Leadership in Organizations

Hogan, Robert; Curphy, Gordon J.; Kaiser, Robert B.; Chamorro‐Premuzic, Tomas

doi:10.4135/9781473914957.n13

Cited by 7 publications

(11 citation statements)

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“…Abusive supervisors are described as those who engage in continuous hostile verbal and nonverbal behaviors (Tepper, ). Such supervisors are toxic for subordinates and can cause negative externalities for the organization in the form of behavioral consequences, one of which is increased voluntary employee turnover (e.g., Harvey et al, ; Hogan, Curphy, Kaiser, & Chamorro‐Premuzic, ). Voluntary turnover is defined as ‘instances wherein management agrees that the employee had the physical opportunity to continue employment with the company, at the time of termination’ (Maertz & Campion, , p. 50).…”

Section: Introductionmentioning

confidence: 99%

Affective responses to abuse in the workplace: The role of hope and affective commitment

Tillman

Gonzalez

Crawford

et al. 2018

Int J Selection Assessment

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Affective responses constitute the mechanism by which abusive supervision received is associated with subordinates' turnover intentions. Using affective events theory (AET) as a theoretical framework, we suggest that abusive supervision is a contextual event that is associated with subordinates' affective reactions and corresponding evaluative judgment of their workplace, which ultimately leads to increased turnover intentions, a prominent withdrawal outcome. We examine two affective responses as mediators, hope (a goal-related affective state based on the expectation of positive outcomes) and affective commitment (affect-based evaluation of the organization).Two samples from a field study (n 5 209) and an experiment (n 5 427) were analyzed using structural equation modeling. Results supported our proposed chain of relationships, suggesting that subordinates are likely to experience decreased hope and affective commitment after having experienced abuse from a supervisor, which subsequently impact their withdrawal intention to leave the organization.

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Section: Introductionmentioning

confidence: 99%

Affective responses to abuse in the workplace: The role of hope and affective commitment

Tillman

Gonzalez

Crawford

et al. 2018

Int J Selection Assessment

View full text Add to dashboard Cite

show abstract

“…It might also be the reason behind the high prevalence of unethical and exploitative leader behaviors and the alarming rates of failure among leaders (Aasland et al, 2010;Hogan et al, 2010). These performance-related issues might be due to the gap between characteristics that predict an effective leadership and the features that help to emerge as leaders (Hogan et al, 2018). Universal leadership culture seems to favor the latter more.…”

Section: Possible Symptoms Of Existing Leadership Culturesmentioning

confidence: 99%

“…Leadership is a significant factor in the success of groups of people in many levels, from small teams to companies, countries, and international organizations (Hogan et al, 2018). Today, there are two perpetuating problems of leadership.…”

Section: Introductionmentioning

confidence: 99%

“…The common point of these two issues is persistence. Their existence continues despite all the efforts and resources spent to prevent them, such as leadership development programs in organizations and equality measures taken by the governments (Bullough and de Luque, 2015;Hogan et al, 2018). Why do these issues persist despite all efforts to eradicate them?…”

Section: Introductionmentioning

confidence: 99%

“…Therefore, to fully understand these decisions and their roles in leadership-related problems, we need to start thinking about the leadership cultures surrounding such judgments (Day et al, 2014). Furthermore, the current issues of unequal representation and high leadership failures oblige us to identify the mechanisms that produce leadership cultures (Hogan et al, 2018). This objective requires a broad perspective to consider the complex, multi-actor nature of the co-construction of leadership cultures over time (Castillo and Trinh, 2018) and on different levels ranging from team to universal (Lord et al, 2020) based on the characteristics and decisions of the multiple actors involved in recruitment processes (April et al, 2010).…”

Section: Introductionmentioning

confidence: 99%

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The Bottleneck Metaphor of Leadership Culture: How Shared Understandings About Leadership Develop in Groups and Impede Diversity and Effectiveness of Leaders

Ozcan

2021

Front. Psychol.

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There are two big problems related to leadership today: unequal representation and high failure rates among leaders. This conceptual paper argues that commonly shared values, assumptions, and beliefs about leadership, i.e., universal leadership culture, are the common cause of both problems. After the concepts and levels related to leadership culture were explained, we introduce a multilevel, multi-actor process model named the bottleneck metaphor of leadership culture. This metaphor describes how leadership cultures are co-constructed by multiple actors based on their involvement in leader selection and reproduce themselves in groups over time based on emergent leaders' characteristics. Next, a diagnostic tool called “the leadership mirror” is proposed for organizations that want to assess their leadership culture's current state as a starting point for further interventions. Specific suggestions are made for various actors, ranging from individuals to organizations, for their possible roles in preventing undesired leadership cultures.

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The Social Value of Leadership: a Contribution from the Leadership Efficacy Model

Gomes

2023

Trends in Psychol.

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Leadership can have a profound and hopefully positive impact on followers, representing a central topic in social and behavioral sciences. However, leadership can also lead to negative consequences in some situations. It is yet unclear how to determine the conditions for a negative versus a positive leadership. In this paper, it is proposed that leadership should assume a social value in order to represent a useful phenomenon for all individuals involved in the leadership process. Specifically, social value is defined as the respect of collective values and ethical standards of the surrounding context, and respect of legitimate expectations and needs of individuals involved in the leadership activity. Thus, it is important to note that, based on this concept of social value, leadership is conceptualized as a process of influence between leaders and followers based on common and positive ideals that will have the potential to produce relevant changes for all involved. This work debates the social value of leadership, according to the leadership efficacy model that proposes that three dimensions are involved in the impact produced by leadership: leadership cycles, leadership styles, and antecedent factors of leadership. Some examples are provided about how the model can reinforce the social value of leadership, along with some preliminary data about the model. This work concludes with a debate about the nine principles of leadership that increase the chances of leaders producing desirable effects in others.

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Leadership in Organizations

Cited by 7 publications

References 0 publications

Affective responses to abuse in the workplace: The role of hope and affective commitment

Affective responses to abuse in the workplace: The role of hope and affective commitment

The Bottleneck Metaphor of Leadership Culture: How Shared Understandings About Leadership Develop in Groups and Impede Diversity and Effectiveness of Leaders

The Social Value of Leadership: a Contribution from the Leadership Efficacy Model

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