Journal of Leadership & Organizational Studies

Middle-level managers ( N = 1,149) in an Italian service organization were administered a questionnaire that assessed self- and collective efficacy in dealing with job responsibilities and tasks, perceptions of their immediate supervisor regarding support and encouragement, perceptions of top management regarding the coordination of different units and communication, and affective organizational commitment and job satisfaction. Structural equation modeling supported (a) the differential relationship of perceptions of two levels of leadership with group collective efficacy and (b) their mediating role between self- and collective efficacy. Moreover, both perceptions of the immediate supervisor and group collective efficacy displayed a strong relationship with job satisfaction. Perceptions of top management and group collective efficacy were related to organizational commitment. These results suggest ways to enhance group collective efficacy beliefs.

This study is one of the very limited empirical research efforts on the value/identity-based motivation (VIM) theory proposed by Shamir. In this research, the authors tested the relationships between VIM and the five dimensions of organizational citizenship behavior (OCB) as well as the moderating effects of individualistic/collectivistic orientation on the relationships between VIM and OCB dimensions. Data were collected from employees and their immediate supervisors in organizations located in the Midwestern and Southwestern United States. The results supported the hypothesized relationships between VIM and sportsmanship, civic virtue, courtesy, and altruism but failed to support the expected relationship between VIM and conscientiousness and the moderating effects. The findings of this study provide evidence for the validity of VIM as a theory of motivation for organizational behaviors, particularly in “weak situations,” and contribute to the body of knowledge regarding the antecedents of OCB.

In this study, the authors examined the relationships among transformational leadership, creative identity, and creativity from a multilevel perspective. They found that individual-level transformational leadership positively affected employees’ individual creativity indirectly through individual creative identity. Group creative identity instead mediated the relationship between group-level transformational leadership and group creativity. In addition, group creative identity mediated the relationship between group-level transformational leadership and individual creative identity. Theoretical and practical implications are discussed.

Although the emerging construct of authentic leadership has received considerable attention recently, there are still diverse and competing theoretical perspectives. Common with nascent theory, many have suggested that researchers attempt to craft expanded and more nuanced conceptions of current and potential components, antecedents, and outcomes associated with the conduct and attribution of leader authenticity. Although such theoretical advancement is essential to the maturation of the paradigm, management historians recognize the important role the historical record can play in the progression of contemporary frameworks. During archival research of the business proceedings of Trumpet Records, a 1950s independent record label, we encountered the compelling story of an entrepreneurial leader whose extraordinary integrity and authenticity appeared inconsistent with certain aspects of the principal authentic leadership definitions beginning to converge in the literature. Accordingly, we examined the life and writings of Lillian McMurry, the founder of Trumpet Records, to propose a framework by which leader integrity initiates the conduct and attribution of authentic leadership to transcend charismatic and narcissistic tendencies and diminish the abuse of symbolic status.

This article describes a research study that used fine art prints to evoke metaphors of leadership in order to uncover patterns related to tacit views of leadership held by developing leaders, foster self-knowledge, and identify areas for growth in their views about leadership. The study was grounded in the psychodynamic approach to leadership and employed qualitative methods designed to uncover tacit views of leadership. Participants’ art metaphors were content analyzed for thematic connections to cultural archetypes. Their concepts about leadership aligned with five archetypes that represent universal cultural patterns: The Mentor-Teacher, Father-Judge, Warrior-Knight, Revolutionary-Crusader, and Visionary-Alchemist. Connections to these archetypes revealed participants’ positive beliefs, feelings, motives, and actions associated with leading and alerted them to potential abuses of power associated with each archetype.

Guided by Bass and Avolio’s leadership frameworks and Hofstede’s modified cultural dimensions, the present cross-cultural study aims to compare and explore the relationships between cultural values and anticipated female leadership styles in nonprofit organizations in Taiwan and the United States. Regression and t-test analyses of 307 participants in 138 Rotary Clubs in the two societies reveal two research findings. First, Rotary Club members in Taiwan have higher scores in all the cultural dimensions of collectivism, masculinity, and lifelong relationships than their U.S. counterparts. Second, transformational leadership proves to be the most anticipated leadership style among Rotary Club members in both cultures. The research findings indicate that culture alone cannot account for the anticipated female leadership styles. Therefore, a combination of Bass’s culturally universal approach and Hofstede’s culturally specific approach is proposed to tackle more variables in future female leadership studies.

This study examines the first year in office of newcomer executives to understand how they make sense of the ongoing stream of experience (sensemaking) while they simultaneously articulate a desired future image (sensegiving). College and university presidents, who were hired as outsiders, were interviewed to examine how they make sense of the organization while they simultaneously set forth strategic initiatives. This research advances the executive transition literature by examining the simultaneity of “being and learning” an executive role. This contrasts with stage models that have examined sequential processes. Four empirically grounded processes emerged: (a) speaking in broad, ambiguous goals and “safe harbors”; (b) holding knowledge cautiously—knowing you do not know; (c) relying on social interactions to help make sense of the organization and to give more certainty in judgments; and (d) reducing equivocality through priority setting.

This paper explores the potentially central role that managers play in a model of empowerment. Issues of organizational goal accomplishment and employee trust often plague application of empowerment practices, and managers likely play a vital role in the successful implementation of empowerment. In this study, managerial use of power bases (reward, expert, referent, legitimate, coercive) was proposed to impact the relationship between managerial empowerment practices and employee psychological empowerment. We found a positive relationship between empowerment practices and psychological empowerment. Managerial use of power bases (as perceived by subordinates) was related to empowerment practices and psychological empowerment. Finally, managerial use of power bases fully mediated the relationship between managerial empowerment practices and employee psychological empowerment. We call for further research into the managerial use of power bases in developing a more complete model of empowerment.

This article proposes a framework for bridging servant leadership with the positive psychology field. In the framework, servant leadership facilitates both micro- and macro-positive behaviors in individuals, groups/teams, and organizations. Hope and organizational virtuousness are used as examples of micro- and macro-positive behaviors that may be optimized by servant leadership. This article describes the framework and its constructs, develops testable propositions, and provides opportunities for research applications.

While certification numbers increase, most empirical research pertaining to the construct of certification has looked at negative aspects. Although this study does not deny that certifications can be merely symbolic credentials, it aims to test more positive outcomes associated with both certification and motivation to certify. In this study of human resource practitioners, hierarchical regression and structural equation modeling reported that individuals who were more self-determined to certify reported a higher level of job competence and occupational commitment. A future research agenda to address the overall gap in certification research is also presented.