A model of within person variation in leadership: Emotion regulation and scripts as predictors of situationally appropriate leadership

Jordan, Peter Jeffrey; Lindebaum, Dirk

doi:10.1016/j.leaqua.2015.05.004

Cited by 28 publications

(15 citation statements)

References 101 publications

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“…For instance, they argue that the simplicity and static nature of extant management theories implies that dynamic changes in the complexity and size of modern organizations are difficult to capture. 1 From a theoretical perspective, I agree that this simplicity and static nature can pose challenges, for instance, when we fail to better understand ever more dynamic and frequently changing organization–employee relationships (in neglected areas such as multiple jobholding, see Sliter and Boyd, 2014 ), or in terms of not fully understanding within-leader behavior variance in relation to situationally appropriate leadership ( Jordan and Lindebaum, in press ).…”

Section: Introductionmentioning

confidence: 99%

Critical Essay: Building new management theories on sound data? The case of neuroscience

Lindebaum

2015

Human Relations

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In this critical essay, I contend that accelerating demands for novel theories in management studies imply that new methodologies and data are sometimes accepted prematurely as supply of these novel theories. This point is illustrated with reference to how neuroscience can inform management research. I propose two demand forces that foster the increased focus on neuroscience in management studies, these being (i) the direction of public research funding, and (ii) publication bias as a boost for journal impact factor. Looking at the supply side, I note that (i) the statistical power of studies using functional magnetic resonance imaging (or fMRI, the ‘gold’ standard) is unacceptably low, (ii) the use of imprecise ‘motherhood’ statements, and (iii) the dismissal of ethical concerns in the formulation of management theories and practice informed by neuroscience. I then briefly outline the bad consequences of this for management theory and practice, emphasize why it is important to prevent these consequences, and offer some methodological suggestions for future research.

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Section: Introductionmentioning

confidence: 99%

Critical Essay: Building new management theories on sound data? The case of neuroscience

Lindebaum

2015

Human Relations

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“…Emotional control ability: Studies have shown that the most important factor affecting project progress is management skills, rather than construction technology issues [42]. In recent research, the emotion of project managers has been emphasized as the core factor influencing the manner in which leaders manage daily work [43]. The Mayer-Salovey-Caruso emotional intelligence test (MSCEIT) measures the managing emotions in two branches: emotional and social management [44].…”

Section: Competencies Of the Project Manager In Constructionmentioning

confidence: 99%

Effects of Project Manager Competency on Green Construction Performance: The Chinese Context

et al. 2018

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Project manager competency is a key factor determining the success of a project. With the deterioration of the environment, green buildings have come into being. Compared to traditional buildings, green buildings encounter more complex problems during the construction process, and project managers are faced with greater challenges. Existing research on the evaluation of project manager competency based on green building construction (GBC) is scarce. Thus, the aim of this paper is to evaluate project manager competency for green construction. By means of a literature review and a focus group meeting, the key success factors of green buildings and project manager competency were determined. Thereafter, a questionnaire survey was used to investigate people’s understanding of the importance of project manager skills. Structural equation modeling was selected to test the hypotheses. The results demonstrate that China is in the infancy of GBC development. Leadership and organization, target management, and emotional intelligence of project managers are considered to be important factors that affect green construction performance. The results of this study provide a theoretical basis for the selection of excellent project managers for GBC.

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“…The use of anger in a negative way creates an atmosphere in which our theorizing around anger is increasingly uni-dimensional (see e.g. Berkowitz, 1994 ; Jordan and Lindebaum, in press) , and predominately linked with undesirable outcomes at work. Indeed, anger in leadership studies has been linked to perceptions of un-inspirational leadership ( Waldman et al, 2011 ), petty leader tyranny ( Kant et al, 2013 ) or observer perceptions of reduced leader effectiveness ( Lewis, 2000 ).…”

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confidence: 99%

Symmetrical and asymmetrical outcomes of leader anger expression: A qualitative study of army personnel

2015

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Recent studies have highlighted the utility of anger at work, suggesting that anger can have positive outcomes. Using the Dual Threshold Model, we assess the positive and negative consequences of anger expressions at work and focus on the conditions under which expressions of anger crossing the impropriety threshold are perceived as productive or counterproductive by observers or targets of that anger. To explore this phenomenon, we conducted a phenomenological study (n = 20) to probe the lived experiences of followers (as observers and targets) associated with anger expressions by military leaders. The nature of task (e.g. the display rules prescribed for combat situations) emerged as one condition under which the crossing of the impropriety threshold leads to positive outcomes of anger expressions. Our data reveal tensions between emotional display rules and emotional display norms in the military, thereby fostering paradoxical attitudes toward anger expression and its consequences among followers. Within this paradoxical space, anger expressions have both positive (asymmetrical) and negative (symmetrical) consequences. We place our findings in the context of the Dual Threshold Model, discuss the practical implications of our research and offer avenues for future studies.

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A model of within person variation in leadership: Emotion regulation and scripts as predictors of situationally appropriate leadership

Cited by 28 publications

References 101 publications

Critical Essay: Building new management theories on sound data? The case of neuroscience

Critical Essay: Building new management theories on sound data? The case of neuroscience

Effects of Project Manager Competency on Green Construction Performance: The Chinese Context

Symmetrical and asymmetrical outcomes of leader anger expression: A qualitative study of army personnel

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