Construct redundancy in leader behaviors: A review and agenda for the future

Banks, George C.; Gooty, Janaki; Ross, Roxanne; Williams, Courtney E.; Harrington, Nicole T.

doi:10.1016/j.leaqua.2017.12.005

Cited by 178 publications

(143 citation statements)

References 52 publications

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“…These large correlations are similar to those reported by Banks et al (2018). The large correlations between SL and TL (q = .52), AL (q = .84), and EL (q = .82), found in the current research, confirm the possibility of empirical redundancy.…”

Section: Discussionsupporting

confidence: 91%

“…In addition, we examined the reference lists from any relevant review articles and most recent papers (Banks et al, 2018;Eva et al, 2018;Hoch et al, 2018;Parris & Peachey, 2013;van Dierendonck, 2011). To identify studies for our meta-analysis, we first searched for studies examining SL published from 1998 to the end of 2018.…”

Section: Methodsmentioning

confidence: 99%

“…This process yielded a total of 2,391 results including journal articles, dissertations, books, conference papers and proceedings, and working papers. In addition, we examined the reference lists from any relevant review articles and most recent papers (Banks et al, 2018;Eva et al, 2018;Hoch et al, 2018;Parris & Peachey, 2013;van Dierendonck, 2011). Finally, we searched for possible unpublished and in-press studies by sending email solicitations to members of the Academy of Management OB listserv.…”

Section: Methodsmentioning

confidence: 99%

“…In relation to incremental predictive validity, we included not only TL, but also AL and EL, thus extending previous meta-analyses (Banks et al, 2018;Hoch et al, 2018). In relation to incremental predictive validity, we included not only TL, but also AL and EL, thus extending previous meta-analyses (Banks et al, 2018;Hoch et al, 2018).…”

Section: Strengths Limitations and Future Research Directionsmentioning

confidence: 99%

“…Firstly, a long-standing debate regarding the conceptual overlap and potential redundancy of the SL construct with related leadership constructs (e.g., transformational, ethical, authentic: Antonakis, Ashkanasy, & Dasborough, 2009;Banks, McCauley, Gardner, & Guler, 2016) continues to plague the literature (Lemoine et al, 2019). Indeed, findings from a recent meta-analysis on leadership behaviours (Banks, Gooty, Ross, Williams, & Harrington, 2018) suggest large correlations between SL and transformational leadership (TL) (r = .52; k = 5), as well as other morally based leadership approaches, namely authentic leadership (AL; e.g., Avolio & Gardner, 2005; r = .60; k = 1) and ethical leadership (EL; e.g., Brown, Treviño, & Harrison, 2005; r = .81; k = 1), although it should be noted that these results were based on very few (often single) studies. Furthermore, while Hoch, Bommer, Dulebohn, and Wu (2018) did find metaanalytic evidence of the incremental predictive validity of SL over TL, its incremental predictive validity over AL and EL is yet to be empirically established.…”

mentioning

confidence: 99%

See 4 more Smart Citations

Servant leadership: A meta‐analytic examination of incremental contribution, moderation, and mediation

Lee

Lyubovnikova

Tian

et al. 2019

J Occupat & Organ Psyc

246

228

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Research suggests that when leaders, as servant leaders, focus on their followers’ needs, this can have a positive effect on organizational functioning. Yet results are inconsistent in establishing the strength of the relationships, limiting understanding of the theoretical impact and practical reach of the servant leadership (SL) construct. Using a quantitative meta‐analysis based on 130 independent studies, the current research provides evidence that SL has incremental predictive validity over transformational, authentic, and ethical leadership. Further, the link between SL and a range of individual‐ and team‐level behavioural outcomes can be partially explained by trust in the leader, procedural justice, and leader–member exchange. The paper also explores moderators to better establish SL's criterion‐related validity and to clarify the magnitude of effects across boundary conditions, such as research design, national culture, and industry. Practitioner points Servant leadership has predictive validity over other leadership approaches, and therefore, organizations would benefit by developing their current leaders into SLs. Organizations should aim to select SLs into influential positions: Training programmes and selection profiles and processes would need to be aligned and developed to capture attitudes and behaviours associated with SL inside and outside the organization. Servant leaderships should seek to create a culture that positively promotes the development of trust, fairness, and high‐quality leader–follower relationships, as these conditions collectively enable the effects of SL to be transmitted onto desirable follower outcomes.

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Section: Discussionsupporting

confidence: 91%

Section: Methodsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

Section: Strengths Limitations and Future Research Directionsmentioning

confidence: 99%

mentioning

confidence: 99%

See 3 more Smart Citations

Servant leadership: A meta‐analytic examination of incremental contribution, moderation, and mediation

Lee

Lyubovnikova

Tian

et al. 2019

J Occupat & Organ Psyc

246

228

View full text Add to dashboard Cite

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A new look at the relationships between transformational leadership and employee attitudes—Does a high‐performance work system substitute and/or enhance these relationships?

Ehrnrooth

Barner‐Rasmussen

Koveshnikov

et al. 2020

Human Resource Management

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Even while attempting to explain the same outcomes, research on leadership and on human resource management (HRM) have largely progressed on parallel trajectories. We extend recent efforts to bring these fields closer together by testing how employee perceptions of a high‐performance work system (HPWS) and transformational leadership (TL), independently and jointly, influence four important employee attitudes. Analyses of 308 subordinates of 76 managers in five multinational companies suggest that a HPWS substitutes for much of the independent influence of TL and constitutes an important boundary condition for some of this influence. Implications for future research on HRM and leadership are discussed.

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The Digital Transformation Leadership Framework: Conceptual and Empirical Insights into Leadership Roles in Technology‐Driven Business Environments

Weber

Krehl

Büttgen

2022

J of Leadership Studies

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The powerful and disruptive changes associated with digital transformation make leadership more complex than before, which results in new and demanding challenges for companies and leaders alike. Thus, building on the competing values framework (CVF), which postulates that leaders must adopt multiple roles and behaviors, the current research aims to identify leadership roles appropriate in digital transformation and subsequently investigate whether the existing CVF roles are still relevant. A qualitative study was conducted to identify appropriate leadership behaviors in digital transformation. Additionally, a measurement scale for the identified leadership roles was developed and tested. Furthermore, multidimensional scaling (MDS) was used to test the degree‐of‐fit between the identified leadership roles in digital transformation and the four CVF quadrants. The results reveal that new leadership roles emerge in the context of digital transformation. Some original CVF roles are still relevant, but others should be modified. Overall, the findings indicate that leaders need a broad behavioral complexity to master the emerging leadership challenges in digital transformation.

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Construct redundancy in leader behaviors: A review and agenda for the future

Cited by 178 publications

References 52 publications

Servant leadership: A meta‐analytic examination of incremental contribution, moderation, and mediation

Servant leadership: A meta‐analytic examination of incremental contribution, moderation, and mediation

A new look at the relationships between transformational leadership and employee attitudes—Does a high‐performance work system substitute and/or enhance these relationships?

The Digital Transformation Leadership Framework: Conceptual and Empirical Insights into Leadership Roles in Technology‐Driven Business Environments

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