Systematic variation in organizationally-shared cognitive prototypes of effective leadership based on organizational form

Predictors of the emergence of transformational leadership in virtual decision teams

“…Nevertheless, even in such a setting, if an individual is able to express written ideas in a thoughtful, clear, articulate, and appealing manner, the other group members are likely to view such behavior positively and in line with the perceived behavioral qualities of a prototypical transformational leader. Such qualities are likely to include confidence, credibility, believability, and being visionary or insightful (Dickson, Resick, & Hanges, 2006;Hanges & Dickson, 2004;Lord, Foti, & DeVader, 1984). In a pure VT context, written linguistic quality may be largely paramount to providing the type of information necessary to make attributions regarding these qualities, and thus, to predicting perceptions of transformational leadership.…”

Within-group agreement: On the use (and misuse) of rWG and rWG(J) in leadership research and some best practice guidelines

“…Bass, Avolio, Jung, and Berson (2003) examined how leader behaviors directed at unit members as a whole (commonly known as leadership climate) were related to unit performance (i.e., unit-level of analysis). Finally, Dickson, Resick, and Hanges (2006) studied the linkages between organizational-level factors and effective leadership (i.e., organizational-level of analysis). Although each of these studies examined a leadership phenomenon at a different level of analysis, they all utilized a consensus-based composition model (Chan, 1998) construct.…”

Leader cognition in real-world settings: How do leaders think about crises?

“…We have identified the kind of relationships -high quality and high trust relationships, leaders must form with followers to effectively exercise influence (Graen & Uhl-Bien, 1998;Lapidot, Kark, & Shamir, 2007). We have also developed a more sophisticated understanding of how situational variables shape effective leader behavior (Vroom & Jago, 2007) -with variables operating at the dyadic (Mumford, Dansereau, & Yammarino, 2000), group (Day, Gronn, & Salas, 2006), organizational (Tushman & O'Rielly, 1996), and cultural (Dickson, Resick, & Hanges, 2006) levels having been identified. Moreover, we have begun to develop models, models of transformational and charismatic leadership, that seem to account for leadership beyond expectation (Bass & Avolio, 1990;Conger & Kanungo, 1998;Mumford, 2006).…”