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176
On the dimensionality of organizational justice: A construct validation of a measure
- The Journal of Applied Psychology
, 2001
"... This study explores the dimensionality of organizational justice and provides evidence of construct validity for a new justice measure. Items for this measure were generated by strictly following the seminal works in the justice literature. The measure was then validated in 2 separate studies. Study ..."
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Cited by 279 (6 self)
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This study explores the dimensionality of organizational justice and provides evidence of construct validity for a new justice measure. Items for this measure were generated by strictly following the seminal works in the justice literature. The measure was then validated in 2 separate studies. Study 1 occurred in a university setting, and Study 2 occurred in a field setting using employees in an automobile parts manufacturing company. Confirmatory factor analyses supported a 4-factor structure to the measure, with distributive, procedural, interpersonal, and informational justice as distinct dimensions. This solution fit the data significantly better than a 2- or 3-factor solution using larger interactional or procedural dimensions. Structural equation modeling also demonstrated predictive validity for the justice dimensions on important outcomes, including leader evaluation, rule compliance, commitment, and helping behavior. Individuals are the subject of decisions virtually every day of their organizational lives. Some of these decisions deal with the salaries individuals make, some deal with the projects they per-form, and some deal with the social settings in which they func-tion. These decisions have both economic and socioemotional consequences, many of which form the foundation for why indi-
Personality and leadership: A qualitative and quantitative review.
- Applied Psychology,
, 2002
"... This article provides a qualitative review of the trait perspective in leadership research, followed by a meta-analysis. The authors used the five-factor model as an organizing framework and meta-analyzed 222 correlations from 73 samples. Overall, the correlations with leadership were Neuroticism ϭ ..."
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Cited by 233 (9 self)
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This article provides a qualitative review of the trait perspective in leadership research, followed by a meta-analysis. The authors used the five-factor model as an organizing framework and meta-analyzed 222 correlations from 73 samples. Overall, the correlations with leadership were Neuroticism ϭ Ϫ.24, Extraversion ϭ .31, Openness to Experience ϭ .24, Agreeableness ϭ .08, and Conscientiousness ϭ .28. Results indicated that the relations of Neuroticism, Extraversion, Openness to Experience, and Conscientiousness with leadership generalized in that more than 90% of the individual correlations were greater than 0. Extraversion was the most consistent correlate of leadership across study settings and leadership criteria (leader emergence and leadership effectiveness). Overall, the five-factor model had a multiple correlation of .48 with leadership, indicating strong support for the leader trait perspective when traits are organized according to the five-factor model.
Transformational leader behaviors and substitutes for leadership as determinants of employee satisfaction, commitment, trust and organizational citizenship behaviors
- Journal of Management
, 1996
"... The goal of this study was to examine the effects of transforma-tional leadership behaviors, within the context of Kerr and Jermier’s (1978) substitutes for leadership. Data were collected from 1539 employees across a wide variety of different industries, organizational settings, and job levels. Hie ..."
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Cited by 130 (1 self)
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The goal of this study was to examine the effects of transforma-tional leadership behaviors, within the context of Kerr and Jermier’s (1978) substitutes for leadership. Data were collected from 1539 employees across a wide variety of different industries, organizational settings, and job levels. Hierarchical moderated regression analysis procedures generally showed thatfew of the substitutes variables moder-ated the effects of the transformational leader behaviors on followers’ attitudes, role perceptions, and “in-role ” and “citizenship ” behaviors in a manner consistent with the predictions of Howell, Dorfman and Kerr (1986). However, the results did show that: (a) the transfotntational leader behaviors and substitutes for leadership each had unique effects on follower criterion variables; (b) the total amount of variance accounted for by the substitutes for leadership and the transformational leader behaviors was substantially greater than that reported in prior leadership research; and (c) several of the transformational behaviors were significantly related to several of the substitutes for leadership variables. Implications of these findings for our understanding of the effects of transformational leader behaviors and substitutes for leader-ship are then discussed. During the past decade and a half, two rather distinct lines of theory and research have emerged in an attempt o improve our ability to understand leadership effec-tiveness. One of these approaches focuses on the identification and examination of those leader behaviors that influence followers ’ values and aspirations, activate
The impact of team empowerment on virtual team performance: The moderating role of face-to-face interaction.
- Academy of Management Journal
, 2004
"... We investigated the relationship between team empowerment and virtual team performance and the moderating role of the extent of face-to-face interaction using 35 sales and service virtual teams in a high-technology organization. Team empowerment was positively related to two independent assessments ..."
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Cited by 100 (3 self)
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We investigated the relationship between team empowerment and virtual team performance and the moderating role of the extent of face-to-face interaction using 35 sales and service virtual teams in a high-technology organization. Team empowerment was positively related to two independent assessments of virtual team performanceprocess improvement and customer satisfaction. Further, the number of face-to-face meetings moderated the relationship between team empowerment and process improvement: team empowerment was a stronger predictor for teams that met face-toface less, rather than more, frequently. Advances in communication and information technology have created new opportunities for organizations to build and manage virtual teams. Virtual teams are defined as groups of employees with unique skills, situated in distant locations, whose members must collaborate using technology across space and time to accomplish important organizational tasks Previous research has shown that various team types (for instance, project, management, parallel, and work) have different performance drivers
Toward a theory of spiritual leadership
- The Leadership Quarterly
, 2003
"... A causal theory of spiritual leadership is developed within an intrinsic motivation model that incorporates vision, hope/faith, and altruistic love, theories of workplace spirituality, and spiritual survival. The purpose of spiritual leadership is to create vision and value congruence across the str ..."
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Cited by 94 (3 self)
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A causal theory of spiritual leadership is developed within an intrinsic motivation model that incorporates vision, hope/faith, and altruistic love, theories of workplace spirituality, and spiritual survival. The purpose of spiritual leadership is to create vision and value congruence across the strategic, empowered team, and individual levels and, ultimately, to foster higher levels of organizational commitment and productivity. I first examine leadership as motivation to change and review motivation-based leadership theories. Second, I note the accelerating call for spirituality in the workplace, describe the universal human need for spiritual survival through calling and membership, and distinguish between religion and spirituality. Next, I introduce a generic definition of God as a higher power with a continuum upon which humanistic, theistic, and pantheistic definitions of God can be placed. I also review religious-and ethics-and-values-based leadership theories and conclude that, to motivate followers, leaders must get in touch with their core values and communicate them to followers through vision and personal actions to create a sense of spiritual survival through calling and membership. I then argue that spiritual leadership theory is not only inclusive of other major extant motivation-based theories of leadership, but that it is also more conceptually distinct, parsimonious, and less conceptually confounded. And, by incorporating calling and membership as two key follower needs for spiritual survival, spiritual leadership theory is inclusive of the religious- and ethics and values-based approaches to leadership. Finally, the process of organizational development and transformation through spiritual leadership is discussed. Suggestions for future research are offered.
Leadership: current theories, research, and future directions.
- Annual Review of Psychology,
, 2009
"... Abstract This review examines recent theoretical and empirical developments in the leadership literature, beginning with topics that are currently receiving attention in terms of research, theory, and practice. We begin by examining authentic leadership and its development, followed by work that ta ..."
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Cited by 91 (2 self)
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Abstract This review examines recent theoretical and empirical developments in the leadership literature, beginning with topics that are currently receiving attention in terms of research, theory, and practice. We begin by examining authentic leadership and its development, followed by work that takes a cognitive science approach. We then examine new-genre leadership theories, complexity leadership, and leadership that is shared, collective, or distributed. We examine the role of relationships through our review of leader member exchange and the emerging work on followership. Finally, we examine work that has been done on substitutes for leadership, servant leadership, spirituality and leadership, cross-cultural leadership, and e-leadership. This structure has the benefit of creating a future focus as well as providing an interesting way to examine the development of the field. Each section ends with an identification of issues to be addressed in the future, in addition to the overall integration of the literature we provide at the end of the article.
The forgotten ones? The validity of consideration and initiating structure in leadership research
- Journal of Applied Psychology
, 2004
"... This study provided a meta-analysis of the relationship of the Ohio State leadership behaviorsConsideration and Initiating Structure-with leadership. Overall, 163 independent correlations for Consideration and 159 correlations for Initiating Structure were analyzed. Results revealed that both Consi ..."
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Cited by 80 (3 self)
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This study provided a meta-analysis of the relationship of the Ohio State leadership behaviorsConsideration and Initiating Structure-with leadership. Overall, 163 independent correlations for Consideration and 159 correlations for Initiating Structure were analyzed. Results revealed that both Consideration (.48) and Initiating Structure (.29) have moderately strong, nonzero relations with leadership outcomes. Consideration was more strongly related to follower satisfaction (leader satisfaction, job satisfaction), motivation, and leader effectiveness, and Initiating Structure was slightly more strongly related to leader job performance and group-organization performance. Validities did vary by leadership measure, but in most cases validities generalized regardless of the measure used. Overall, the results provide important support for the validity of Initiating Structure and Consideration in leadership research.
Vertical versus shared leadership as predictors of the effectiveness of change management teams: An examination of aversive, directive, transactional, transformational, and empowering leader behaviors
- Group Dynamics, Theory, Research, and Practice
, 2002
"... This study investigated vertical versus shared leadership as predictors of the effective-ness of 71 change management teams. Vertical leadership stems from an appointed or formal leader of a team, whereas shared leadership (C. L. Pearce, 1997; C. L. Pearce & J. A. Conger, in press; C. L. Pearce ..."
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Cited by 80 (5 self)
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This study investigated vertical versus shared leadership as predictors of the effective-ness of 71 change management teams. Vertical leadership stems from an appointed or formal leader of a team, whereas shared leadership (C. L. Pearce, 1997; C. L. Pearce & J. A. Conger, in press; C. L. Pearce & H. P. Sims, 2000) is a group process in which leadership is distributed among, and stems from, team members. Team effectiveness was measured approximately 6 months after the assessment of leadership and was also measured from the viewpoints of managers, internal customers, and team members. Using multiple regression, the authors found both vertical and shared leadership to be significantly related to team effectiveness ( p .05), although shared leadership appears to be a more useful predictor of team effectiveness than vertical leadership. The increasing use of empowered teams and concomitant flattening of organizational struc-tures (Mohrman, Cohen, & Mohrman, 1995) brings into question the more traditional models of leadership. What kind of leadership is more
Distributed leadership in schools: The case of elementary schools adopting comprehensive school reform models. Educational Evaluation and Policy Analysis
, 2003
"... leadership focused on the activities of a single member of the school community—the school principal (Bridges, 1982). A well-known conclu-sion from this research was that strong principal leadership—and especially strong instructional leadership—is central to successful program-matic change and inst ..."
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Cited by 67 (5 self)
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leadership focused on the activities of a single member of the school community—the school principal (Bridges, 1982). A well-known conclu-sion from this research was that strong principal leadership—and especially strong instructional leadership—is central to successful program-matic change and instructional improvement (see, for example, Berman and McLaughlin,
The evolutionary origins of leadership and followership
- Personality and Social Psychology Review
, 2006
"... Drawing upon evolutionary logic, leadership is reconceptualized in terms of the out-come of strategic interactions among individuals who are following different, yet complementary decision rules to solve recurrent coordination problems. This article uses the vast psychological literature on leadersh ..."
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Cited by 60 (9 self)
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Drawing upon evolutionary logic, leadership is reconceptualized in terms of the out-come of strategic interactions among individuals who are following different, yet complementary decision rules to solve recurrent coordination problems. This article uses the vast psychological literature on leadership as a database to test several evo-lutionary hypotheses about the origins of leadership and followership in humans. As expected, leadership correlates with initiative taking, trait measures of intelligence, specific task competencies, and several indicators of generosity. The review finds no link between leadership and dominance. The evolutionary analysis accounts for reli-able age, health, and sex differences in leadership emergence. In general, evolutionary theory provides a useful, integrative framework for studying leader-follower relationships and generates various novel research hypotheses. In his influential, award-winning book Leadership the political scientist James McGregor Burns wrote that “leadership is one of the most observed and least understood phenomena on earth ” (1978, p. 2). There is little argument about the first claim. History is littered with examples of individuals who take charge of a group and lead it, often against the odds, to safety, vic-tory, or prosperity. Examples are military leaders like Alexander the Great, Nelson, and Patton, political leaders like Roosevelt, Nasser, and Mandela, revolu-tionaries like Mao, Ghandi, and Rosa Luxembourg, business leaders like Ford, Gates, and Branson, and re-ligious leaders like Jesus, Mohammed, and Buddha. Anthropological evidence suggests that there are no known human societies without some form of leader-ship (Boehm, 1999; Diamond, 1997; Lewis, 1974). So-cial psychological research reveals that a leader-fol-lower structure emerges spontaneously even when groups set out to be leaderless (Bales, 1951; Bass, 1954). It seems that whenever a group of people come together, a leader-follower relationship naturally de-velops. This has led various experts to conclude that leadership is a universal human behavior (Bass, 1990; Brown, 1991; Hollander, 1985). What about Burns ’ second claim? Psychological re-search on leadership contributes a great deal to our un-derstanding of leadership in groups. The latest edition
