Jekyll and Hyde Leadership: A Multilevel, Multisample Examination of Charisma and Abuse on Follower and Team Outcomes

2018 ◽  
Vol 25 (4) ◽  
pp. 399-415 ◽  
Author(s):  
Junghyun (Jessie) Lee ◽  
Gang Wang ◽  
Ronald F. Piccolo
Keyword(s):  
United States ◽  
Boundary Condition ◽  
Leadership Styles ◽  
Leadership Behaviors ◽  
Abusive Supervision ◽  
Charismatic Leadership ◽  
The United States ◽  
Team Outcomes ◽  
Literature Evidence ◽  
Negative Leadership

Despite the independent treatment of the positive and negative sides of leadership in the literature, evidence suggests that the same leader may demonstrate both positive and negative leadership behaviors albeit with a different frequency (i.e., Jekyll and Hyde). What impacts would such opposing leadership styles jointly have on follower and team outcomes? To address this question, the current study examines the interactive impact of charismatic leadership and abusive supervision on individual- and team-level outcomes. Findings across three different samples gathered from the United States and South Korea suggest significant moderating roles of abusive supervision in the positive relationships of charismatic leadership with follower and team outcomes. This study highlights the importance of incorporating otherwise separate perspectives on leadership and provides insights into the boundary condition that impedes the effectiveness of charismatic leadership. Thus, we call for more research on integrative models of leadership that embrace different aspects of leader behaviors.

Comparing leadership practices between the United States, Nigeria, and Slovenia: does culture matter?

2004 ◽  
Vol 11 (2) ◽  
pp. 16-34 ◽  
Author(s):  
Hugo Zagorsek ◽  
Marko Jaklic ◽  
Stanley J. Stough
Keyword(s):  
United States ◽  
Leadership Practices ◽  
Leadership Behaviors ◽  
Charismatic Leadership ◽  
The United States ◽  
Leadership Practices Inventory ◽  
Mba Students ◽  
Effective Leaders ◽  
Kouzes And Posner ◽  
The Impact

The article explores the impact of culture on leadership practices in three countries in culturally and economically different regions: the United States, Slovenia, and Nigeria. It uses the visionary approach to leadership as developed by Kouzes and Posner (1987), who have identified five leadership practices (actions or behaviors) employed by effective leaders. Hypotheses about expected differences in the usage of those practices were developed on the basis of Hofstede’s (1980) country score. The Leadership Practices Inventory (LPI: Kouzes & Posner, 1993) was used to collect self‐ratings from 351 MBA students in the respective countries. Contrary to expectations, the data reveals that there are not many significant differences between the leadership practices of American, Nigerian, and Slovenian MBA students, suggesting that some charismatic leadership behaviors may be universally practiced. Some differences to occur in the leadership practices of Modeling the Way and Enabling Others Act. Culture seems to affect gender differences in leadership practices. These differences are greatest for Nigerian respondents and smallest for Slovenian MBA students.

A Cross-Cultural Measure of Servant Leadership Behaviors

2013 ◽  
pp. 152-163
Author(s):  
Jeff R. Hale ◽  
Dail Fields
Keyword(s):  
United States ◽  
Servant Leadership ◽  
Leadership Behaviors ◽  
Reliability And Validity ◽  
The United States ◽  
Validity Evidence ◽  
Key Dimensions ◽  
Relationship Of ◽  
The Relationship ◽  
Cultural Measure

This chapter presents items comprising three scales that measure servant leadership using three key dimensions: service, humility, and vision. The instrument was used to measure servant leadership behaviors experienced by followers in the United States and Ghana. Reliability and validity evidence is included from two research studies. A discussion of the relationship of servant leadership behaviors with employee outcomes assessed in these studies concludes the chapter.

Gritty Leaders Promoting Employees’ Thriving at Work

2020 ◽  
pp. 014920632090476 ◽  
Author(s):  
Arménio Rego ◽  
Flávia Cavazotte ◽  
Miguel Pina e Cunha ◽  
Camilo Valverde ◽  
Marcel Meyer ◽  
...  
Keyword(s):  
United States ◽  
Boundary Condition ◽  
Boundary Conditions ◽  
Field Study ◽  
Wave Field ◽  
The United States ◽  
Leader Support ◽  
Indirect Association ◽  
Work First ◽  
Thriving At Work

Four studies (a vignette-based experiment conducted in Portugal and Brazil, a two-wave multisource field study in Portugal, a three-wave field study in the United States, and a multisource field study in Portugal), in which conscientiousness, a “rival” of grit, was controlled for, provide theoretical and empirical evidence for a model testing what (e.g., grit in leaders), why (e.g., employee self-attributed grit), and when (e.g., leader support) grit supports thriving at work. First, gritty employees are more likely to thrive. Second, conveyed leader grit (i.e., grit as perceived by employees) predicts employee grit. Third, conveyed leader grit and leader self-attributed grit are conceptually different, and although the two relate positively with employee self-attributed grit, the former is a better predictor of employee self-attributed grit. Fourth, leader support operates as a boundary condition, in that the indirect association of conveyed leader grit with employee thriving is stronger when the leader is perceived as supportive. Our research also indicates that the concept of grit is more textured than habitually considered and that more attention must be paid to the boundary conditions of its development and impact.

Perceived TMT transformational leadership and a service recovery culture: the moderating role of gender diversity

2020 ◽  
Vol 41 (8) ◽  
pp. 1171-1186
Author(s):  
Jeremy Galbreath ◽  
Douglas Hoffman ◽  
Gabriel Gonzalez ◽  
Mohammed Quaddus
Keyword(s):  
United States ◽  
Transformational Leadership ◽  
Leadership Styles ◽  
Service Recovery ◽  
Gender Diversity ◽  
The United States ◽  
Content Type ◽  
Public Firms ◽  
Recovery Culture ◽  
The Relationship

PurposeThis is an exploratory study with the purpose of empirically testing and advancing knowledge on the relationship between top management team (TMT) leadership styles and a service recovery culture. A further test explores a contingency perspective, examining if gender diversity on the TMT shapes this relationship.Design/methodology/approachWe examine the perceived TMT transformational leadership style, as well as the moderating effect of TMT gender diversity. Relying on both survey and archival data, our hypotheses are tested with a sample of 234 public firms based in the United States. Moderated hierarchical regression analysis is used as the statistical approach.FindingsResults suggest that perceived TMT transformational leadership is positively associated with a service recovery culture. When accounting for TMT gender diversity, the relationship between perceived TMT transformational leadership and a service recovery culture is positively moderated.Research limitations/implicationsThe study represents a sample of for-profit public firms operating in the United States and should not be taken as a general population sample. The findings could vary relative to other countries, private companies and non-profit organizations.Originality/valueThis is the first known study to explore the relationship between TMT leadership styles, TMT gender diversity and a service recovery culture. The study extends findings with the respect to the impact of TMT leadership and gender diversity on organizational development, as well as offers new insights into the antecedents of a service recovery culture.

scholarly journals The truths and falsehoods of post-truth leaders

Leadership ◽  
2020 ◽  
Vol 16 (6) ◽  
pp. 757-764
Author(s):  
Sverre Spoelstra
Keyword(s):  
United States ◽  
South America ◽  
20Th Century ◽  
Political Discourse ◽  
Max Weber ◽  
Charismatic Leadership ◽  
The United States ◽  
Early 20Th Century ◽  
Donald Trump ◽  
The World

Over the last three years, the idea of a ‘post-truth society’ has become a common talking point. Politicians from around the world, from Europe to South America to the United States, have been labelled as ‘post-truth leaders’, with Donald Trump being portrayed as the standard bearer for this new kind of political discourse. This article suggests that post-truth leadership is nothing new. Ever since Max Weber developed his notion of charismatic leadership in the early 20th century, Western societies have been infatuated with the idea that leaders ought not concern themselves too much with factual reality. In a sense, leadership has been post-truth all along.

scholarly journals A Seven Nations Study of Leadership Attributes

2017 ◽  
Vol 48 (2) ◽  
pp. 307-314
Author(s):  
Jerzy Mączyński ◽  
Łukasz Sułkowski
Keyword(s):  
Representative Sample ◽  
Middle Managers ◽  
Leadership Behaviors ◽  
Charismatic Leadership ◽  
The United States ◽  
Management Teams ◽  
Leadership Traits ◽  
Phase 3 ◽  
Research Findings ◽  
And Behaviors

Abstract The overall purpose of this paper was to compare a representative sample of Polish middle managers with a representative sample of chief executive officers (CEOs) from six chosen countries, in regard to selected leadership traits and behaviors. We present a small portion of data collected under the GLOBE project, Phase 3, and longitudinal research findings concerning subordinates′ assessments of Polish middle managers in relation to their attributes from 2008 to 2012. The GLOBE, Phase 3 research is the first study to investigate several thousands of CEOs and senior management teams in 24 countries, to empirically and directly assess the relationship between culture and leadership traits and behaviors. We provide research evidence that the investigated CEOs from the United States, Austria, Germany, China, and Taiwan (with the exception of Russian CEOs and Polish middle managers) were generally positively evaluated by their direct staff in regard to: inspirational, visionary, integrity, and performance-oriented leadership behaviors (constituents of charismatic leadership), team-oriented behavior, and participative leadership style. Empirical findings under the GLOBE project, Phase 3 revealed that the charismatic leadership behavior of CEOs has a huge influence on top management teams′ (TMTs) dedication to organizational goals, and is the most predictive of all leadership behaviors for TMT commitment to organizations. The analyzed research findings indicate that CEOs in Russia and Polish middle managers display strong similarities. They tend to behave in less charismatic, team-oriented, and participative ways than CEOs in the remaining countries.

Understanding clinical leadership behaviors in practice to inform baccalaureate nursing curriculum: a comparative study between the United States and Australia novice nurses

2021 ◽  
Vol 18 (1) ◽  
Author(s):  
Sherylyn M. Watson ◽  
Heather Ferrillo ◽  
Susan A. Goncalves ◽  
Karen Clark-Burg
Keyword(s):  
United States ◽  
Nursing Education ◽  
Nursing Students ◽  
Student Development ◽  
Baccalaureate Nursing ◽  
Leadership Behaviors ◽  
The United States ◽  
Clinical Leadership ◽  
Significant Difference ◽  
Transition Into Practice

Abstract Objectives While the nursing profession recognizes the importance of leadership behaviors, limited evidence exists on essential clinical leadership behaviors that nursing students should exhibit upon graduation. The purpose of this study was to determine if there were common leadership behaviors exhibited by recently graduated baccalaureate clinical staff nurses in the United States and Australia. Methods A quantitative descriptive study with a comparative design was conducted using The Clinical Leadership Survey. Results Similar clinical leadership behaviors were reported by nurses from the two countries though there was a statistically significant difference in the overall frequency of behaviors between the two groups. Behaviors in the ‘challenging the process’ domain were less commonly practiced in both countries, identifying a clinical gap and opportunity for student development. Conclusions This study identifies the central behaviors that should be included in baccalaureate nursing education curriculum in order to prepare students for successful transition into practice.

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