Business Commons^™

Where Do I Stand? The Interaction Of Leader–Member Exchange And Performance Ratings, Hassan Baker, Guowei Jian, Gail Fairhurst

Guowei Jian

The congruence model of leader–member exchange (LMX) quality predicts that agreement between leader and members regarding relationship quality is associated with follower performance. However, questions remain over how cultural relational norms influence congruence. This study, based on a government-linked international joint venture in Malaysia, investigates cultural relational norms in relation to leader–member agreement on relational quality and leader evaluation of member performance. Our findings revealed that LMX quality agreement was related to in-role and extra-role performance among dyadic relationships conforming to Malaysian cultural norms. This study contributes to understanding how cultural relational norms provide conditions to the congruence model of …

Leader-Follower Congruence And Transformational Leadership: A Test Using Response Surface Modeling, George Hrivnak, Tjai Nielsen

George Hrivnak

Using polynomial regression and response surface modeling in a lagged field study, we examine relationships among leader and follower extraversion fit and follower ratings of transformational leadership. This paper builds on prior research investigating the influence that leader and follower personality factors have on follower perceptions of leadership. Data from a sample of 117 Naval Midshipmen dyads suggest that leader-follower extraversion congruence at Time 1 was positively related to higher follower ratings of transformational leadership at Time 2. The implications of these findings are discussed with respect to perceptions and attributions of leadership, the potential role that extraversion congruence may …

An Investigation Of Authentic Leadership's Individual And Group Influences On Follower Responses, Carol Gill, Arran Caza

Carol Gill

In this study, we investigated and clarified aspects of the multilevel nature of Authentic Leadership (AL) and its effects on followers. Specifically, we hypothesized that AL would have distinct effects through both personalized AL (P_AL), which is a leader’s direct effect on a follower, and through generalized AL (G_AL), which is a leader’s indirect or group-based effect on a follower as a result of leadership effects among the follower’s coworkers. These hypotheses were consistent with a complete review of the empirical literature on AL’s effects and the results from a sample of leaders and followers working in a large multinational …

An Ethnographic Account Of Leadership, Power And Change, Ray Gordon

Ray Gordon

The paper provides a genealogical account of a police organization’s attempt to implement what senior officers in its behavioural change division described as a dispersed leadership (Bryman, 1996; Gordon, 2002) strategy. I describe the organization and provide a detailed account of the dynamics that emerge as groups and individuals who historically held positions of power found themselves reporting to one of many designated leaders. The account depicts how the organization’s dispersion of leadership, while on the surface represents a new and successful endeavour, is rendered problematic by the organization’s historical constitution of power.

Leadership Principles In 2 Corinthians, Gregory A. Smith

Gregory A. Smith

Paul’s relationship with the church at Corinth provides a detailed leadership case study. This is nowhere clearer than in 2 Corinthians, where every chapter displays Paul’s leadership attitudes and practices. Proceeding from the assumption that Paul’s leadership is worthy of emulation, this guide summarizes his behavior under eight headings:

• Accountability & Integrity

• Mission-Centeredness

• Investment in Followers

• Accurate Self-Concept

• Weakness & Adversity

• Assertiveness & Gentleness

• Advocacy

• Shared Responsibility

Emotion And Attribution Of Intentionality In Leader-Member Relationships, Marie T. Dasborough

Marie T Dasborough

No abstract provided.