leadership quarterly's second decade, 2000�2009 authors: william l. gardner, kevin b. lowe, todd w. moss, kevin t. mahoney, claudia c. cogliser abstract: in a reprise of lowe and gardner's (2000) review of the leadership quarterly's (lq) first decade as a premier outlet for scholarly leadership research, we review 353 articles published in lq during its second decade. multiple methods were employed to prepare this review, including: interviews with the journal's current senior editor and associate editors; an assessment of lq's impact, reputation, and most cited articles through citation analyses; a content analysis of article type (theory, empirical, and methods), contributors (e.g., discipline, nationality, and institutional affiliation), theoretical foundations, research strategies, sample location/type, data collection methods, and analytical procedures; survey and follow-up focus groups conducted with lq editorial review board members; and qualitative analyses to assess the prevalent themes, contributions, and trends reflected in lq during its second decade. drawing from these sources, we describe anticipated directions for future research. 2. title: developments in implicit leadership theory and cognitive science: applications to improving measurement and understanding alternatives to hierarchical leadership authors: sara j. shondrick, jessica e. dinh, robert g. lord abstract: after reviewing key findings regarding leadership categorization theory, we develop new perspectives regarding the design of behavioral measures of leadership and the implications of shared leadership and complex adaptive leadership conceptualizations of leadership. in particular, by applying recent developments in cognitive science, we explain how an understanding of symbolic, connectionist, and embodied representations of knowledge can benefit behavioral measures of leadership. additionally, we address some practical issues associated with the measurement of leadership and argue that ratings which tap episodic memory at the event level may be more meaningful than ratings based on semantic memory. finally, we discuss how notions of shared leadership and of leaders as catalysts for complexity can create unique complications for leadership perceptions, coordinated behavior within a group, and the measurement of leadership. 3. title: leadership, affect and emotions: a state of the science review authors: janaki gooty, shane connelly, jennifer griffith, alka gupta abstract: this paper presents a selective, qualitative review of affect, emotions, and emotional competencies in leadership theory and research published in ten management and organizational psychology journals, book chapters and special issues of journals from 1990 to 2010. three distinct themes emerged from this review: (1) leader affect, follower affect and outcomes, (2) discrete emotions and leadership, and (3) emotional competencies and leadership. within each of these themes, we examine theory (construct definition and theoretical foundation) and methods (design, measurement and context) and summarize key findings. our findings indicate that the study of affect and emotions in leadership fares well with regard to construct definitions across the first two themes, but not in the last theme above. design and measurement issues across all three themes are a little less advanced. one serious gap is in a lack of focus on levels-of-analysis theoretically and methodologically. our review concludes with recommendations for future theoretical and empirical work in this area. 4. title: self�other rating agreement in leadership: a review authors: john w. fleenor, james w. smither, leanne e. atwater, phillip w. braddy, rachel e. sturm abstract: this paper reviews the theoretical and empirical literature on self�other rating agreement (soa) related to leadership in the workplace, focusing primarily on research published between 1997 (the year of atwater & yammarino's seminal paper on soa) and the present. much of the current interest in soa derives from its purported relationships with self-awareness and leader effectiveness. the literature, however, has used a variety of metrics to assess soa, resulting in discrepancies between findings across studies. as multi-rater (360-degree; multisource) feedback instruments continue to be widely used as a measure of leadership in organizations, it is important that we more clearly understand the relationships between soa and its predictors and outcomes. to this end, in this article, we review (a) models of agreement, (b) factors affecting self-ratings and the congruence between self�others' ratings, (c) factors affecting others' ratings, (d) correlates of agreement, and (e) measurement issues and data analytic techniques. we conclude with discussions of practitioner issues and directions for future research. 5. title: the role of leadership in shared mental model convergence and team performance improvement: an agent-based computational model authors: shelley d. dionne, hiroki sayama, chanyu hao, benjamin james bush abstract: research in shared mental models has immeasurably aided our understanding of effective teamwork and taskwork. however, little research has focused on the role that leaders play, if any, in influencing, developing and/or fostering shared mental models and thereby improving team performance. we developed an agent-based computational model based on mccomb's theory of three-phase mental model development, where agents repeatedly share individual opinions (orientation phase), evaluate and respond to the opinions expressed by others (differentiation phase), and modify their understanding of the team based on the responses (integration phase). leadership and team properties are represented in three experimental parameters: social network structure, heterogeneity of agents' domains of expertise, and level of their mutual interest. participative leadership is represented by a fully connected network, while leader�member exchange (lmx) is represented by a fully connected network of in-group members and several out-group members connected only to the leader. our simulation results show that, in general, participative leadership promotes mental model convergence better than lmx. in the meantime, the team performance improvement is achieved by participative leadership only when members have both heterogeneous domains of expertise and strong mutual interest. in all other conditions, participative leadership causes the worst degradation of team performance through team development processes, while lmx is the best to minimize such team degradation. implications and suggestions for future research are provided. 6. title: turf disputes within federal systems: leadership amidst enforceable checks and balances authors: kenneth d. mackenzie abstract: organizational leadership is a complex set of interdependent processes that occur within specific contexts. this article explores the case of leadership within a federal system where the members have legally enforceable powers, they operate within a system of checks and balances, there is no single �boss,� and the goal is not solely efficiency. federal systems provide alternative mechanisms for managing change and organizational leadership. terms are defined to derive a model of turf disputes. this model is applied to the historical case of the �turf war� between a u.s. president, franklin d. roosevelt, and the u.s. senate over his 1937 attempt to �pack� the u.s. supreme court. this leads to a more general discussion of turf disputes and their occurrence. they are manifestations of underlying, unresolved authority-task gaps which become virtual-like organizational arrangements. the lampe (leadership, authority, management, power, and environments) theory of organizational leadership appears to be appropriate for analyzing organizational leadership in federal systems. 7. title: leadership across levels: levels of leaders and their levels of impact authors: leslie a. dechurch, nathan j. hiller, toshio murase, daniel doty, eduardo salas abstract: this article assesses 25�years of empirical leadership research in 11 top journals with the goal of understanding current practice and future needs for drawing solid conclusions about leadership at different hierarchical levels of the organization, as well as leadership�s effects on individuals, teams, units and organizations. we summarize the hierarchical level of leader and outcome level of analysis studied in different theoretical perspectives on leadership (traits, behavioral, transformational, lmx, strategic, shared) and by journal outlet. among our findings, we observe that significantly less attention has been devoted to team- and unit-level emergent processes and outcomes, despite its conceptual relevance for leadership theory and practice. four critical opportunities for advancing leadership science are presented. 8. title: on making causal claims: a review and recommendations authors: john antonakis, samuel bendahan, philippe jacquart, rafael lalive abstract: social scientists often estimate models from correlational data, where the independent variable has not been exogenously manipulated; they also make implicit or explicit causal claims based on these models. when can these claims be made? we answer this question by first discussing design and estimation conditions under which model estimates can be interpreted, using the randomized experiment as the gold standard. we show how endogeneity � which includes omitted variables, omitted selection, simultaneity, common-method variance, and measurement error � renders estimates causally uninterpretable. second, we present methods that allow researchers to test causal claims in situations where randomization is not possible or when causal interpretation could be confounded; these methods include fixed-effects panel, sample selection, instrumental variable, regression discontinuity, and difference-in-differences models. third, we take stock of the methodological rigor with which causal claims are being made in a social sciences discipline by reviewing a representative sample of 110 articles on leadership published in the previous 10�years in top-tier journals. our key finding is that researchers fail to address at least 66% and up to 90% of design and estimation conditions that make causal claims invalid. we conclude by offering 10 suggestions on how to improve non-experimental research. 9. title: leadership, levels of analysis, and d�j� vu: modest proposals for taxonomy and cladistics coupled with replication and visualization authors: steven e. markham abstract: in the inaugural issue of lq's yearly review of leadership, hunt and dodge (2000, p. 442) note that, �within the last two decades, one of the crucial developments in organizational research in general, and in leadership research specifically, is the articulation of specific levels of analysis and their implications for theory building, measurement, and observation.� their original observations are updated by extending the inferential logic of yammarino, dionne, chun and dansereau (2005) to determine if any increase in the utilization of a level of analysis perspective has occurred in the last five years. the possible evolution of leadership theory and analysis is discussed, especially with reference to relational leadership theory, leader�member exchange, and individualized dyadic theory. proposals incorporating taxonomic and visualization tools as a means to help bridge the stakeholder gap are also offered.      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