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��ࡱ�>�� vx����u��������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������� �r�bdbjbj����2f�����a ������������������8g<�0m4������� �slulululululul$dn�qh�lq�������l����4�l���������sl��sl��������p�����j�_lm00m�nq;^nq��n/nq�cj���������l�l�\���0m������������������������������������������������������������������������nq���������� �: the leadership quarterly volume 21, issue 5, oct. 2010 1. title: self-management competencies in self-managing teams: their impact on multi-team system productivity. authors: millikin, john p.; hom, peter w.; manz, charles c. abstract: this research examined how composition of individual capabilities within self-managed teams translates into greater effectiveness for multi-team systems (mts) in which teams are embedded. we investigated how a broad range of self-management competencies by team members aggregate to form a collective construct that influences productivity of a team network. in a semiconductor plant, we surveyed 716 members from 97 self-managed teams in 21 mts. we found that mts comprising teams whose members widely practice self-management strategies attain higher productivity gains and that multi-team systems consisting of highly cohesive teams of self-managers are the most productive. 2. title: from solidarity to division: an analysis of lech wabsa's transition to constituted leadership. authors: lussier, danielle n. abstract: this essay analyzes the capacity and constraints of authority in the contexts of constituted vs. non-constituted leadership. using the experience of lech wabsa''s transition from the leader of the solidarity social movement to the president of poland as a case study, this article evaluates the portability of leadership skills and informal authority to the changing operational context of constituted leadership. it argues that the constraints of formal authority are significantly higher than those imposed on non-constituted leaders. as a result, while constituted leaders may have greater resources available to broadcast power, the allocation of these resources entails higher expectation for their custodians. this analysis concludes that a successful transition from non-constituted to constituted leadership is possible only when the leader manages to build new bases of informal authority. wabsa failed to expand his informal authority and was unsuccessful at transferring his leadership skills to the presidency. 3. title: the impact of blatant stereotype activation and group sex-composition on female leaders. authors: hoyt, crystal l.; johnson, stefanie k.; murphy, susan elaine; skinnell, kerri hogue. abstract: the individual and combined impact of blatant stereotype activation and solo status or mixed-sex groups on the self-appraisals, performance, and anxiety of female leaders was examined across three laboratory studies. the first study utilized a two-condition, two-stage design in which female leaders were exposed to a blatant stereotype threat or control condition after which they completed a leadership task. in the second stage, the threatened leaders received a solo status manipulation (leading a group of men) while the control condition did not. in the second study a 2 (blatant threat, no blatant threat) by 2 (solo status, all-female group) fully factorial design was used to test the hypotheses. finally, in study 3, a similar factorial design was used with a mixed-sex, rather than solo, condition. across the studies it was hypothesized and found that receiving a single stereotype threat would result in a positive, stereotype reactance, response. however, when both threats were combined a stereotype vulnerability response was elicited, as expected. theoretical and practical implications are discussed. 4. title: differentiation in leader�member exchange: a hierarchical linear modeling approach. authors: ma, li; qu, qing. abstract: this paper explores possible antecedents and consequences of leader�member exchange (lmx) differentiation. lmx differentiation is a group-level construct, defined as the degree to which members working with the same leader differ in terms of their lmx relationship quality with their leader. specifically, we hypothesize that leaders� personal universalistic values are negatively correlated with lmx differentiation. lmx differentiation, in turn, moderates the lower-level effect that lmx has on performance evaluation. using surveys from leaders and subordinates as well as archival data from six companies, we found support for these arguments. however, we did not find support for a hypothesized cross-level moderation effect of differentiation on the effect lmx has on interactional justice. implications for theory and discussion of future research directions are also addressed. 5. title: leadership style and activating potential moderators of the relationships among leader emotional displays and outcomes. authors: connelly, shane; ruark, gregory. abstract: the present study argues that leader emotional displays are important to consider both within and outside of transformational/charismatic paradigms and must look beyond positive and negative affect. accordingly, this experiment examined the effects of emotion valence as moderated by leadership style (transformational vs. transactional) and activating potential (high vs. low) on follower satisfaction, evaluations of the leader, and creative task performance. findings showed differential effects of positive and negative emotions for different leader styles for evaluations of transformational leadership and leader effectiveness and for follower performance. additionally, positive emotions with higher-activating potential resulted in more desirable outcomes than those lower in activating potential, but the reverse was true for negative emotions. findings are discussed in light of research and practical implications. 6. title: structural impacts on the occurrence and effectiveness of transformational leadership: an empirical study at the organizational level of analysis. authors: walter, frank; bruch, heike. abstract: this article empirically investigates the role of organizational structure in the transformational leadership (tfl) process. we examine organizational centralization, formalization, and size as antecedents of an organization''s tfl climate, and as moderators of the relationship between tfl climate and productive organizational energy (poe). hypotheses are tested using a sample of 125 organizations. results show that both the centralization and size of an organization are negatively related to its tfl climate, whereas formalization has a positive association. further, while there is a positive linkage between tfl climate and poe, both centralization and formalization moderate this relationship. the tfl climate�poe linkage is diminished under conditions of high centralization, and it is enhanced under conditions of high formalization. these findings point to the role of organizational structure as a boundary condition for both the occurrence and the effectiveness of tfl in organizations. the paper concludes by acknowledging its limitations and discussing its implications for practice and research. 7. title: do �protean� employees make better leaders? the answer is in the eye of the beholder. authors: briscoe, jon p.; hoobler, jenny m.; byle, kevin a. abstract: while the protean career (hall, 1976, 2002) has been lauded for its advantages in helping individuals adapt to changing career contexts, it is not clear how this career orientation may impact how others perceive a person''s leadership ability. in this study, we hypothesized that those with a protean career orientation would receive higher leadership ratings from subordinates and superiors, but lower leadership ratings from peers, in part based upon social comparison theory. using structural equation modeling, our hypotheses regarding subordinates and peers were supported, but not with respect to superiors, who, along with peers, rated those with a protean career orientation lower in terms of transformational leadership as measured by the mlq. we discuss potential reasons for these findings and the consequences for research and theory. also, we examine the implications of this research for leadership development, workforce recruitment and retention, and possible generational significance. 8. title: not all leader�member exchanges are created equal: importance of leader relational identity. authors: chang, chu-hsiang (daisy); johnson, russell e. abstract: recent research by leadership scholars has emphasized the important role of follower self-identity. for example, leaders influence subordinate attitudes and behaviors by activating a collective identity level among their subordinates. we extend existing identity-based approaches by examining the relational identity level of leaders. previous work has focused predominantly on followers (vs. leaders) and on collective (vs. relational) identity. using data from two samples, we supported our hypothesis that leader relational identity moderates relationships of leader�member exchange (lmx) with subordinate task performance and citizenship behaviors. the nature of the interaction was such that the negative relationships of low-quality lmx with performance are mitigated when subordinates had supervisors with strong relational identities. these findings highlight the need to consider not only the identities of followers but those of leaders as well. 9. title: leader errors and the influence on performance: an investigation of differing levels of impact. authors: eubanks, dawn l.; mumford, michael d. abstract: errors will inevitably occur when one is involved in decision making tasks with complex, ill-defined problems. qualitative research on this topic has illuminated the complex nature of problems faced by many leaders and organizations as they make decisions. although this research has answered many questions about the nature of errors, empirical research on errors among leaders remains scarce. to further explore this topic, 170 undergraduates were assigned to one of five work conditions and asked to read three cases with initiating structure problems and three cases with consideration problems while taking on the role of the ceo in the scenario. errors committed by leaders were examined to answer questions about how work conditions influence errors committed. additionally, how these errors influence performance outcomes was also examined. results indicated that work conditions paired with errors made by leaders influenced levels of performance. under certain conditions, most notably process overload, errors led to negative performance. we also discuss the implications of these findings for understanding the influence of work conditions on errors committed and their combined influence on performance outcomes. 10. title: quantitative and qualitative examination of propositions concerning supervisor�subordinate convergence in descriptions of leader�member exchange (lmx) quality. authors: zhou, xiaohua (tracy); schriesheim, chester a. abstract: two studies were conducted to quantitatively and qualitatively examine supervisor�subordinate differences in perceptions concerning the quality of their lmx relationship. the results provided strong support for a lack of construct convergence between these two perspectives. specifically, the findings suggest that leaders tend to focus more on task-oriented subdimensions and tend to give them greater weight when evaluating lmx relationships. however, subordinates are more oriented toward the social aspects of the relationship and perceive them as more important. this differential pattern was found to be generalizable across gender, race, and industry types. 11. title: was gandhi �charismatic�? exploring the rhetorical leadership of mahatma gandhi. authors: bligh, michelle c.; robinson, jill l. abstract: this study explores a deceptively simple question: was gandhi a �charismatic� leader? we compare gandhi''s rhetorical leadership to social movement leaders and charismatic u.s. presidents to examine whether any consistencies in charismatic rhetoric emerge across historical and cultural contexts. our findings indicate that charismatic themes of articulating the intolerable nature of the present and appealing to values and moral justifications emerged in similar levels across all three samples. in addition, gandhi''s speeches contained comparable levels of language that emphasized his similarity to followers, followers� worth, links between the past and future, and abstract, intangible themes as compared to other leaders. in contrast, themes of collective focus and active, aggressive speech varied significantly across the three samples. recognizing that content analysis should be utilized with caution across cultural settings, we suggest a number of possible explanations for gandhi''s pervasive appeal and implications for future research into the universality of visionary rhetoric. 12. title: effects of repeated multi-source feedback on the influence behavior and effectiveness of managers: a field experiment. authors: seifert, charles f.; yukl, gary. abstract: despite the widespread use of multi-source behavioral feedback as a method of leadership development, little research has been conducted to identify facilitating conditions that can make the feedback more effective. this article reports results from a longitudinal field experiment on the effects of providing feedback about influence behavior to middle managers in the corporate office of a supermarket chain. managers who only attended a single feedback workshop were compared to managers who attended a second feedback workshop several months after the initial one. a significant increase in the use of �core� influence tactics with subordinates and peers was found only for the managers who received repeated feedback, and they were also rated higher in overall effectiveness by their bosses. practical implications for leadership development and suggestions for future research are discussed. 13. title: testing a longitudinal model of distributed leadership effects on school improvement. authors: heck, ronald h.; hallinger, philip. abstract: a central premise in the literature on leadership highlights its central role in organizational change. in light of the strength of this conceptual association, it is striking to note the paucity of large-scale empirical studies that have investigated how leadership impacts performance improvement in organizations over time. indeed evidence-based conclusions concerning the impact of leadership on organizational change are drawn largely from case studies and cross-sectional surveys. neither approach satisfies the design requirements for studying the contribution of leadership to performance improvement in organizations. this paper tests a longitudinal, multilevel model of change in distributed leadership, school improvement capacity, and student performance over a four-year period. the results suggest that change in distributed leadership and organizational capacity for improvement make significant contributions to growth in student learning in reading and math. 14. title: �seeing� is retrieving: recovering emotional content in leadership ratings through visualization. authors: naidoo, loren j.; kohari, nicole e.; lord, robert g.; dubois, david a. abstract: our purpose was to develop a new method of questionnaire administration that better captures the role of affect and embodied cognitions in leadership ratings. study 1 participants visualized their current work supervisor or a neutral stimulus and provided ratings of their work supervisor. study 2 participants viewed a leadership event and made ratings of leadership and affect. participants later made identical ratings after visualization. in both quasi-experiments, participants'' affect was more strongly related to their leadership ratings following leader visualization. study 2 sho "* -0146789:c����̻̻̻���vn`p@0@h�9�h�)�5�ojqj^jajh�9�hu<�5�ojqj^jajh�9�h�ud5�ojqj^jajh�9�h�udojqj^jo(h�"�h�"�o(&h�"�h�"�5�cjojqj^jajo( h 2e5�cjojqj^jajo(h 2e5�cjojqj^jaj h5�cjojqj^jajo( h�)�5�cjojqj^jajo(#h�"�h�"�5�cjojqj^jaj h�e�5�cjojqj^jajo( h�)�5�cjojqj^jajo(789��� � � � rs�}~��wx�$�!�!������������������������gd�psgd)w�gd$?�gdto�gd�l$gd%j,gdu<�gd�"�$a$gd�"������ � � � � � � � � � 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$,/,�/�/�/�/�/�/u0_0�0�0x5y5z5\5^5e566<6g6�8�8������֮�ֆ�q�q�֮�ֆ�\�\�֮�(h�9�h�_5�b*ojqj^jajph(h�9�hlz�5�b*ojqj^jajph(h�9�hr5�b*ojqj^jajph%h�9�h)w�b*ojqj^jajph%h�9�h�)�b*ojqj^jajph(h�9�h�)�5�b*ojqj^jajph(h�9�h)w�5�b*ojqj^jajph(h�9�h�)g5�b*ojqj^jajph�8�8�8�8<9e9f9k9v9�=�=�=�=�=�=a>j>k>k>v>�a�a�a�a�abybcb�b�b`fafbfcfffmf�f������֙��������֙�q������֙����\�(h�9�hmw�5�b*ojqj^jajph(h�9�h�~�5�b*ojqj^jajph%h�9�h)w�b*ojqj^jajph%h�9�h�)�b*ojqj^jajph(h�9�h[5�b*ojqj^jajph(h�9�h�)�5�b*ojqj^jajph(h�9�h)w�5�b*ojqj^jajph(h�9�h�s�5�b*ojqj^jajph$b>l>�a�azb�bafbf�fg�`�` aca3d4d6d7d9d:ddadbd����������o�o�o����gcgcgcgc�h�>vjh�>vu(h�9�h �5�b*ojqj^jajph(h�9�h�s�5�b*ojqj^jajph%h�9�h)w�b*ojqj^jajphu%h�9�h�)�b*ojqj^jajph(h�9�h)w�5�b*ojqj^jajph(h�9�h�)�5�b*ojqj^jajph(h�9�hmw�5�b*ojqj^jajphwed that participants'' leadership and affect ratings were more consistent with their initial ratings, and it showed better episodic memory recall following leader visualization. 15. title: psychological processes linking authentic 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