Leading day-to-day: A review of the daily causes and consequences of leadership behaviors

Kelemen, Thomas K.; Matthews, Samuel; Breevaart, Kimberley

doi:10.1016/j.leaqua.2019.101344

Cited by 97 publications

(130 citation statements)

References 118 publications

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“…At the same time, the current studies do not inform us about at least three important issues. First, it remains to be addressed whether AL fluctuates over short periods of time and what drives these fluctuations (Kelemen, Matthews and Breevaart, 2019). Managers who act authentically on one day may not necessarily do so tomorrow (cf.…”

Section: Authentic Leadershipmentioning

confidence: 99%

“…Despite its original formulation as a dynamic phenomenon (Avolio and Gardner, 2005; see also Cooper, Scandura and Schriesheim, 2005; Luthans and Avolio, 2003; May et al ., 2003), in the study of AL ‘these good intentions have later been largely replaced by static […] conceptualizations and empirical studies’ (Alvesson and Einola, 2019, p. 387). Following these recent reviews and meta‐analyses (Kelemen, Matthews and Breevaart, 2019; McClean et al ., 2019; Podsakoff et al ., 2019), we explore AL at the day level.…”

Section: Introductionmentioning

confidence: 99%

“…Finally, we incorporate the called‐for temporal element into management theorizing and research (Fischer, Dietz and Antonakis, 2017; Kelemen, Matthews and Breevaart, 2019; McClean et al ., 2019; McCormick et al ., 2018), especially in relation to AL (Alvesson and Einola, 2019; Ibarra, 2015; Sidani and Rowe, 2018). Kelemen, Matthews and Breevaart (2019) argue that ‘studying leadership in a daily fashion is critical […] as it gives unique insight that cannot be easily captured in other ways’ (p. 2). Day‐level research enables (1) testing of leadership theories at the within‐person level (see also McCormick et al ., 2018); (2) in‐depth insights into the short‐term processes of leadership; and (3) the analysis of leadership in its natural context.…”

Section: Introductionmentioning

confidence: 99%

“…In sum, adopting a resource‐based perspective grounded in COR theory (Halbesleben et al ., 2014; Hobfoll, 2001, 2002, 2011; Hobfoll et al ., 2018), we apply two complementary methodological approaches to explore personal and contextual resources as predictors of AL and incorporate temporal dynamics (Fischer, Dietz and Antonakis, 2017; Kelemen, Matthews and Breevaart, 2019; McClean et al ., 2019; Podsakoff et al ., 2019; Shamir, 2011). Study 1 employs an experience sampling design to quantify the proportion of within‐person variance in AL over time and how personal resources drive these fluctuations (Kelemen, Matthews and Breevaart, 2019; McClean et al ., 2019). Furthermore, we investigate ethical organizational climates as stable contextual resources for AL (Luthans and Avolio, 2003; Petersen and Youssef‐Morgan, 2018).…”

Section: Introductionmentioning

confidence: 99%

“…Here we test personal resources and AL on a between‐person level of analysis and replicate the findings of the role of contextual resources. The multi‐study approach allows us to constructively replicate (Eden, 2002) and compare results (Iszatt‐White and Kempster, 2018; Xanthopoulou et al ., 2009), thereby advancing the understanding of AL and COR theory at within‐ and between‐person levels of analysis (Kelemen, Matthews and Breevaart, 2019; McCormick et al ., 2018; Miller and Bamberger, 2016; Podsakoff et al ., 2019).…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

Managers’ Resources for Authentic Leadership – a Multi‐study Exploration of Positive Psychological Capacities and Ethical Organizational Climates

Fladerer¹,

Braun

2020

British J of Management

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While authentic leadership is highly valued in today's business world, managers do not necessarily have the resources to attain it. Building on conservation of resources theory, we propose a conceptual model to address how personal and contextual resources predict authentic leadership. Study 1 analyses the day-to-day variability in managers' positive psychological capacities as personal resources in relation to changes in authentic leadership. In addition, it tests ethical organizational climates as stable, contextual resources for authentic leadership. In Study 2, we replicate our results on the between-person level and extend the research model by exploring promotion focus as a link in the relationship between personal resources and authentic leadership.Evidence from an experience sampling study with 89 managers surveyed daily on 10 consecutive working days (Study 1) and a field survey of 130 managers at two points in time (Study 2) supports the hypothesized role of personal resources and promotion focus for authentic leadership. In both studies, only principled but not benevolent ethical organizational climates emerged as a contextual resource for authentic leadership. We discuss the implications for current management research and practice.

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Section: Authentic Leadershipmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Managers’ Resources for Authentic Leadership – a Multi‐study Exploration of Positive Psychological Capacities and Ethical Organizational Climates

Fladerer¹,

Braun

2020

British J of Management

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Humble leadership: A review and synthesis of leader expressed humility

et al. 2022

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Recent academic research has proliferated around the construct of humble leadership. Humble leadership involves having an accurate view of oneself, recognizing the contributions of followers, and modeling teachability. Given the growing interest in this construct, we provide a review of the humble leadership literature. First, we clarify how humble leadership has been defined and measured in the current literature and discuss how it compares to moral-based leadership approaches. Second, we review the extant literature by examining humble leadership's theoretical and nomological network, highlighting the antecedents, outcomes, moderators, and mediators.Third, we provide an overview of key methodological strengths and weaknesses.Finally, we conclude by drawing upon our review of the literature to present directions for future research that will advance the understanding of humble leadership. In sum, our review highlights the key elements and findings of where humble leadership has been and indicates ways to drive this literature forward.

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Diary studies, a double‐edged sword? An experimental exploration of possible distortions due to daily reporting of social interactions

2022

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Summary Diary studies on social interactions are increasingly common in management research. Yet due to the high demands involved, participants may experience burden and respond by showing insufficient effort responding (IER). Moreover, repeated reflection on the variables of interest may change individuals' perceptions of their work, thereby compromising the benefits of diary studies. We investigated these two effects in a sample of 444 participants in an exploratory experiment on different diary‐writing conditions. Perceptions and evaluation of the work environment were assessed before and after a 2‐week diary‐writing period in which participants reported on daily interactions at work. Participants were randomly assigned to one of five conditions differing in length and affective valence of the required report or to a control group without a diary. Results show that IER increases over time, especially when participants report negative (vs. positive) interactions at work. Changes in work‐related perceptions only occurred in team‐member‐exchange as a result of reporting negative work interactions. We discuss reasons for the absence of effects for the other outcomes. Finally, we provide implications for designing and conducting diary research and suggestions for future studies examining diary methodology.

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Leading day-to-day: A review of the daily causes and consequences of leadership behaviors

Cited by 97 publications

References 118 publications

Managers’ Resources for Authentic Leadership – a Multi‐study Exploration of Positive Psychological Capacities and Ethical Organizational Climates

Managers’ Resources for Authentic Leadership – a Multi‐study Exploration of Positive Psychological Capacities and Ethical Organizational Climates

Humble leadership: A review and synthesis of leader expressed humility

Diary studies, a double‐edged sword? An experimental exploration of possible distortions due to daily reporting of social interactions

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