Cognitive, social, and dispositional influences on leader adaptability

Kemp, Cary F.; Zaccaro, Stephen J.; Jordan, Mark L.; Flippo, Steve

doi:10.1037/e518632013-112

Cited by 5 publications

(3 citation statements)

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“…In several recent studies, researchers have offered some evidence for the efficacy of this trait pattern approach to leadership (Bader, Zaccaro, & Kemp, 2004; Kemp, Zaccaro, Jordan, & Flippo, 2004; Smith & Foti, 1998). Kemp et al (2004) assessed metacognition, tolerance for ambiguity, and social intelligence in military officers and found that rated performance on a 3-day decision-making simulation was stronger for officers who exhibited high levels of all three attributes. Officers who displayed lower scores on one or two of these attributes performed no more effectively than did officers who were low on all three attributes.…”

Section: A Model Of Leader Traits and Leadershipmentioning

confidence: 99%

Trait-based perspectives of leadership.

Zaccaro

2007

American Psychologist

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The trait-based perspective of leadership has a long but checkered history. Trait approaches dominated the initial decades of scientific leadership research. Later, they were disdained for their inability to offer clear distinctions between leaders and nonleaders and for their failure to account for situational variance in leadership behavior. Recently, driven by greater conceptual, methodological, and statistical sophistication, such approaches have again risen to prominence. However, their contributions are likely to remain limited unless leadership researchers who adopt this perspective address several fundamental issues. The author argues that combinations of traits and attributes, integrated in conceptually meaningful ways, are more likely to predict leadership than additive or independent contributions of several single traits. Furthermore, a defining core of these dominant leader trait patterns reflects a stable tendency to lead in different ways across disparate organizational domains. Finally, the author summarizes a multistage model that specifies some leader traits as having more distal influences on leadership processes and performance, whereas others have more proximal effects that are integrated with, and influenced by, situational parameters.

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Section: A Model Of Leader Traits and Leadershipmentioning

confidence: 99%

Trait-based perspectives of leadership.

Zaccaro

2007

American Psychologist

Self Cite

576

424

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“…Personality and behavior are conceptually distinct, yet empirically related. Openness is correlated with flexible leadership behavior, but the relationship is far from being strong enough to equate the two (Kemp, Zaccaro, Jordan, & Flippo, 2004).…”

Section: Defining Flexible Leadershipmentioning

confidence: 99%

Assessing flexible leadership as a mastery of opposites.

Kaiser¹,

Overfield²

2010

Consulting Psychology Journal: Practice and Research

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Because flexible leadership is vital to organizational adaptability and performance, it is important to measure flexibility to identify leadership potential and to guide the development of managers. The most common method for measuring the flexibility of managers involves coworker ratings to survey items that ask about general tendencies for a manager to change behavior in response to changing situational conditions. Unfortunately, there are significant limitations to this approach. This article discusses an alternative method grounded in complexity theories of organizations and leader behavior. In this view, flexible leadership is conceptualized as the mastery of opposing but complementary behaviors in terms of how one leads as well as in terms of what organizational issues a leader focuses on. The mechanics of assessing this conception of flexible leadership are described in detail along with a demonstration of its ability to predict leadership effectiveness. Pros and cons associated with applying the mastery of opposites approach are discussed along with suggestions for how consultants and talent managers can use it.

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“…Kemp, C. F., Zaccaro, S. J., Jordan, M., & Flippo, S., (2004). Cognitive, social, and dispositional influences on leader adaptability.…”

Section: Research Productsmentioning

confidence: 99%

Leader and Team Adaptation: The Influence and Development of Key Attributes and Processes

Zaccaro¹,

Banks²,

Kiechel-Koles³

et al. 2009

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This report summarizes the results of a series of investigations that examined (a) the role of feedback processes as a leadership tool in team adaptation, (b) the influence of developmental work experiences on team and leader adaptability, and (c) the effects of combinations of leader qualities on the display of adaptation processes and performance in dynamic military and business settings. The results of these investigations indicated that (a) processoriented, team level, and public feedback from leaders was most effective in facilitating team adaptation, particularly when team members possess high levels of cognitive skills; (b) developmental assignments are associated with growth in social competencies, but only when participating leaders have high levels of metacognitive skill, cognitive complexity, and tolerance for ambiguity; (c) social competencies influence leader adaptability, but only when the organizational climate supports innovation; and (d) several cognitive, social, and dispositional leader attributes were related singly and in combination to leader adaptability.

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Cognitive, social, and dispositional influences on leader adaptability

Cited by 5 publications

References 0 publications

Trait-based perspectives of leadership.

Trait-based perspectives of leadership.

Assessing flexible leadership as a mastery of opposites.

Leader and Team Adaptation: The Influence and Development of Key Attributes and Processes

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