Research teams face complex leadership and coordination challenges. We propose shared authentic leadership (SAL) as a timely approach to addressing these challenges. Drawing from authentic and functional leadership theories, we posit a multiple mediation model that suggests three mechanisms whereby SAL influences team effectiveness: shared mental models (SMM), team trust, and team coordination. To test our hypotheses, we collected survey data on leadership and teamwork within 142 research teams that recently published an article in a peer-reviewed management journal. The results indicate team coordination represents the primary mediating mechanism accounting for the relationship between SAL and research team effectiveness. While teams with high trust and SMM felt more successful and were more satisfied, they were less successful in publishing in high-impact journals. We also found the four SAL dimensions (i.e., self-awareness, relational transparency, balanced processing, and internalized moral perspective) to associate differently with team effectiveness.
PurposeWe discuss how attachment theory can help leaders maintain security in their relationships with followers during crisis, using the COVID-19 worldwide pandemic as an example. We describe how the COVID-19 pandemic has undermined the typical ways leaders may have fostered secure relationships with their followers. Guided by Lewin's action research paradigm, we integrate research on attachment theory with recent research on the COVID-19 pandemic to present leader interventions to maintain attachment security in spite of the disruption caused by COVID-19. We then discuss how these propositions can guide leader interventions in other types of crisis.Design/methodology/approachAttachment theory has received considerable attention in recent years from management and leadership scholars. We extend this line of inquiry by drawing parallels between the strange situation, a now classic paradigm for researching infant–caregiver attachment systems, to understand attachment security in leader–follower relationships during times of crisis.FindingsWe find that the crises such as COVID-19 present a challenge to attachment security in leader–follower relationships. We also find that research on adult attachment in response to crises and traumatic events is relevant to understanding how leaders can foster positive relations with followers during times of crisis when physical proximity is not possible.Originality/valueWe apply attachment theory and leadership research to present a framework for leadership during the COVID-19 pandemic; however, many of our theoretical assertions and related interventions could be applied to other unprecedented crises that disrupt leader–follower relationships. Hence, our paper offers a unique lens that is centered on the attachment security within the leader–follower relationship during crisis.
Doctoral education is inherently stressful for students. While the implications of stress on employees has been heavily investigated within the management literature, what we know about stress has not yet been applied to doctoral education. We take initial steps toward using the stress literature to examine stress in doctoral education by applying the challenge-hindrance stressor framework to the doctoral education context. We briefly define both challenge and hindrance stressors and list common stressors for both related to prototypical learning experiences in doctoral education. Next, we point out that student responses to stress vary because of individual differences, influencing the extent to which students appraise stressors as more hindrance or challenge focused. We also provide rich examples of learning experiences within doctoral education that demonstrate how these experiences incorporate hindrance and challenge stressors. Through these examples, we illustrate how educators can design major learning experiences in doctoral education to address (or at least minimize) hindrance stressors and integrate more challenge stressors. Last, we provide theory-driven recommendations for doctoral educators to capitalize on the positive effects of challenge stressors, and we discuss ways to establish a future research agenda to empirically test the challenge-hindrance framework in the doctoral education context.
Students in today’s college classroom are diverse in age and work, leadership, and life experiences; hence, students transitioning into adulthood may understand and relate core leadership knowledge to their own experiences differently than mature adults. As such, we call upon andragogy, a theory of adult learning, to inform our approach to teaching leadership. We employ andragogy and its six assumptions (the learners’ self-concept, the role of experience, readiness to learn, orientation to learning, motivation, and the need to know) as a guiding framework for the selection and development of leadership instructional tools, thus creating an individualized learning experience for emerging and full-fledged adults that bridges the leadership theory and practice gap. We offer examples of leadership instructional tools that align with andragogical assumptions and provide suggestions for scaling these assignments and activities to address students’ learning needs at different stages of adulthood.
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