The Influence of Demographic Factors on What People Want from their Leaders

Posner, Barry Z.

doi:10.1002/jls.21553

Cited by 7 publications

(14 citation statements)

References 17 publications

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“…These findings are consistent with previous research conducted primarily in educational settings (Esparza et al, 2014;Gutshall, 2014;Paunesku et al, 2015;Rattan et al, 2012), and extend those findings to managers in corporate settings. Further, these results lend support to previous research findings regarding the limited influence of demographic and organizational factors on both mindset (Dweck, 2006;Heslin et al, 2006) and leadership (Posner, 2016(Posner, , 2018.…”

Section: Discussionsupporting

confidence: 89%

“…More than 5m participants, representing over 180 countries, have completed surveys associated with The Five Practices framework (e.g. Caza and Posner, 2017;Posner, 2008Posner, , 2018Zagorsek et al, 2004) making it a well-established means of conceptualizing leadership, applicable across various contexts and cultures, and investigating how the leaders' mindset might influence the frequency to which they engaged in various leadership behaviors.…”

Section: Leadership Behaviormentioning

confidence: 99%

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Influence of managers’ mindset on leadership behavior

Kouzes

Posner

2019

LODJ

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Purpose The purpose of this paper is to focus on exploring the link between managers’ mindset (fixed vs growth) and their choice of leadership behaviors. Design/methodology/approach The sample was drawn from a proprietary database provided by a global organization that offers 360-degree online leadership surveys. Individuals in management positions provided an assessment of their mindset orientation as well as how often they engaged in various leadership behaviors. Findings Growth-minded managers consistently displayed more frequent use of leadership behaviors than did their fixed mindset counterparts; and this relationship was independent of demographic or organizational factors. Research limitations/implications The findings are consistent with previous mindset research but prominently extend those results to managers in corporate settings; and supports previous research regarding the limited influence of demographic and organizational factors on both mindset and leadership. Practical implications Managers’ mindsets influence how much they engage in various leadership behaviors, and improving leadership competencies is more likely to occur when managers hold a growth mindset that abilities can be developed through effort as compared to fixed mindset managers who believe that abilities are inherent and unchangeable. The mindset of managers is predictive of the behavioral choices they make about exercising leadership, and has practical significance since studies have shown that managers are generally more effective in direct relationship to how often they are seen as engaging in leadership. Originality/value This study extends the significance of mindset from the educational to the corporate environment, using a robust sample of managers, and finding that the relationship between mindset and leadership is independent of various demographic and organizational characteristics.

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Section: Discussionsupporting

confidence: 89%

Section: Leadership Behaviormentioning

confidence: 99%

Influence of managers’ mindset on leadership behavior

Kouzes

Posner

2019

LODJ

Self Cite

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“…A pesquisa também revelou que um maior tempo no cargo de gestão pode contribuir com o enfrentamento coletivo, a partir da potencialização da liberdade, confiança, cooperação e solidariedade entre colegas, uma vez que profissionais com maior tempo no cargo apresentaram escores mais elevados nestes quesitos. Estudos destacam o relacionamento com os colegas como fundamental para o desempenho da gestão, indicando que o gestor precisa se atentar para o relacionamento que constrói com sua equipe, assim como observar as características de liderança que as pessoas que trabalham na organização esperam da sua posição (Posner, 2018;Nunes;Andrade, 2019).…”

Section: Discussionunclassified

Mulheres na gestão do ensino superior: adoecimento e estratégias de enfrentamento das demandas do trabalho

et al. 2021

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Resumo Este artigo investiga o adoecimento e as estratégias de enfrentamento do sofrimento no trabalho entre mulheres em cargos de gestão no ensino superior. Para tal, foi realizado estudo de caso quali-quantitativo, do qual participaram 34 mulheres, que responderam ao questionário sociodemográfico e de Avaliação de Prazer e Sofrimento no Trabalho, além disso, destas, sete responderam a uma entrevista. Os dados quantitativos foram submetidos à análise estatística e, os qualitativos, à análise de conteúdo, com apoio no referencial teórico da Psicodinâmica do Trabalho para discussão dos dados. Na amostra, 52,9% das mulheres indicaram manifestações sintomáticas ou agravos à saúde e estabeleceram relação deles com o trabalho. As gestoras indicaram predominantemente estratégias de enfrentamento individuais, incluindo psicoterapia, uso de medicação, prática de terapias integrativas, espirituais e atividades físicas, além das pausas e de alguns recursos de enfrentamento coletivo, tais como encontro e conversa com colegas, amigos e familiares. Concluímos que são necessárias estratégias institucionais para reduzir o sofrimento e desgaste destas profissionais, prevenir o adoecimento e promover o prazer no trabalho.

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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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The Influence of Demographic Factors on What People Want from their Leaders

Cited by 7 publications

References 17 publications

Influence of managers’ mindset on leadership behavior

Influence of managers’ mindset on leadership behavior

Mulheres na gestão do ensino superior: adoecimento e estratégias de enfrentamento das demandas do trabalho

Introducing a Model of Transformational Prosocial Leadership

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