Implicit leadership theories: Content, structure, and generalizability

Offermann, Lynn R.; Kennedy, John K.; Wirtz, Philip W.

doi:10.1016/1048-9843(94)90005-1

Cited by 478 publications

(528 citation statements)

References 18 publications

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“…Second, our research's finding that facial cues differed in their salience for the two managerial roles suggests that participants' judgements were likely based on their implicit theories about the two roles, as no detailed descriptions of the positions were provided. Offermann et al (1994) have emphasised that the general public holds naïve theories of the characteristics associated with effective leaders. Our findings are consistent with this assumption.…”

Section: Discussionmentioning

confidence: 99%

Perceptions of facial dominance, trustworthiness and attractiveness predict managerial pay awards in experimental tasks

Fruhen

Watkins

Jones

2015

The Leadership Quarterly

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Positive associations between physical attractiveness and employee reward are well-documented within the organizational literature. Although the impact of facial cues to trustworthiness and dominance on a number of social outcomes has been established outside of the workplace, the extent to which they affect pay at different managerial levels in addition to attractiveness is yet to be investigated. This paper presents research into this issue using a face payment task for shop floor managers (Retail Managers) and senior managers (Heads of Retail Operations). Evaluations indicated that all three facial cues were positively associated with awarded pay at both managerial levels. Moreover, attractiveness had a significantly stronger link with shop-floor managers' than senior managers' pay, whereas perceived trustworthiness and perceived dominance had significantly stronger links with pay for senior managers than shop-floor managers. It further emerged that women were paid more in this experimental task where pay was awarded solely based on facial features and that the facial features were more predictive of women's than men's pay. Awareness of the role of physical cues in pay awards can be considered by organizations to reduce biases in remuneration. FACIAL CUES AND PAY2

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Section: Discussionmentioning

confidence: 99%

Perceptions of facial dominance, trustworthiness and attractiveness predict managerial pay awards in experimental tasks

Fruhen

Watkins

Jones

2015

The Leadership Quarterly

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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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“…First, narcissists embody many of the traits associated with a prototypical leader. Studies have shown that individuals hold implicit theories about the attributes of an effective leader (e.g., Epitropaki & Martin, 2004;Offermann, Kennedy, & Wirtz, 1994). These assumptions are used to evaluate whether a person fits the prototype of a leader, including dimensions such as strength, masculinity, charisma, and attractiveness.…”

Section: The Narcissistic Leadermentioning

confidence: 99%

Narcissistic CEOs and executive compensation

OʼReilly¹,

Doerr²,

Caldwell³

et al. 2014

The Leadership Quarterly

228

151

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Narcissism is characterized by traits such as dominance, self-confidence, a sense of entitlement, grandiosity, and low empathy. There is growing evidence that individuals with these characteristics often emerge as leaders, and that narcissistic CEOs may make more impulsive and risky decisions. We suggest that these tendencies may also affect how compensation is allocated among top management teams. Using employee ratings of personality for the CEOs of 32 prominent high-technology firms, we investigate whether more narcissistic CEOs have compensation packages that are systematically different from their less narcissistic peers, and specifically whether these differences increase the longer the CEO stays with the firm. As predicted, we find that more narcissistic CEOs who have been with their firm longer receive more total direct compensation (salary, bonus, and stock options), have more money in their total shareholdings, and have larger discrepancies between their own (higher) compensation and the other members of their team.

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Implicit leadership theories: Content, structure, and generalizability

Cited by 478 publications

References 18 publications

Perceptions of facial dominance, trustworthiness and attractiveness predict managerial pay awards in experimental tasks

Perceptions of facial dominance, trustworthiness and attractiveness predict managerial pay awards in experimental tasks

Creative Leadership: A Multi-Context Conceptualization

Narcissistic CEOs and executive compensation

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