Although there is a growing interest toward the topic of leader humility, extant research has largely failed to consider the underlying mechanisms through which leader humility influences team outcomes. In this research, we integrate the emerging literature of leader humility and social information processing theory to theorize how leader humility facilitates the development of collective team psychological capital, leading to higher team task allocation effectiveness and team performance. While Owens and Hekman (2016) suggest that leader humility has homogeneous effects on followers, we propose a potential heterogeneous effect based on the complementarity literature (e.g., Tiedens, Unzueta, & Young, 2007) and the principle of equifinality (leaders may influence team outcomes through multiple pathways; Morgeson, DeRue, & Karam, 2010). In three studies conducted in China, Singapore, and Portugal, including an experiment, a multisource field study, and a three-wave multisource field study, we find support for our hypotheses that leader humility enhances team performance serially through increased team psychological capital and team task allocation effectiveness. We discuss the theoretical implications of our work to the leader humility, psychological capital, and team effectiveness literatures; and offer suggestions for future research.
‘I am lonely’, ‘I feel lonely’, ‘I am all alone’, ‘I feel lonely at work’. Each statement conjures up different sentiments about loneliness and speaks to the myriad ways one can arrive at the conclusion that they are lonely. This everyday language gives us insight into the mechanics of what loneliness is, what it is not, how it can manifest, and how being lonely is variously perceived in our social environments. Loneliness indicates that our relational life is unsatisfying in some way and implies a yearning for connection. The perception of loneliness is magnified in social contexts such as the workplace, yet because loneliness is often perceived as a shameful topic that is stigmatised, trivialised, or ignored, it is not something we often hear revealed within organisations. How does loneliness develop in the workplace? This article introduces a process model to help us understand how loneliness at work can manifest. Because the literature on workplace loneliness is far from mature, we use multidisciplinary research on various aspects of loneliness, relationships, and organisations to help develop a conceptual model of loneliness in the context of the workplace. Lastly, the article outlines future research directions for the study of workplace loneliness.
Although emotion and leadership is a flourishing topic in organizational research, little is known about the actual emotion-related leader behaviors within the context of nonprofit organizations. Through an inductive, multiple-case study drawing from 34 semistructured interviews with individuals who have occupied leader and/or follower roles in nonprofits organizations, a meso-level framework emerges that delineates the mutually strengthening interplay of emotion-related leader behaviors and organizational display norms in the nonprofit sector. These norms favor the expression of positive emotion and proscribe the display of negative emotion. Nonprofit leaders who enact emotion-related behaviors congruent with these display norms generate the follower outcomes of engagement and loyalty. Implications for nonprofit leadership research and practice are discussed.
Loneliness has become a complex, ubiquitous problem in organizations. We review the research on loneliness in leader and follower roles and develop propositions related to understanding loneliness in organizational settings. Utilizing critical perspectives on leadership to better understand this phenomenon, we propose that loneliness is more emergent when leaders are either new to the leadership role or enact more “transformational,” “transactional,” or “authentic” leadership behaviors. Our analysis sheds light on the dark side of these popular leadership theories, especially with respect to the lack of development of high-quality relationships—and the resultant loneliness of both leaders and followers—in organizations stewarded by such leaders. We discuss implications and suggestions for future research.
To date, most research on emotion and leadership in organizations has emphasized only one dimension of emotion, valence; and only some research has mentioned the emotion dimension of arousal. An organizing framework for making sense of the effects of leader emotions vis-à-vis the direction in which those emotions are targeted, however, has yet to be developed. To address this shortcoming in the literature, we present a new theoretical framework to explore the impact of the target of leader emotion within leader-member dyads-when the emotion is targeting either the follower or the leader themselves. We theorize that leader emotions have disparate effects on followers in high-and low-quality leader-member relationships, depending on whether the emotions are directed externally toward followers or selfdirected toward the leader. Together, the valence, arousal, and target of the leaders' emotional expressions are signals that shape followers' emotions and, in turn, the subsequent quality of their leader-member exchange relationships.
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