Connective Leadership

Lipman‐Blumen, Jean

doi:10.4135/9781412979337.n86

Cited by 24 publications

(47 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…attitudes, values, and personality between this in-group (perceiver) and candidates for promotion may be interpreted as qualifications (Bjarnegard 2009;Lipman-Blumen 2000;Piliavin 1987). In turn, social similarities lead to an assumption of competence in a way that favors the dominant group (Holgersson 2003;Klahr 1969;Schlozman, et al 1995).…”

Section: Discussionmentioning

confidence: 99%

The Glass Ceiling in Politics: Formalization and Empirical Tests

Folke

Rickne

2014

SSRN Journal

View full text Add to dashboard Cite

Standard-Nutzungsbedingungen:Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden.Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen.Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. Terms of use: Documents in EconStor may AbstractThere is a scarcity of women and minorities at the apex of political power. This paper formalizes the concept of the glass ceiling for political organizations and builds on previous research to suggest four testable criteria. A glass ceiling exists if women and/or racial minorities (1) are discriminated against in the organization's promotion process and (2) the discrimination increases in severity for the top levels of power and over an individual's career trajectory. We suggest a series of empirical tests for this phenomenon and apply them to longitudinal data on Swedish politicians. Results show that women face a glass ceiling, while minorities' career disadvantages are more severe at the earlier career steps (a "sticky floor"). There is an unequal distribution of political power in most contemporary democracies. Women make up 21.8 percent of the world's parliamentarians, but only 7.8 percent of its heads of government and 5.9 percent of its heads of state (UN Women 2014). Systematic data collection is lacking for racial and ethnic minorities, but previous research has documented a clear underrepresentation in parliaments (Bloemraad 2013), and casual inspection suggests a striking absence from top offices. These patterns constitute an important democratic deficit, and suggest that society may be drawing its leaders from an overly narrow pool of human talent. After all, citizens deserve to be led by the best person, not just the best (white) man, for the job.This paper tests whether the lack of women and minorities in the upper levels of political organizations can be explained by a glass ceiling effect. This is done in two steps. First, we draw on research from different academic disciplines to clearly define the metaphor of the glass ceiling for the political sector and in terms of four testable criteria. Second, we explain and showcase how these criteria can be tested empirically in a case study of Swedish local political organizations.Our paper extends the growing literature on the under-representation of women in political leadership by shifting the focus from macro-systematic explanations of vertical 3 inequality 1 to party-level and micro-level explanations. Compared to most previous work, this entails a shift from country-level data to uniquely detailed panel data for politicians and the nomination decisions among these politicians by hundreds of local party groups. We add a novel perspective to t...

show abstract

Section: Discussionmentioning

confidence: 99%

The Glass Ceiling in Politics: Formalization and Empirical Tests

Folke

Rickne

2014

SSRN Journal

View full text Add to dashboard Cite

show abstract

“…For subordinates who believe their leader's power is illegitimate, they are often willing to act to rectify the inappropriateness of being led by someone who may not be able or willing to forward the best interests of the group (Lammers et al, ; Willis et al, ). Indeed, research finds that when their leader is perceived as illegitimate, subordinates are more likely to experience anger (e.g., Nugier, Niedenthal, Brauer, & Chekroun, ), are less likely to accept and comply with leader decisions (e.g., Tyler, ), and may be more likely to seek collective action against the leader to rectify breaches of the group's social contract (e.g., Lammers et al, ; Lipman‐Blumen, ; Martorana, Galinsky, & Rao, ). Thus, taken together, illegitimacy in power relations between leaders and subordinates can critically impact group functioning (see also Case & Maner, ).…”

Section: Leader Legitimacymentioning

confidence: 99%

“…In addition, face‐to‐face contact between subordinates might also affect how subordinates react to illegitimate leaders. Past research has indicated that subordinates often form coalitions to address incompetent and/or toxic leaders (see Case & Maner, ; Haslam et al, ; Lipman‐Blumen, ). Therefore, perhaps if subordinates have the opportunity to communicate with one another they might be more likely to withhold support to an illegitimate leader given their collective resolve.…”

Section: Limitations and Future Researchmentioning

confidence: 99%

The effects of leader illegitimacy on leaders' and subordinates' responses to relinquishing power decisions

Ratcliff

Vescio

2017

Euro J Social Psych

View full text Add to dashboard Cite

This research examined how leader illegitimacy affects leaders' and subordinates' responses to relinquishing power decisions. The processes underlying responses to leader illegitimacy and relinquishing power were also examined. Across four studies, participants were placed in leader roles (Studies 1a/1b) or subordinate roles (Studies 2a/2b) in an online competition. In Studies 1a/1b, participants assigned a leadership role learned, via a leadership skills test, that their leadership was illegitimate or legitimate. By contrast, in Studies 2a/2b, participants assigned a subordinate role were confronted with either an illegitimate leader who retained their power after performing poorly or a legitimate leader who received the leader role after a poor‐performing leader had relinquished their power. Results demonstrated that leaders who felt they did not belong in their leadership role relinquished more power when their leadership was illegitimate (vs. legitimate) and subordinates who felt less in control and greater anger supported illegitimate (vs. legitimate) leaders less.

show abstract

“…In Malaysia, there is a call for traditional leadership roles in the public sector to shift to more collaborative roles. Those roles are conceptualized in what is termed as collaborative or network leadership roles [13] or the connective leadership roles [14][15] [16].…”

Section: Literature Reviewsmentioning

confidence: 99%

Untitled

2017

IJBM

View full text Add to dashboard Cite

Leaders take calculated risks to reach a challenging goal. To become a leader, certain competencies are required. Selection of leaders is also very vital. The purpose of this study is to understand leadership roles, to determine selection process of choosing the right candidates for potential future leaders of an organization and to obtain competencies which will lead the candidates to get leadership quality. In this study, theoretical research has been conducted based on American Society for Training & Development (ASTD) model and secondary data has been used through existing research publications. A conceptual framework of Leadership selection process and lead competencies matrix model has been derived in Malaysian context. This study suggests that there are three steps in leadership selection process and ten lead competencies which are required to develop for a strategic leadership role to excel organizational performance. Human resource managers can use this selection process and model for developing future leaders. Primary data can be a potential enhancement of this research.

show abstract

Connective Leadership

Cited by 24 publications

References 0 publications

The Glass Ceiling in Politics: Formalization and Empirical Tests

The Glass Ceiling in Politics: Formalization and Empirical Tests

The effects of leader illegitimacy on leaders' and subordinates' responses to relinquishing power decisions

Untitled

Contact Info

Product

Resources

About