The coronavirus disease 2019 (COVID-19) has taken the world by surprise and has impacted the lives of many, including the business sector and its stakeholders. Although studies investigating the impact of COVID-19 on the organizational structure, job design, and employee well-being have been on the rise, fewer studies examined the role of leadership and what it takes to be an effective leader during such times. This study integrates social cognitive theory and conservation of resources theory to argue for the importance of adaptive personality in the emergence of effective leaders during crisis times, utilizing the crisis of COVID-19 as the context for the study. We argue that managers with an adaptive personality tend to have increased self-efficacy levels to lead during a crisis, resulting in increased motivation to lead during the COVID-19 crisis. Furthermore, managers with increased motivation to lead during the COVID-19 crisis are argued to have enhanced adaptive performance, thereby suggesting a serial mediation model where crisis leader self-efficacy and motivation to lead during the COVID-19 crisis act as explanatory mechanisms of the relationship between the adaptive personality and performance of the manager. In order to test our hypotheses, we collected data from 116 full-time managers in Saudi Arabia during the COVID-19 crisis and used hierarchical linear regression as the method of analysis. The findings support all of the hypotheses. A discussion of the results, contributions, limitations, and future directions is included.
Interest in leadership research is growing, however, the rate of leadership learning is slowing down due to the proliferation of new leadership constructs. The objective of the present meta-analysis is to address the significant shortcomings in prior meta-analytic research on newer genre leadership forms by (a) utilizing a substantially greater number of studies and observations than in previous meta-analyses and (b) examining the meta-analytic correlations among the newer genre leadership forms. The results of the present study indicate that the newer genre leadership forms overlap to a greater degree than previously reported, while at the same time accounting for some degree of unique variance in the literature's most studied outcome variables; estimates of the relative contribution of each leadership form to the outcomes are provided, providing new insights into the distinctiveness of each leadership form. The findings suggest that pursuing an integrated theory and measure of newer genre leadership forms is a desirable future step for leadership research.
Purpose
This paper aims to study followers' proactive personality (PP) as a personal resource in moderating the hindering impact of exploitative leadership (EL) on followers' job strain (JS).
Design/methodology/approach
Self-report data on EL, JS and PP were obtained from 113 working students in the USA, and a cross-sectional design was used. The data was analyzed using SPSS 27 through hierarchal multiple regression and the PROCESS macro.
Findings
The findings support the buffering role of PP on the hindering impact of EL on JS, such that followers with higher PP tend to buffer the positive relationship between EL and followers' JS.
Practical implications
This study recommends practitioners to hire proactive individuals and/or enable existing employees to engage in proactivity in the presence of exploitative leaders to better cope with their self-serving behaviors.
Originality/value
Using the conservation of resources (COR) theory, this study is the first to use PP as a personal resource that protects against and mitigates the negative impact of EL.
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