Resetting the Clock on Dynamic Leader Behaviors: A Conceptual Integration and Agenda for Future Research

McClean, Shawn T.; Barnes, Christopher M.; Courtright, Stephen H.; Johnson, Russell E.

doi:10.5465/annals.2017.0081

Cited by 106 publications

(127 citation statements)

References 187 publications

Supporting

Mentioning

122

Contrasting

Order By: Relevance

“…McClean et al . (2019) referred to three forms of temporal dynamics, describing ‘the degree and pattern by which leader behavior changes over time’ (p. 481): (1) abrupt shifts; (2) gradual changes; and (3) short‐term fluctuations. Our research focuses on short‐term behavioural fluctuations, also termed the ‘ebb and flow’ of leadership, as measured in experience sampling studies (Podsakoff et al ., 2019).…”

Section: Authentic Leadershipmentioning

confidence: 99%

“…Our research focuses on short‐term behavioural fluctuations, also termed the ‘ebb and flow’ of leadership, as measured in experience sampling studies (Podsakoff et al ., 2019). Drivers of short‐term fluctuations in leadership are transient affective and cognitive states linked to COR theory (Kelemen, Matthews and Breevaart, 2019; McClean et al ., 2019; McCormick et al ., 2018), such as demands (e.g. email load; Rosen et al ., 2019) and the availability (or lack of) resources (e.g.…”

Section: Authentic Leadershipmentioning

confidence: 99%

“…Finally, we incorporate the called‐for temporal element into management theorizing and research (Fischer, Dietz and Antonakis, 2017; Kelemen, Matthews and Breevaart, 2019; McClean et al ., 2019; McCormick et al ., 2018), especially in relation to AL (Alvesson and Einola, 2019; Ibarra, 2015; Sidani and Rowe, 2018). Kelemen, Matthews and Breevaart (2019) argue that ‘studying leadership in a daily fashion is critical […] as it gives unique insight that cannot be easily captured in other ways’ (p. 2).…”

Section: Introductionmentioning

confidence: 99%

“…Despite its original formulation as a dynamic phenomenon (Avolio and Gardner, 2005; see also Cooper, Scandura and Schriesheim, 2005; Luthans and Avolio, 2003; May et al ., 2003), in the study of AL ‘these good intentions have later been largely replaced by static […] conceptualizations and empirical studies’ (Alvesson and Einola, 2019, p. 387). Following these recent reviews and meta‐analyses (Kelemen, Matthews and Breevaart, 2019; McClean et al ., 2019; Podsakoff et al ., 2019), we explore AL at the day level.…”

Section: Introductionmentioning

confidence: 99%

“…In sum, adopting a resource‐based perspective grounded in COR theory (Halbesleben et al ., 2014; Hobfoll, 2001, 2002, 2011; Hobfoll et al ., 2018), we apply two complementary methodological approaches to explore personal and contextual resources as predictors of AL and incorporate temporal dynamics (Fischer, Dietz and Antonakis, 2017; Kelemen, Matthews and Breevaart, 2019; McClean et al ., 2019; Podsakoff et al ., 2019; Shamir, 2011). Study 1 employs an experience sampling design to quantify the proportion of within‐person variance in AL over time and how personal resources drive these fluctuations (Kelemen, Matthews and Breevaart, 2019; McClean et al ., 2019). Furthermore, we investigate ethical organizational climates as stable contextual resources for AL (Luthans and Avolio, 2003; Petersen and Youssef‐Morgan, 2018).…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

Managers’ Resources for Authentic Leadership – a Multi‐study Exploration of Positive Psychological Capacities and Ethical Organizational Climates

Fladerer¹,

Braun

2020

British J of Management

View full text Add to dashboard Cite

While authentic leadership is highly valued in today's business world, managers do not necessarily have the resources to attain it. Building on conservation of resources theory, we propose a conceptual model to address how personal and contextual resources predict authentic leadership. Study 1 analyses the day-to-day variability in managers' positive psychological capacities as personal resources in relation to changes in authentic leadership. In addition, it tests ethical organizational climates as stable, contextual resources for authentic leadership. In Study 2, we replicate our results on the between-person level and extend the research model by exploring promotion focus as a link in the relationship between personal resources and authentic leadership.Evidence from an experience sampling study with 89 managers surveyed daily on 10 consecutive working days (Study 1) and a field survey of 130 managers at two points in time (Study 2) supports the hypothesized role of personal resources and promotion focus for authentic leadership. In both studies, only principled but not benevolent ethical organizational climates emerged as a contextual resource for authentic leadership. We discuss the implications for current management research and practice.

show abstract

Section: Authentic Leadershipmentioning

confidence: 99%

Section: Authentic Leadershipmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Managers’ Resources for Authentic Leadership – a Multi‐study Exploration of Positive Psychological Capacities and Ethical Organizational Climates

Fladerer¹,

Braun

2020

British J of Management

View full text Add to dashboard Cite

show abstract

The self‐regulatory consequences of dependence on intelligent machines at work: Evidence from field and experimental studies

Tang

Koopman

Yam

et al. 2022

Human Resource Management

View full text Add to dashboard Cite

Organizations are increasingly augmenting employee jobs with intelligent machines. Although this augmentation has a bright side, in terms of its ability to enhance employee performance, we think there is likely a dark side as well. Draw from self‐regulation theory, we theorize that dependence on intelligent machines is discrepancy‐reducing—enhancing work goal progress, which in turn boosts employees’ task performance. On the other hand, such dependence may be discrepancy‐enlarging—threatening employee self‐esteem, which in turn detracts from employees’ task performance. Drawing further from self‐regulation theory, we submit that employees’ core self‐evaluation (CSE) may influence these effects of dependence on intelligent machines. Across an experience‐sampling field study conducted in India (Study 1) and a simulation‐based experiment conducted in the United States (Study 2), our results generally support a “mixed blessing” perspective of intelligent machines at work. We conclude by discussing the theoretical and practical implications of our work.

show abstract

Empirical analysis of shared leadership promotion and team creativity: An adaptive leadership perspective

2020

Self Cite

View full text Add to dashboard Cite

Promoting shared leadership in teams and enhancing team creativity is aided by complementarity between leader and team member characteristics. We integrate insights from social learning theory and dominance complementarity perspective with the team leadership and creativity literature to explore the facilitating role of formal participative leadership for enhancing team creativity indirectly by promoting shared leadership. The relationships among formal participative leadership, shared leadership, and team creativity are bounded by team voice behavior and team creative efficacy. To test our theoretical model, we collected multisource and multiwave survey data from 382 members of 73 teams. Results revealed a significant positive relationship of participative leadership with shared leadership in teams, which in turn was positively associated with team creativity. Team voice behavior and team creative efficacy moderated these relationships, respectively, by strengthening the positive relationships. We discuss the theoretical contributions, practical implications, and future directions of our findings. K E Y W O R D Sparticipative leadership, shared leadership, team creative efficacy, team creativity, team voice behavior

show abstract

Resetting the Clock on Dynamic Leader Behaviors: A Conceptual Integration and Agenda for Future Research

Cited by 106 publications

References 187 publications

Managers’ Resources for Authentic Leadership – a Multi‐study Exploration of Positive Psychological Capacities and Ethical Organizational Climates

Managers’ Resources for Authentic Leadership – a Multi‐study Exploration of Positive Psychological Capacities and Ethical Organizational Climates

The self‐regulatory consequences of dependence on intelligent machines at work: Evidence from field and experimental studies

Empirical analysis of shared leadership promotion and team creativity: An adaptive leadership perspective

Contact Info

Product

Resources

About