Developments in implicit leadership theory and cognitive science: Applications to improving measurement and understanding alternatives to hierarchical leadership

Shondrick, Sara J.; Dinh, Jessica E.; Lord, Robert G.

doi:10.1016/j.leaqua.2010.10.004

Cited by 218 publications

(214 citation statements)

References 127 publications

(217 reference statements)

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“…Kahneman, 2011). This is also in accordance with what is known about the etiology of ILTs (Shondrick et al, 2010) and about management evaluation practices in general (Scullen, Mount, & Judge, 2003) Thus hypothesis 6 is as follows:…”

Section: H5: Patterns Of Attributed Heroic Qualities Differ Such Thatsupporting

confidence: 87%

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Overlapping semantics of leadership and heroism: Expectations of omnipotence, identification with ideal leaders and disappointment in real managers

Arnulf¹,

Larsen²

2015

Scand. Psychol.

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Section: H5: Patterns Of Attributed Heroic Qualities Differ Such Thatsupporting

confidence: 87%

“…If Carlyle and Burns were right, then «heroism» is a very powerful perceptual figure in the eyes of the beholder. Leader categorization research shows that cognitive prototypes of social actors may have a profound influence on their relationships to leaders (Lord et al, 1984;Shondrick, Dinh, & Lord, 2010).…”

Section: Leadership As Semanticsmentioning

confidence: 99%

Overlapping semantics of leadership and heroism: Expectations of omnipotence, identification with ideal leaders and disappointment in real managers

Arnulf¹,

Larsen²

2015

Scand. Psychol.

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“…Implicit leadership theory suggests that we choose our leaders based on how well people's characteristics match our conception of the prototypical leader (Lord, Foti, & DeVader, 1984;Shondrick, Dinh, & Lord, 2010). Therefore, it should be noted that many of narcissists' characteristics are "leaderlike," such as being socially dominant, extraverted, and having high self-esteem (Ensari, Riggio, Christian, & Carstaw, 2011;Judge et al, 2002).…”

Section: Studymentioning

confidence: 99%

Narcissism and Leadership: A Meta-Analytic Review of Linear and Nonlinear Relationships

Grijalva

Harms

Newman

et al. 2013

AMPROC

165

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Past empirical studies relating narcissism to leadership have offered mixed results. This study integrates prior research findings via meta-analysis to make four contributions to theory on narcissism and leadership, by (a) distinguishing between leadership emergence and leadership effectiveness, to reveal that narcissism displays a positive relationship with leadership emergence, but no relationship with leadership effectiveness; (b) showing narcissism's positive effect on leadership emergence can be explained by leader extraversion; (c) demonstrating that whereas observerreported leadership effectiveness ratings (e.g., supervisor-report, subordinate-report, and peer-report) are not related to narcissism, self-reported leadership effectiveness ratings are positively related to narcissism; and (d) illustrating that the nil linear relationship between narcissism and leadership effectiveness masks an underlying curvilinear trend, advancing the idea that there exists an optimal, midrange level of leader narcissism.During the last decade, organizational researchers have become increasingly interested in narcissism, as recently evidenced by several insightful contributions (e.g., Galvin, Waldman, & Balthazard, 2010;Judge, LePine, & Rich, 2006;Judge, Piccolo, & Kosalka, 2009;Nevicka, Ten Velden, De Hoogh, & Van Vianen, 2011;Peterson, Galvin, & Lange, 2012), digitalcommons.unl.edu 2 G r i j a lva , H a r m s , N e w m a N , G a d d i s & F r a l e y i N P e r s o n n e l P s y c h o l o g y 6 8 ( 2 0 1 5 ) including a meta-analysis of narcissism and work performance (O'Boyle, Forsyth, Banks, & McDaniel, 2012). Narcissism's rise in popularity coincides with a larger trend in the field of organizational psychology toward building a more thorough understanding of negative workplace behaviors (e.g., counterproductive work behaviors [CWB], abusive supervision, and incivility; Andersson & Pearson, 1999;Sackett, 2002;Tepper, 2000). Within this context, negative personality traits have a newfound appeal, as they carry the potential to harness validity left untapped by trait paradigms focused on the more positive side of personality (Grijalva & Newman, in press;Hogan & Hogan, 2001;Judge et al., 2006;O'Boyle et al., 2012;Paulhus & Williams, 2002;Penney & Spector, 2002;Wu & LeBreton, 2011).This paper seeks to integrate and extend existing findings regarding narcissism's impact on leadership. To be clear, much existing research already focuses on narcissism's role in leadership (Kets de Vries & Miller, 1985;Maccoby, 2000;Rosenthal & Pittinsky, 2006); but this research has not produced consensus concerning whether narcissistic leaders hinder or benefit their organizations. To begin clarifying this issue, we first note that researchers typically define narcissism by listing several diagnostic criteria for Narcissistic Personality Disorder from the Diagnostic and Statistical Manual of Mental Disorder-IV (DSM-IV; APA, 2000; e.g., "has a grandiose sense of self-importance"; "requires excessive admiration"; "has a sense of entitl...

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“…Socio-cognitive approaches to leadership (e.g., Epitropaki & Martin, 2004;Epitropaki et al, 2013;Lord & Maher, 1991;Shondrick, Dinh & Lord, 2010; and creativity (e.g., Christensen, Drewsen & Maaløe, 2014;Hass, 2014;Sternberg, 1985) open up exciting possibilities for creative leadership and may help resolve the paradox indicated in our introduction: On the one hand, prior studies (e.g., highlighted the importance of creative thinking skills for creative leadership; on the other hand, studies of Implicit Leadership Theories (ILTs) and Implicit Followership Theories (IFTs) have revealed a striking absence of the trait "creative" from existing lists of ILTs and IFTs (e.g., Offermann et al, 1994;Sy, 2010). As a matter of fact, in Lord, Foti, and De Vader's (1984) list the trait 'creative' was included in the non-leader attributes list which clearly implies that creativity is not perceived as a core characteristic of leadership .…”

Section: Implications For Research On Leadership Schemas Social Idenmentioning

confidence: 99%

Creative Leadership: A Multi-Context Conceptualization

Mainemelis¹,

Kark²,

Epitropaki³

2015

The Academy of Management Annals

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Further information on publisher's website:http://dx.doi.org/10. 1080/19416520.2015.1024502 Publisher's copyright statement:This is an Accepted Manuscript of an article published by Taylor Francis Group in The Academy of Management Annals on 27/02/2015, available online at: http://www.tandfonline.com/10. 1080/19416520.2015.1024502. Additional information: Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-pro t purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. AbstractVarious streams of organizational research have examined the relationship between creativity and leadership, albeit using slightly different names such as "creative leadership", "leading for creativity and innovation," and "managing creatives." In this article we review this dispersed body of knowledge and synthesize it under a global construct of creative leadership, which refers to leading others towards the attainment of a creative outcome.Under this unifying construct we classify three more narrow conceptualizations that we observe in the literature: facilitating employee creativity; directing the materialization of a leader's creative vision; and integrating heterogeneous creative contributions. After examining the contextual characteristics associated with the three conceptualizations, we suggest that they represent three distinct collaborative contexts of creative leadership. We discuss the theoretical implications of a multi-context framework of creative leadership, + The second and the third author contributed equally.

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Developments in implicit leadership theory and cognitive science: Applications to improving measurement and understanding alternatives to hierarchical leadership

Cited by 218 publications

References 127 publications

Overlapping semantics of leadership and heroism: Expectations of omnipotence, identification with ideal leaders and disappointment in real managers

Overlapping semantics of leadership and heroism: Expectations of omnipotence, identification with ideal leaders and disappointment in real managers

Narcissism and Leadership: A Meta-Analytic Review of Linear and Nonlinear Relationships

Creative Leadership: A Multi-Context Conceptualization

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