How follower traits and cultural values influence the effects of leadership

Matthews, Samuel; Kelemen, Thomas K.; Bolino, Mark C.

doi:10.1016/j.leaqua.2021.101497

Cited by 43 publications

(33 citation statements)

References 119 publications

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“…In the study by ( Zhu et al 2009 ), he found that follower characteristics have a positive relationship with follower work engagement at the individual level. However, the relationship between follower characteristics and leadership effectiveness is complex ( Matthews et al 2021 ), and the explanation for this result remains to be explored in depth.…”

Section: Discussionmentioning

confidence: 99%

A Study on the Relationship between the Dynamic Behaviors of the Leader and Group Performance during Creativity

Zhao

Liu

et al. 2022

J. Intell.

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The leader is considered to play key roles such as organization or management in promoting group creativity. Previous studies focused more on the psychological and behavioral characteristics rather than on the dynamic behaviors of leaders in group activity. In this study, two experiments were conducted to respectively explore the effects of emergent and elected leaders’ problem-solving related utterances and turn-taking in conversation on group creativity. The results of Experiment 1 showed that, for emergent leaders, none of the utterances about problem solving of leaders was different from that of followers and leaders’ utterances about retrospective summary were positively related to the appropriateness of group creativity; meanwhile, the frequency of turns of leaders was higher than that of followers and was positively related with the appropriateness of group creativity. The results of Experiment 2 showed that, for elected leaders, the utterances about problem analysis, strategy planning, control and reflection, and retrospective summary of leaders were more than that of followers and leaders’ utterances about viewpoint generation were positively related to both novelty and appropriateness, while the frequency of turns of leaders was neither different from followers nor related to the novelty and appropriateness. This study focused on the dynamic behaviors of leaders in interpersonal interaction and revealed the role of leaders in group creativity.

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Section: Discussionmentioning

confidence: 99%

A Study on the Relationship between the Dynamic Behaviors of the Leader and Group Performance during Creativity

Zhao

Liu

et al. 2022

J. Intell.

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“…173-174) also referred to as "ethical-oriented leadership" (Michel et al, 2011), "moral leadership" (Lee et al, 2020a(Lee et al, , 2020b, or "ethical/moral values-based leadership" (Hoch et al, 2018). In addition to these effective leadership types, many leader behavior taxonomies include categories that refer to passive or destructive leadership (Kaluza et al, 2020;Matthews et al, 2021;Schyns & Schilling, 2013;Skogstad et al, 2007). Accordingly, our review is organized around six leadership meta-categories: (1) change-oriented (e.g., transformational), (2) task-oriented (e.g., transactional), (3) relationaloriented (e.g., supportive), (4) values-based and moral (e.g., ethical), ( 5) passive (e.g., laissez-faire), and ( 6) destructive (e.g., abusive supervision) leader behaviors, which is also consistent with more recent meta-analyses on leadership (e.g., Lee & Carpenter, 2018;Montano et al, 2017).…”

Section: Leadership and Workplace Aggressionmentioning

confidence: 99%

Leadership and Workplace Aggression: A Meta-analysis

Cao

Wal

et al. 2022

J Bus Ethics

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Workplace aggression (bullying, incivility, and similar forms of interpersonal mistreatment) has been established as a prevalent and detrimental issue in organizations. While numerous studies have documented the important role of leaders in inhibiting or accelerating workplace aggression, a systematic overview of the associations between different leadership styles and workplace aggression as well as its boundary conditions is still lacking. This study reports a meta-analysis investigating the associations between leadership and workplace aggression. Drawing on data from 165 samples (N = 115,190), our results revealed that change-oriented, relational-oriented, and values-based and moral leadership (but not task-oriented leadership) were associated with reduced workplace aggression. In contrast, passive and destructive leadership (i.e., abusive, narcissistic, uncivil, and authoritarian) were associated with increased workplace aggression. Importantly, relative weights analyses revealed that ethical leadership was most strongly negatively associated with workplace aggression. Additionally, moderation analyses revealed that the associations between leadership and workplace aggression were, in some cases, moderated by power distance (for transactional leadership) and rating sources (for transformational and abusive supervision), but independent of measurement time lag. Overall, the findings of this meta-analysis highlight the important associations between leadership and workplace aggression. Implications for future research and policy recommendations aiming to reduce workplace aggression are discussed.

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“…According to Sturm et al (2021, p. 1), "leadership is a social process depending on the characteristics of the leader, followers, and the interaction between the two -it is also contextually rooted, within a broader social milieu". According to Leavy (2021, p. 22), there is a paucity of research on "the dynamics of the relationship between the leader and led", with some research stating that not all 'followers' are the same (Bastardoz and Van Vugt, 2019;Matthews et al, 2021). Tentatively, this draws a link to the notion of situated rationality, in that 'followers' may experience situated rationalities differently.…”

Section: Leadershipmentioning

confidence: 99%

Situated rationalities and management control change – an empirical note on key actors, situated rationalities and generalised practices

Quinn

Bertz

2021

QRAM

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Purpose This paper aims to offer an incremental contribution, augmenting the notion of situated rationality as proposed by terBogt and Scapens (2019). Through insights from empirical data, the authors explore the role of situated rationalities of key individual actors in processes of management control change. Design/methodology/approach A qualitative research approach was adopted with qualitative data collected in a single public service organisation through face-to-face interviews, organisation documentation and observations. Findings The findings present the important role of key individual actors in bringing about a new situated rationality in a housing department. External austerity forces combined with actors’ experience rationalities acted as a stimulus to change existing management control practices in the management of public services. Originality/value The paper conceptualises “experience” rationality, capturing the experiences of a key actor, including elements of leadership style. Drawing on a story of a complex process of management control change, this paper thus reveals interactions between generalised practices and situated rationalities which were not highlighted by the extended framework of terBogt and Scapens.

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How follower traits and cultural values influence the effects of leadership

Cited by 43 publications

References 119 publications

A Study on the Relationship between the Dynamic Behaviors of the Leader and Group Performance during Creativity

A Study on the Relationship between the Dynamic Behaviors of the Leader and Group Performance during Creativity

Leadership and Workplace Aggression: A Meta-analysis

Situated rationalities and management control change – an empirical note on key actors, situated rationalities and generalised practices

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