“The Late Leader”: Influence of Political Leader’s Death on Their Evaluation

2020 ◽  
pp. 1-17
Author(s):  
Milena Drzewiecka ◽  
Wojciech Cwalina
Keyword(s):  
Leader Influence

Relative Importance of Leader Influences for Subordinates’ Proactive Behaviors, Prosocial Behaviors, and Task Performance

2014 ◽  
Vol 13 (2) ◽  
pp. 70-86 ◽  
Author(s):  
Dan S. Chiaburu ◽  
Troy A. Smith ◽  
Jiexin Wang ◽  
Ryan D. Zimmerman
Keyword(s):  
Task Performance ◽  
Transformational Change ◽  
Future Research ◽  
Contingent Reward ◽  
Work Effectiveness ◽  
Leader Influence ◽  
Member Exchange ◽  
Proactive Behaviors ◽  
Reported Data ◽  
Transactional Leader

We meta-analytically examine the relationships between three forms of leader influence, contingent reward (transactional), leader-member exchange (LMX; relational), and transformational (change-oriented) on subordinates’ proactive behaviors. Using non-self-reported data from a combined sample of more than 9,000 employees, we confirm positive relationships between leader influences and employee proactive outcomes. We examine the extent to which one leadership influence is stronger than the others in promoting subordinate proactivity. By combining our new meta-analytic data with existing meta-analytic correlations, we further investigate the extent to which various leadership predictors are differentially related to proactive and prosocial contextual performance, and to task performance. For all outcomes, there are only minimal differences between the contingent reward, LMX, and transformational leadership predictors. Using our results, we propose future research directions for the relationship between leader influences and subordinate work effectiveness.

Influential individuals: Approach to modeling

2018 ◽  
pp. 114-131
Author(s):  
O. Yu. Bondarenko
Keyword(s):  
Social Interactions ◽  
Social Status ◽  
Experimental Approach ◽  
Expert Knowledge ◽  
Formal Models ◽  
Leader Influence ◽  
Learning Game ◽  
Game Theoretic ◽  
Asymmetric Interactions ◽  
Influential Individuals

his article explores theoretical and experimental approach to modeling social interactions. Communication and exchange of information with other people affect individual’s behavior in numerous areas. Generally, such influence is exerted by leaders, outstanding individuals who have a higher social status or expert knowledge. Social interactions are analyzed in the models of social learning, game theoretic models, conformity models, etc. However, there is a lack of formal models of asymmetric interactions. Such models could help elicit certain qualities characterizing higher social status and perception of status by other individuals, find the presence of leader influence and analyze its mechanism.

LEADER INFLUENCE IN THE ASSESSMENT OF PERFORMANCE

1980 ◽  
Vol 33 (2) ◽  
pp. 389-401 ◽  
Author(s):  
RICHARD J. KLIMOSKI ◽  
BARRY A. FRIEDMAN ◽  
ELIZABETH WELDON
Keyword(s):  
Assessment Of Performance ◽  
Leader Influence

THE ROLE OF LOCUS OF CONTROL IN LEADER INFLUENCE BEHAVIOR

1984 ◽  
Vol 37 (1) ◽  
pp. 61-75 ◽  
Author(s):  
AVIS L. JOHNSON ◽  
FRED LUTHANS ◽  
HARRY W. HENNESSEY
Keyword(s):  
Locus Of Control ◽  
Leader Influence ◽  
Influence Behavior

Influence Matters: Leader Influence Behaviours of Primary School Heads in Zimbabwe

2016 ◽  
Vol 7 (4) ◽  
pp. 233-243
Author(s):  
Inbanathan Naicker ◽  
Vitallis Chikoko ◽  
Shepherd Shoko
Keyword(s):  
Primary School ◽  
Leader Influence ◽  
School Heads

Deconstructing Higgins: gender bias in the Pygmalion phenomenon

2017 ◽  
Vol 32 (1) ◽  
pp. 2-18
Author(s):  
Len Karakowsky ◽  
Nadia DeGama ◽  
Kenneth McBey
Keyword(s):  
Gender Differences ◽  
Theoretical Framework ◽  
Attitudes Toward Women ◽  
Future Research ◽  
Pygmalion Effect ◽  
Content Type ◽  
Leader Influence ◽  
Gender Based ◽  
Research Propositions

Purpose Despite considerable empirical evidence to support the existence of the Pygmalion effect, studies that focus on the role of gender within this phenomenon have produced varied results. Whereas the research has consistently demonstrated the Pygmalion effect with male leaders, less research evidence exists to support this phenomenon among female leaders. This paper aims to present a conceptual framework for understanding the potential role gender can play in the Pygmalion effect and why women may face obstacles in their efforts to serve as Pygmalion leaders. Research propositions are presented with the intent of guiding future research in this area. Design/methodology/approach For the purpose of this theoretical paper, elements of the sociological, structural and psychological perspectives are drawn to present an understanding of the potential influence a leader’s gender has on the facilitation of the Pygmalion effect. A brief background to the Pygmalion effect is first provided followed by research related to this phenomenon. Then the underlying elements of the Pygmalion effect are revisited and attention is drawn to those factors affecting subordinate receptiveness to leader influence. Following that, these ideas are integrated with gender-based research to present the theoretical framework and research propositions. Findings This paper’s framework offers a fuller understanding of the role of a leader’s gender in facilitating the Pygmalion effect by identifying factors that can influence subordinate perceptions of leader efforts. Gender-based cues influence subordinate perceptions of leader expertise and power. In turn, this will influence subordinate receptiveness to leader elicited expectations and supportive behaviors. Practical implications The theoretical framework of this paper suggests that under certain conditions, gender differences can impact subordinate receptiveness to leader behaviors and performance expectations. Managers need to be aware of the gendered-nature of the work context and how it can influence subordinate perceptions of leaders. Otherwise, gender-based cues can unwittingly undermine women who endeavor to elevate follower self-efficacy beliefs. Social implications Stereotypes regarding women in managerial roles can undermine the capacity of women to effectively mentor and inspire others. These biases must be explicitly confronted and challenged. Moreover, given the global nature of the workforce it is critical to understand how national cultures can differ in their attitudes toward women in management in ways that can impede the ability of a woman to facilitate this transformative process. Originality/value The theoretical framework of this paper broadens the understanding of gender differences in the Pygmalion effect. This paper attempts to explain the lack of consistent findings for women who attempted to serve as Pygmalion leaders. It is asserted that rather than a leader’s gender, it is gender-based contextual cues that influence the leader’s capacity to trigger the Pygmalion effect. Thus far, no systematic effort has been made to identify the conditions under which subordinates are receptive to the influence of Pygmalion male or female leader expectations and behaviors.

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