Leadership in Organizations, Psychology of

Abstract

Leadership research, established as a scientific endeavor in the beginning of the twentieth century, mainly aims to identify factors and processes associated with leadership effectiveness. This article summarizes psychological research about leadership in organizations, defined as influencing others to contribute toward organizational goals. Classic and modern leadership theories are described and categorized into three basic approaches: (a) leader oriented trait and behavior approaches focusing on personality traits, leadership styles, skills, and behaviors; (b) situational and contingency approaches focusing on situational factors, such as characteristics of tasks, followers, and positions, which are more or less favorable to particular leadership styles and behaviors; and (c) approaches to power and influence processes focusing on the sources of power, the nature of leadership attempts, the development and quality of leader–follower relations, and the characteristics of transformational and charismatic leadership. Current issues and future developments are discussed, with special emphasis given to the need for more research on shared leadership and cross-cultural issues of leadership. Shared leadership is understood as a systems theoretical conception of leadership where reciprocal influence processes occur that are embedded in various social systems within organizations. Issues of cross-cultural leadership involve the search for culture specific and culture free (universal) leadership conceptions, styles, and behaviors which managers, consultants, and trainers should be aware of in their attempts to facilitate the effective management of a culturally diverse workforce.