Implications of dispositional and process views of traits for individual difference research in leadership

Dinh, Jessica E.; Lord, Robert G.

doi:10.1016/j.leaqua.2012.03.003

Cited by 86 publications

(84 citation statements)

References 163 publications

(255 reference statements)

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“…Studies of the traits leading to leadership and power have been common and popular; however, they have not satisfactorily explained the behavior of powerful people, giving way to process approaches in organizational research (Dinh & Lord 2012, Lord & Maher 2002. Simultaneously, sociocognitive experimental research has helped explain how power affects the mind (Guinote 2007b.…”

Section: Power and Cognitionmentioning

confidence: 99%

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How Power Affects People: Activating, Wanting, and Goal Seeking

Guinote

2017

Annu. Rev. Psychol.

278

274

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Sociocognitive research has demonstrated that power affects how people feel, think, and act. In this article, I review literature from social psychology, neuroscience, management, and animal research and propose an integrated framework of power as an intensifier of goal-related approach motivation. A growing literature shows that power energizes thought, speech, and action and orients individuals toward salient goals linked to power roles, predispositions, tasks, and opportunities. Power magnifies self-expression linked to active parts of the self (the active self ), enhancing confidence, self-regulation, and prioritization of efforts toward advancing focal goals. The effects of power on cognitive processes, goal preferences, performance, and corruption are discussed, and its potentially detrimental effects on social attention, perspective taking, and objectification of subordinates are examined. Several inconsistencies in the literature are explained by viewing power holders as more flexible and dynamic than is usually assumed.

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Section: Power and Cognitionmentioning

confidence: 99%

“…Finally, being empathetic and being a good listener increase leadership potential (Guinote & Chen 2016, Keltner et al 2010. Importantly, power emergence is often dependent on having a combination of skills (e.g., intelligence and extroversion) and being able to respond to situational demands (Dinh & Lord 2012).…”

mentioning

confidence: 99%

How Power Affects People: Activating, Wanting, and Goal Seeking

Guinote

2017

Annu. Rev. Psychol.

278

274

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“…Dinh and Lord (2012) suggested the use of 'jarring' events which evoke vivid, high-context memories. Larsson and Lundholm (2010) suggest, contrariwise, the study of everyday events for leadership research.…”

Section: Leadership Emergencementioning

confidence: 99%

“…They have also prescribed the means by which to do so (Antonakis et al 2012;Zaccaro 2007 andDinh andLord 2012). Little research in this area actually specifies a model which explains the dynamics of trait-processes (for an exception see Derue et al 2011).…”

Section: Theoretical Implicationsmentioning

confidence: 99%

Leadership between decks

Offord

Gill

Kendal

2016

Leadership &Amp; Organization Development Journal

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Purpose – The purpose of this paper is to understand the role of interaction in the process of leadership. Interaction has been claimed to be a leadership competence in earlier research into leadership in the Royal Navy. The aim of this research is to define how interaction works within naval teams. Design/methodology/approach – The research uses Grounded Theory. Following a series of leadership discussions in separate focus groups, discussion topics were coded and subjected to recursive qualitative analysis. The grounded approach is used to synthesise and develop existing leadership theory strands as well as to extend the trait-process approach to leadership. Findings – The research discovers the key interaction behaviours of engagement, disengagement and levelling. Our findings support recent developments in follower-centric perceptions of leadership and in interaction specifically. The authors develop engagement theory by combining it with the less well researched area of leadership resistance. The authors then re-frame resistance as social levelling, a more comprehensive interaction mechanism. Research limitations/implications – The research is highly contextual because of its qualitative approach. Some of the detailed reactions to leadership behaviours may not found in other naval or military teams and are unlikely to be generalisable to non-military environments. However, the mechanism described, that of engagement, disengagement and levelling is considered highly generalisable if not universal. Rather than develop new theory fragments in an already confusing research environment, the authors fuse engagement and resistance theory to extend trait-process theories of leadership. The result is a coherent and integrative model of leadership dynamics which frames leadership in the mundane interaction of leaders and followers. Practical implications – Interaction as a competence is strongly supported as is the encouragement of cultures which promote interaction. Selection procedures for future leaders should include interaction skills. The use of subtle methods of resistance are highlighted. Such methods may indicate poor interaction long before more overt forms of resistance are apparent. Social implications – The continual monitoring of leaders and implied ambivalence towards leadership could be critical to our understanding of leadership. A dynamic feedback circle between leaders and followers may be a more useful paradigm for the characterising of leadership throughout society. A better understanding of the power of followers to frame and re-frame leadership would help to manage the expectations of leaders. Originality/value – This research uniquely uses Grounded Theory to extend current theories (competence based leadership and trait-process theories of leadership), explaining the complexity of leadership interaction. The research also synthesises and develops engagement and levelling (resistance to leadership) theories for the first time. As such the project suggests a full range model of follower response to leadership including subtle forms of resistance to power. The value of group-level analysis using focus groups is recommended, especially for other collective leader-follower approaches to leadership. The research is of interest to those studying leadership process theories, competencies, leader-follower traditions, engagement and power/resistance research.

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“…Leadership is a negotiated process, and people tend to grant leadership to others at different events (Dinh & Lord 2012). Story-telling and narratives have been mechanisms through which people construct meanings collectively in organizations (Brown 1986).…”

Section: Follower Narrationmentioning

confidence: 99%

Emerging Leadership at Operational Level: The Convergence of Self-and Social Construction of Leadership

Dissanayake

2016

NSBM J. Mgt

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Operational level workers constitute an active and energetic workforce from which leaders emerge in organizations. Existing theories support the view that leadership is constructed by self and others. However, the process through which leaders emerge at operational level exists as an unattended agenda in leadership research. Thus, the purpose of this study is to examine and theorize how leaders emerge in a convergent process of self and social construction of leadership among operational level workers. This study is based on a comprehensive literature review followed by a case study. With the support of theories on impression construction, leadership outcomes, self-fulfilling prophecy, implicit leadership, and leader prototypes, the study identifies the emerged leadership at operational level as a convergent process of self-and social-construction at the workplace. Deploying a case from a labor-intensive industry for empirical support, the study develops eight propositions for this theorization. It finds that leadership in a large group of operational level workers emerges in a process consisting of: impressive engagement and symbolized positive performance of emerging leaders, and follower narrations and collective embracing of emerged leadership by peer followers. This theorization offers a cluster of implications for human resource managers, leader trainers, organizational line managers, and theorists while providing insights into the processes of emerging leadership at operational level. It recognizes the social processes enacted among young workers who belong to new generations, and emphasizes the significance of theorizing leadership construction processes of emerging leaders, while identifying their implications for organizations in managing new generations.

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Implications of dispositional and process views of traits for individual difference research in leadership

Cited by 86 publications

References 163 publications

How Power Affects People: Activating, Wanting, and Goal Seeking

How Power Affects People: Activating, Wanting, and Goal Seeking

Leadership between decks

Emerging Leadership at Operational Level: The Convergence of Self-and Social Construction of Leadership

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