Leader reputation and accountability in organizations: Implications for dysfunctional leader behavior

Hall, Angela T.; Blass, Fred R.; Ferris, Gerald R.; Massengale, Randy

doi:10.1016/j.leaqua.2004.05.005

Cited by 190 publications

(149 citation statements)

References 90 publications

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“…Accountability in leaders has been considered to be an informal and socio-political process where one is expected to behave in a particular manner to uphold an appropriate social order [41]. Based on the RBV theory, accountability can be characterized as an individual-specific capability that serves as a valuable and unique capability that may lead firms towards superior performance [17,20,22].…”

Section: Accountability and Micro-enterprise Performancementioning

confidence: 99%

“…Based on the RBV theory, accountability can be characterized as an individual-specific capability that serves as a valuable and unique capability that may lead firms towards superior performance [17,20,22]. As leadership is the process of occupying one or more positions of responsibility in group activities [25], it is fundamental that accountability (a socio-psychological process), as a trait displayed by leaders, brings individuals to be held responsible for their actions, and thereby abuse of their otherwise well-connected status can be controlled [41].…”

Section: Accountability and Micro-enterprise Performancementioning

confidence: 99%

“…As a fundamental construct of organizational theory, accountability has a vital function in managing organizations, particularly within the context of entrepreneurial leadership, where certain organizational members have influence upon others towards achieving organizational goals [41]. Similarly, Tan and Kao [42] noted that accountability has an impact upon work performance.…”

Section: Accountability and Micro-enterprise Performancementioning

confidence: 99%

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Entrepreneurial Leadership, Performance, and Sustainability of Micro-Enterprises in Malaysia

et al. 2018

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This study probed into the impact of entrepreneurial leadership dimensions (i.e., responsibility, accountability, analytical thinking, and emotional intelligence) on the performance and sustainability of micro-enterprises in Kelantan, Malaysia, through the lens of resource-based view (RBV) theory. Through the implementation of a cross-sectional design, data were randomly gathered from 403 micro-entrepreneurs whose names appeared in the list of low-income households registered under "Majlis Amanah Rakyat" Kelantan and "Majlis Agama Islam Dan Adat Istiadat" Kelantan. The quantitative data were collected during structured interview sessions held between September and December 2017. The findings of the study revealed that the aspects of responsibility, accountability, and emotional intelligence exhibited significantly positive effects on micro-enterprise performance; while accountability, analytical thinking, and micro-enterprise performance displayed a significantly positive influence on sustainability among micro-enterprises owned by low-income households in Kelantan, Malaysia. The outcomes further portrayed a significant mediating effect of micro-enterprise performance on the correlations of responsibility, analytical thinking, and emotional intelligence with micro-enterprise sustainability. The outcomes of this study extend the scope of RBV theory and simultaneously enhance our understanding pertaining to leadership, performance, and sustainability interplay, particularly within the context of micro-enterprises in emerging economies. As such, it is recommended that the government of Malaysia formulate and to adopt policies that promote varied entrepreneurial-leadership-related traits among budding micro-entrepreneurs, which may not only boost sustainability performance among firms, but also encourage low-income household heads to actively engage in more entrepreneurial activities.

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Section: Accountability and Micro-enterprise Performancementioning

confidence: 99%

Section: Accountability and Micro-enterprise Performancementioning

confidence: 99%

Section: Accountability and Micro-enterprise Performancementioning

confidence: 99%

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Entrepreneurial Leadership, Performance, and Sustainability of Micro-Enterprises in Malaysia

et al. 2018

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“…When these components are missing, leadership is declared inauthentic. These three components proposed by (Henderson & Hoy, 1982) confound with dimension of authenticity (Kernis & Goldman, 2006), abusive supervision (Tepper, 2007), accountability (Hall, Blass, Ferris, & Massengale, 2004), and organizational politics (Hall et al, 2004). From these three dimensions, the third dimension that is salience of self over role is closer to the philosophical conception of authenticity (Henderson & Hoy, 1982).…”

Section: Conceptualization Of Construct 'Authentic Leadership'mentioning

confidence: 96%

Authentic Leadership – A Multi-Component Model

Farrukh

Ahsan

2015

SIJMB

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The need for research on authentic leadership in social sciences has emerged in the last few years. Until, now there has been done a very little research on this construct with respect to organizational sciences. There exist many ambiguities in conceptualization of authentic leadership and there exist many gaps in literature. In this paper, the critical review of literature on authentic leadership is done and literature gaps are identified. On the basis of identified gaps, a multi-component model is given for development of authentic leadership and its consequences on organizational outcomes. Hence, the main aim of this research is to present a theorydriven model of AL that presents consequences of the AL and gives suggestion of researchable propositions. Previous model could not address the multi level analysis for analyzing antecedents and consequences of AL; hence, this paper contributes to the literature by presenting a multi-level model. The significance of this paper is that it links the authentic leadership with organization-wide outcomes. Furthermore, this model has presented the mechanism. By using that authentic leaders can influence the followers and develop them in authentic followers and authentic leaders that have considerable implications for research and practice. Hence, the present model contributes to the literature by conceptually reviewing the construct of 'authenticity' and proposing a framework with testable propositions. This paper stimulates inspiration in future researchers to empirically investigate the presented model. Moreover, this also has practical implications as this model provides guidelines for interventional programs to foster authenticity at workplace.

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“…Although there is some rhetorical leadership research that utilizes signaling (e.g. Bligh and Hess, 2007;Walumbwa et al, 2012;Hall et al, 2004;Treadway et al, 2009) but very little research is directly associated signaling theory with leadership rhetoric. Rhetoric is formal and informal communication used by leaders to convey their message to stakeholders and can include voice inflections, eye contact or lack thereof, use of figurative language and imagery, use of stories and metaphors, etc.…”

Section: Conclusion and Future Researchmentioning

confidence: 99%

The power of signaling: presidential leadership and rhetoric over 20 years

Kiessling

Martin

2017

LODJ

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Purpose The purpose of this paper is to explore the power of leadership rhetoric with a theoretical foundation of signaling theory. Past research mostly focus on followers and not other stakeholders and the authors attempt to fill that research gap. Design/methodology/approach The research explored nearly 20 years and 51,500 pages of information from US presidents and explored the impact on stock market volatility using generalized autoregressive conditional heteroscedasticity. Findings The research findings suggest that leaders can/do have a powerful impact on stakeholders. In particular negative statements will cause the greatest reaction due to risk adverse stockholders, neutral rhetoric will calm the market and decrease volatility and positive rhetoric was not significant. Research limitations/implications Past research suggests that a focus on the consequences of leadership rhetoric be explored and the research suggests that people do respond to powerful leaders, even if they are not followers. Also the authors filled a gap in regard to the impact of leader communication about economic and marketplace events. Practical implications Practitioners benefit from the research as they can focus upon the US presidents’ rhetoric and strategically apply the research as they can predict the movement of the stock market immediately thereafter. Originality/value Very little research has ever explored the impact of a leader’s rhetoric and the subsequent economic impact, and no one has explored in particular the president’s rhetorical impact (who is considered by many the top leader in the USA).

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Leader reputation and accountability in organizations: Implications for dysfunctional leader behavior

Cited by 190 publications

References 90 publications

Entrepreneurial Leadership, Performance, and Sustainability of Micro-Enterprises in Malaysia

Entrepreneurial Leadership, Performance, and Sustainability of Micro-Enterprises in Malaysia

Authentic Leadership – A Multi-Component Model

The power of signaling: presidential leadership and rhetoric over 20 years

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