Romancing leadership: Past, present, and future

Bligh, Michelle C.; Kohles, Jeffrey C.; Pillai, Rajnandini

doi:10.1016/j.leaqua.2011.09.003

Cited by 125 publications

(94 citation statements)

References 124 publications

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“…In organizational settings, salient events that trigger a need for understanding might be very public failures or successes, or some variation on high or low performance (Anderson, 1983). Existing private sector studies, based on a mixture of experimental and observational evidence, corroborate this pattern (Bligh et al, 2011). Put another way, we should see a curvilinear relationship between performance and leadership attribution.…”

Section: Leadership Attribution Heuristicmentioning

confidence: 93%

Romanticizing bureaucratic leadership? The politics of how elected officials attribute responsibility for performance

Nielsen

Moynihan

2016

Governance

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A core task for elected officials is to hold bureaucratic leaders responsible, but how do they determine if public managers actually influence outcomes? We propose that partisan and leadership heuristics affect how politicians apply a logic of individualized responsibility, that is, focus on individual bureaucrats rather than situational factors to explain organizational outcomes. We match survey data of local elected officials in Denmark with individual partisan variables and objective performance data about the schools they oversee. We provide evidence that partisan beliefs matter, with conservative elected officials more willing to pursue a logic of individualized responsibility. We also find that elected officials are more likely to assume that bureaucratic leaders determine organizational outcomes where performance is very high or low, a leadership attribution heuristic previously established in private sector studies. We argue that our findings have important implications for contemporary governance, given the growing reliance on performance metrics to assign responsibility.

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Section: Leadership Attribution Heuristicmentioning

confidence: 93%

Romanticizing bureaucratic leadership? The politics of how elected officials attribute responsibility for performance

Nielsen

Moynihan

2016

Governance

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“…This approach sees the leader as exerting influence over a passive and conforming follower, guiding their attitudes, behaviors, and outcomes (Uhl-Bien et al, 2014). Thus, the attributes of the follower are often neglected in research linking leadership to outcomes and instead the follower is presented as a passive receiver of leadership (Bligh, Kohles, & Pillai, 2011;Uhl-Bien et al, 2014). Hansbrough et al (2015) recently called for the study of leadership to extend its focus to investigate how leaders influence follower outcomes.…”

Section: Abusive Supervision and Ill-beingmentioning

confidence: 99%

Abusive Supervision, Employee Well-Being and Ill-Being: The Moderating Role of Core Self-Evaluations

O'Donoghue¹,

Conway²,

Bosak³

2016

Emotions and Organizational Governance

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. ABSTRACTPurpose À This chapter investigates the relationship between abusive supervision and employee well-being (i.e., job satisfaction, engagement) and ill-being (i.e., burnout, workaholism) and examines whether follower core self-evaluations (CSE) moderate this relationship.Methodology/approach À The study uses cross-sectional survey data collected from 111 professional employees across a range of industry sectors.Findings À Results show that abusive supervision is negatively related to employee well-being (i.e., engagement and job satisfaction) and positively related to employee ill-being, namely burnout. In addition, employees low in CSE are less engaged and less satisfied than employees high in CSE.Research limitations/implications À The study's cross-sectional design limits the strength of its conclusions.Practical implications À This chapter notes the ethical and legal obligations of organizations to provide a safe working environment and identifies the policies and procedures that will signal a commitment to employee well-being.Originality/value À The study contributes to the leadership and wellbeing literatures by exploring the influence of abusive leaders on follower well-being and engagement. It also goes beyond merely identifying correlations between leadership style and follower well-being outcomes to investigate how leader and follower attributes can combine to influence these outcomes.

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“…The contrast between accounts of banking leadership in the media and interviews points to the potentially powerful role of the media in sustaining dramatic, newsworthy images of leadership that in turn reinforce the 'romance of leadership' (Bligh and Schyns, 2007;Bligh et al, 2011;Meindl et al, 1985). This then leads to the importance of context to the construction of banking leadership during the GFC; answering the third research question.…”

Section: Another Executive Compared Australian Banks With Us Banksmentioning

confidence: 99%

Constructing the GFC: Australian banking leaders during the financial ‘crisis’

Liu

2015

Leadership

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Mainstream accounts of the global financial crisis (GFC) have treated the 'crisis' as fixed and given with the role of leadership as paramount. Through the intertextual reading of media texts and interviews with banking leaders, this article in contrast demonstrates the dynamic, discursively constructed nature of leadership during the GFC. Despite the relative buoyancy of the local economy and strong performance of the major banks in Australia, the findings show how some banking chief executive officers were able to exploit the GFC by co-constructing with the media vivid, compelling narratives of their leadership in delivering their banks from 'crisis'. Although banking leaders conveyed via interviews an intractable, unpredictable view of the crisis and their adoption of more reactive approaches to the GFC, this study suggests that the media played a powerful role in enforcing a separation between 'front stage' and 'back stage' leadership performances. The article concludes that the vivid metaphors of crisis leadership lauded in the media served to reinforce the romance of leadership and potentially elide considerations of banking reform in the aftermath of the GFC.

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Romancing leadership: Past, present, and future

Cited by 125 publications

References 124 publications

Romanticizing bureaucratic leadership? The politics of how elected officials attribute responsibility for performance

Romanticizing bureaucratic leadership? The politics of how elected officials attribute responsibility for performance

Abusive Supervision, Employee Well-Being and Ill-Being: The Moderating Role of Core Self-Evaluations

Constructing the GFC: Australian banking leaders during the financial ‘crisis’

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