Leader individual differences, situational parameters, and leadership outcomes: A comprehensive review and integration

Zaccaro, Stephen J.; Green, Jennifer P.; Dubrow, Samantha; Kolze, MaryJo

doi:10.1016/j.leaqua.2017.10.003

Cited by 168 publications

(194 citation statements)

References 263 publications

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“…We posit that understanding the factors that influence these differences in behaviors is critical for understanding followers' attitudinal reactions toward conscientious leaders. Extending work suggesting that the relationships between traits and behaviors can vary significantly as a result of one's subjective appraisals of a situation (e.g., Rauthmann et al, ; Zaccaro, Green, Dubrow, & Kolze, ), we argue that the leader conscientiousness‐leader adaptability relationship is conditioned by leader role authenticity (i.e., when a role allows someone to act in ways reflecting her/his “true self”; Sheldon, Ryan, Rawsthorne, & Ilardi, ).…”

Section: Are Followers Satisfied With Conscientious Leaders? the Modementioning

confidence: 62%

“…Integrating socioanalytic theory and person-situation perspectives, Hogan and Roberts (2000) suggested that individuals' behaviors are shaped by both the broad underlying motives of traits and the extent to which they believe a particular social role accommodates that pursuit. A substantive body of related scholarship similarly supports the notion that trait expressions vary as a function of individuals' subjective appraisals of their role (Hooijberg, 1996;Rauthmann, Sherman, & Funder, 2015;Zaccaro et al, 2018). To this end, the degree to which individuals feel authentic in a specific role (i.e., role authenticity) is a potentially important factor shaping the relationships between traits and behaviors (Sheldon et al, 1997).…”

Section: Joint Effects Of Leader Conscientiousness and Leader Role mentioning

confidence: 86%

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Are followers satisfied with conscientious leaders? The moderating influence of leader role authenticity

et al. 2018

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Summary Leadership scholars have yet to identify a clear and consistent relationship between leader conscientiousness and followers' satisfaction with a leader. Drawing from socioanalytic theory and related personality research, we argue that the underlying motives of leader conscientiousness can manifest in systematically different behaviors aimed at team task accomplishment, ranging from rigid and order‐driven to relatively more adaptable approaches. Importantly, we posit that the relationship between a leader's conscientiousness and adaptability is conditioned by role authenticity (i.e., the extent to which a leader believes a role permits expressions of her or his “true self”). Hence, we articulate a conditional indirect effects model whereby leader conscientiousness and leader role authenticity jointly predict leader adaptability and, in turn, increasing levels of leader adaptability are positively associated with followers' shared satisfaction with their leader. Data from a sample of fire and rescue crews provide partial support for the model. Post hoc analyses suggest that the conditioning influence of leader role authenticity on leader conscientiousness is more informative when subfacets of conscientiousness are considered.

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Section: Are Followers Satisfied With Conscientious Leaders? the Modementioning

confidence: 62%

Section: Joint Effects Of Leader Conscientiousness and Leader Role mentioning

confidence: 86%

Are followers satisfied with conscientious leaders? The moderating influence of leader role authenticity

et al. 2018

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“…Furthermore, there are many other organizational constructs and personal features that it is possible to investigate and incorporate into the model. For example, future research could add data exploring the relationship between leadership styles and leader traits, topic that has been well examined by different researchers (i.e., Bono & Judge, ; De Hoog, Den Hartog, & Koopman, ; De Vries, ; Judge & Bono, ; Lumpkin & Achen, ; Posner, ; Swain, ; Zaccaro, Green, Dubrow, & Kolze, ). Similarly, it is possible to investigate the relationships between leadership styles and innovation, creativity, work attitudes, or the distribution of leadership.…”

Section: Discussionmentioning

confidence: 99%

Introducing a Model of Transformational Prosocial Leadership

Tintoré

2019

J of Leadership Studies

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Transformational leadership is one of the most dominant and debated leadership theories in the last three decades. The current article introduces the concept of prosocial transformational leadership and distinguishes it from charismatic‐transformational leadership and transactional leadership. A review of the literature is made examining the three leadership styles (transactional, charismatic‐transformational, and prosocial transformational), and relating them to some organizational constructs such as motivation, followership, communication, decision‐making style, job satisfaction, emotional intelligence, and organizational culture. As a result of the analysis, theoretical models presenting the relationships of the different leadership styles with the organizational constructs are built. The models show that, depending on the style of leadership, organizational culture is developed differently, and it seems that the prosocial transformational model can contribute to building more individual and collective capacity. Prosocial transformational leadership develops a new insight of transformational leadership and, at the same time, has a lot in common with other kinds of leadership (e.g., positive leadership, authentic leadership, or transcendent leadership) and can contribute to the integration of similar leadership theories.

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“…In addition, leadership presence implicates the study of performance management when presence is behaviorally defined and operationalized in ways that facilitate the measurement of desired outcomes (Schleicher, Baumann, Sullivan, Levy, Hargrove & Barros-Rivera, 2018). Individual differences, as examined in the field of differential psychology, also relate to the study and practice of leadership presence (Zaccaro, Green, Dubrow & Kolze, 2018) as leaders express themselves using different styles and work preferences. Consider also the work relating to work identity and leadership (Kyratsis, Atun, Phillips, Tracey, & George, 2017;van Knippenberg, 2016) with the notion that a leader's presence and identity at work are being shaped over time and influenced by situational contexts (Kerns, 2018a;Lord & Chui, 2018).…”

Section: Introductionmentioning

confidence: 99%

Leadership Presence at Work: A Practice – Oriented Framework

2019

JMDC

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Leadership or executive presence can be a nebulous concept, making it difficult for leaders to understand and put into practice. When behaviorally defined and operationalized, presence can strengthen a leader's personal brand equity, career competitiveness and organizational impact. After a brief review of some relevant literature, a four-phase practice-oriented framework is offered. This dynamic process helps a leader more fully understand and use leadership presence at work, including managing the relevant components. A leader profile which focuses on a set of eight behavioral practices for managing leadership presence is also provided, and some specific challenges associated with the process are considered.

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Leader individual differences, situational parameters, and leadership outcomes: A comprehensive review and integration

Cited by 168 publications

References 263 publications

Are followers satisfied with conscientious leaders? The moderating influence of leader role authenticity

Are followers satisfied with conscientious leaders? The moderating influence of leader role authenticity

Introducing a Model of Transformational Prosocial Leadership

Leadership Presence at Work: A Practice – Oriented Framework

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