Searching for Outcomes of Leadership: A 25-Year Review

Abstract

A significant question in management research is, “What criteria should be used to evaluate the effects of leadership?” In this review, the authors systematically summarize various ways the field of leadership has (and has not) sought to answer questions about whether, when, and how leadership affects outcomes. A total of 1,161 empirical studies over 25 years, spanning micro- and macro-oriented perspectives, were content coded to answer six basic questions that set the scope of leadership science. The authors first descriptively summarize these criterion issues in the empirical literature and draw comparisons across areas (e.g., To what extent have leader-member exchange, transformational, and strategic leadership research differentially examined various outcomes?). Second, the authors explore the implications of criterion selection issues for the further advancement of leadership theory and offer concrete recommendations for future leadership research.

Intergroup Conflict Management Strategies From a Nobel Peace Laureate: The Case of José Ramos-Horta

“…Given that most research in leadership has been nomothetic in nature (Ariño & Ring, 2010;Hiller et al, 2011;Rowe, 2001;Zaccaro & Klimoski, 2001), we sought to conduct an in-depth interview to elicit conflict management strategies used by a Nobel Peace Laureate over the course of his political tenure. Our rationale for interviewing JRH was based on evidence suggesting that a single recognized expert often provides more creative insights into his/her subject matter than the collective input of several individuals (Ericsson & Simon, 1998;Gigerenzer & Gaissmaier, 2011).…”

Messing with corporate heads? Psychological contracts and leadership integrity

“…A recent review of leadership research spanning 25 years (Hiller et al, 2011) identifies transformational leadership and leader-member exchange (LMX) theory as the most common approaches directly investigating the relationship between leadership and performance. Transformational leadership aims to inspire followers to achieve results beyond expectations and involves four sets of behaviours: (1) idealised influence (charisma); (2) inspirational motivation (vision); (3) intellectual stimulation (e.g.…”

On the types of papers the Asia Pacific Journal of Management generally publishes

“…A recent review article in JOM asked about the criteria that should be used in evaluating the effects of leadership (Hiller, DeChurch, Murase, & Doty, 2011). In this review article, the authors summarized the ways leadership research has answered questions about leadership's effects on various performance outcomes (Hiller et al, 2011;Kaiser, Hogan, & Craig, 2008). Recent review articles in APJM include Sun, Zhao, and Yang (2010) on executive compensation in Asia and Nakamura (2011) on governance in Japan.…”