Implicit leadership theory: principals' sense-making and cognitive complexity

PurposeThis conceptual paper explores a novel model explaining teachers' perceptions of their effective leader through the lens of implicit leadership theory (ILT), using the concepts of school principals' sense-making and cognitive complexity (CC).Design/methodology/approachThe sense-making framework and CC theory were used to explain ILT, which focuses on individuals' perceptions of leaders' prototypical and anti-prototypical attributes.FindingsThe theoretical model suggests that school principals as sense-makers with high levels of CC will be perceived by teachers as effective in terms of leadership prototypes, whereas teachers' perceptions of principals with low levels of CC will be related to leadership anti-prototypes.Research limitations/implicationsThis paper suggests a model for a multidimensional understanding of the relationship between principals' sense-making and CC and their influence on teachers' perceptions of an effective leader.Originality/valueOpening avenues for future research into employee perceptions of different leadership characteristics, this model emphasizes the cognitive aspects of school principals within implicit leadership theories. This theoretical model should be further examined empirically, and other types of CC, such as social and behavioral aspects, or affective complexity and self-complexity, should be considered.

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Managerial assignments of credit and blame: a five-country study of leadership desirability

Cross Cultural & Strategic Management ◽

10.1108/ccsm-04-2017-0046 ◽

2018 ◽

Vol 25 (4) ◽

pp. 741-762

Author(s):

C. Lakshman ◽

Kubilay Gok ◽

Linh Chi Vo

Keyword(s):

Leadership Theory ◽

Strong Impact ◽

Leadership Perceptions ◽

Implicit Leadership ◽

Implicit Leadership Theory ◽

Content Type ◽

Subordinate Performance ◽

Blame Attributions ◽

Literature Highlight ◽

Different Cultures

Purpose Although the international business literature has examined leader traits that are desirable in different cultures, it has not examined critical behaviors or managerial attributions of credit and blame. Credit and blame attributions have important consequences for the desirability of leadership across cultures. Arguing that these types of managerial attributions are likely to have a strong impact on what constitutes desirable leadership; the authors examine them in five countries, namely, USA, France, India, Turkey and Vietnam. The purpose of this paper is to contribute by examining the influence of credit and blame attributions on subordinate satisfaction and leadership perceptions (desirability), unaddressed in the literature. Design/methodology/approach The model was tested using questionnaire responses of subordinates in a variety of business organizations, from the five countries indicated, including manufacturing, telecommunication, financial and other services. Findings Using the implicit leadership theory, the authors contribute by demonstrating the importance of these attributions for leadership perceptions in five different cultures. The results are supportive of the hypotheses and suggest the important moderating role of subordinate performance for leadership perceptions. The authors discuss findings in the context of the literature, highlight contributions and identify limitations and future directions. Originality/value Using the implicit leadership theory, the authors contribute by demonstrating the importance of these attributions for leadership perceptions in five different cultures.

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You can't always get what you want? Leadership expectations of intrapreneurs

Journal of Managerial Psychology ◽

10.1108/jmp-04-2016-0107 ◽

2017 ◽

Vol 32 (6) ◽

pp. 430-444 ◽

Cited By ~ 5

Author(s):

Jana Deprez ◽

Martin Euwema

Keyword(s):

Role Model ◽

Current Knowledge ◽

Full Range ◽

Dynamic Environment ◽

Leadership Theory ◽

Implicit Leadership ◽

Content Type ◽

Personal Connection ◽

Firm Data ◽

Consultancy Firm

Purpose The purpose of this paper is to examine the leadership expectations of young employees in intrapreneurial jobs. Design/methodology/approach Group interviews were conducted with 42 young intrapreneurs and 13 leaders of a Dutch ICT consultancy firm. Data were coded and analyzed using qualitative data analysis software. Findings The authors find ten different expectations on leadership. Young intrapreneurs expect to have a personal connection, sufficient feedback, ample freedom, and trust, clear directions when asked and a leader who is a role model. Research limitations/implications This qualitative study was conducted in one organization. It however sheds a first light on expectations of employees with intrapreneurial job requirements. Practical implications In order to motivate and guide young intrapreneurs, direct supervisors should aim not to breach expectations. By getting to know their employees on a personal basis, taking the time to coach them in their career goals, showing intrapreneurship themselves, focusing on an open relationship, and providing a challenging and dynamic environment, direct supervisors build a strong and cooperative relationship. Originality/value This paper is one of the first to look at the relationship between direct supervisors and intrapreneurial employees. Doing so, it also expands the current knowledge of Implicit Leadership Theory by exploring expectations of young intrapreneurs and adds to the full-range leadership theory by showing the importance of investigating its subdimensions.

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Is the meaning of ethical leadership constant across cultures? A test of cross-cultural measurement invariance

International Journal of Manpower ◽

10.1108/ijm-02-2019-0079 ◽

2020 ◽

Vol 41 (8) ◽

pp. 1323-1340 ◽

Cited By ~ 1

Author(s):

Saima Ahmad ◽

Syed Fazal-e-hasan ◽

Ahmad Kaleem

Keyword(s):

Measurement Invariance ◽

Ethical Leadership ◽

Cross Cultural ◽

Implicit Leadership ◽

Implicit Leadership Theory ◽

Content Type ◽

Significant Difference ◽

Item Level ◽

Multiple Sample ◽

Different Cultures

PurposeThis paper empirically addresses the question of whether the meaning of ethical leadership is constant across cultures. Drawing on the implicit leadership theory (ILT), we examine whether people in Australia and Pakistan respond to perceived ethical leadership in a similar or different manner. By comparing employees' interpretation of the key attributes associated with ethical leadership, we advance construct-specific knowledge in cross-national contexts.Design/methodology/approachSince meaningful cross-country comparisons of a research construct require an equivalent measurement of it, we examine the issue of cross-cultural measurement invariance of ethical leadership. Specifically, this study explores the configural, metric and scalar invariance of ethical leadership by obtaining data from matched international samples.FindingsThe findings broadly support cross-cultural generalisability of the construct's meaning and cross-cultural transferability of the ethical leadership scale (ELS). They suggest that measures of ethical leadership constructs should be used in different cultures with caution because significant differences may exist at the item level.Originality/valueThis study provides cross-cultural endorsement to the construal of ethical leadership by presenting evidence that supports convergence in the construct's meaning across Eastern and Western cultures. The study has enhanced the construct validity of ethical leadership through the use of the refined multiple-sample analytical approach. Previous studies have assumed that measures of ethical leadership are invariant across various contexts. However, this is the first study to employ a robust methodological technique (metric and path invariance) that demonstrates the significant difference between each item and path and generalises the validity of ethical leadership construct and its measures by using international samples.

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