Leadership Quarterly Research Articles

Leadership Lessons: Special Issue of English Leadership Quarterly Features Affiliate Presidents

Leadership Lessons: Special Issue of English Leadership Quarterly Features Affiliate Presidents

Longitudinal studies of leadership development: a scoping review

Although various reviews about leadership development (LD) have been published in recent years, no one has attempted to systematically review longitudinal LD studies, which is arguably the most appropriate way to study LD (Day, Leadership Quarterly, 22(3), 561–571, 2011). In this way, the focus of the present scoping review is to understand how true longitudinal LD studies have been investigated and what inconsistencies exist, primarily from a methodological perspective. Only business contexts and leadership-associated outcomes are considered. To achieve this, ample searches were performed in five online databases from 1900 to 2021 that returned 1023 articles after the removal of duplicates. Additionally, subject experts were consulted, reference lists of key studies were cross-checked, and handsearch of leading leadership journals was performed. A subsequent and rigorous inclusion process narrowed the sample down to 19 articles. The combined sample contains 2,776 participants (67% male) and 88 waves of data (average of 4.2). Evidence is mapped according to participants, setting, procedures, outcomes, analytical approach, and key findings. Despite many strengths, a lack of context diversity and qualitative designs are noticed. A thematic analysis indicates that LD authors are focused on measuring status, behavioral, and cognitive aspects. Implications for knowledge and future research paths are discussed.

A new study on the flaws in positive leadership research

A new article, “A fatal flaw: Positive leadership style research creates causal illusions,” in The Leadership Quarterly finds that positive leadership approaches such as “authentic, ethical, and servant leadership” can’t be accurately measured, because they “conflate behaviors with subjective evaluations of leaders.” The writers, Thomas Fischer, Joerg Dietz and John Antonakis, claim that previously published positive research is therefore unreliable, and that “positive leadership style research is not only wrong but also practically futile” because it's impossible to separate out “concrete and learnable behaviors.”

Facilitating action learning & virtual action learning for leadership development: experiences and insights from a UK Masters programme

ABSTRACT Action learning is one of the most effective leadership development interventions [Day, Fleenor, Atwater, Sturm, and McKee. 2014. “Advances in Leader and Leadership Development: A Review of 25 Years of Research and Theory.” The Leadership Quarterly 25 (1): 63–82; Pauleen. 2003. “Leadership in a Global Virtual Team: An Action Learning Approach.” Leadership & Organization Development Journal 2003; Stewart. 2010. “Action Learning and Virtual Action Learning for Leadership Development.” Developing Leaders (1)], yet Virtual Action learning (VAL) has always struggled to be seen as a viable alternative, with both facilitators and participants often preferring face-to-face set meetings, and dismissing the technological options [Dickenson, Burgoyne, and Pedler. 2010. “Virtual Action Learning: Practices and Challenges.” Action Learning Journal: Research & Practice 7 (1): 59–72; Stewart. 2009. “Evaluation of an Action Learning Programme for Leadership Development of SME Leaders in the UK.” Action Learning: Research and Practice 6 (2): 131–148]. However, the onset of the Covid pandemic saw the rapid implementation of this remote technology-enabled approach, where VAL became the only option for action learning due to the restrictions on face-to-face working and travel limitations. This paper shares insights on the differences facilitating action learning and virtual action learning from a research project, based around a two-year Masters in Leadership programme in a UK business school, now delivered to over 300 experienced senior leaders, predominantly working in the UK NHS and a major UK retailer.

Otantik Liderlik Araştırmalarının 45 Yılı: 1978 ile 2023 Yılları Arasında Bibliyometrik Bir Analiz

This qualitative study analyzes the past 45 years of research on authentic leadership through conducting bibliometric analysis. Using R and R Studio, articles on authentic leadership that are published in the Web of Science have been analyzed. The findings of the bibliometric analysis reveal that a total of 2635 articles have been published on authentic leadership, and the first article on the subject appeared in 1978. Further analysis uncovered that the highest numbers of articles on authentic leadership have been published in 2022. Most of the body of literature on authentic leadership are found in the Journal of Business Ethics, The Leadership Quarterly, and the Leadership & Organization Development Journal. H.K.S. Laschinger, Y. Lee, and W. L. Gardner are the top three researchers that contributed most to the body of knowledge on authentic leadership, and the top three affiliations are University of Western Ontario, University of Queensland, and University of Miami. The most productive countries are USA, China, and the UK; and the most frequently used words are “authentic leadership”, “performance”, and “impact”.

Eight puzzles of leadership science

In the early 1900s, David Hilbert introduced a set of 23 mathematical problems. These problems caught the imagination of mathematicians around the world for the coming century and beyond. The advantage of such defined scientific puzzles is to galvanize coordinated efforts to pursue key scientific questions, whose answers can also address the grand challenges faced by society. Consequently, science can advance more quickly in a theory-driven, rigorous, open and collaborative manner, with meaningful implications for stakeholders. In the current editorial, I propose eight puzzles that could similarly motivate and guide leadership science. Whereas this list is not exhaustive--rather it is just eight starting points--beginning to solve such puzzles will accelerate our science and deliver on shared promises to our stakeholders. I then present actionable guidelines necessary to solve these puzzles and conclude by discussing the role The Leadership Quarterly will play in facilitating the pursuit of solutions to these puzzles.

Call for Papers: The Leadership Quarterly Yearly Review (LQYR) for 2024

Call for Papers: The Leadership Quarterly Yearly Review (LQYR) for 2024

The Effect of Big Five Personality Traits on Leader Member Exchange and Organization Citizenship Behavior in Khyber Pakhtunkhwa Universities

The Effect of Big Five Personality Traits on Leader Member Exchange and Organization Citizenship Behavior in Khyber Pakhtunkhwa Universities

Organizational Commitment, Organizational Citizenship Behavior and Turnover Intention: The Moderating Role of Leadership Behavior

Organizational Commitment, Organizational Citizenship Behavior and Turnover Intention: The Moderating Role of Leadership Behavior

Complexity Leadership and Followership: Changed Leadership in a Changed World

ABSTRACT All who have experienced the global pandemic of 2020 can tell you that we live in a changed world. People no longer question whether we are in complexity, that reality has been made explicitly clear. What they want to know now is, what do we do about it, and what does it mean for how we need to lead differently? In this article I explore these questions by integrating generative emergence (Lichtenstein, B. [2014]. Generative emergence: A new discipline of organizational, entrepreneurial, and social innovation. Oxford University Press) and complexity leadership theory (CLT) (Uhl-Bien, M., Marion, R., & McKelvey, B. [2007]. Complexity leadership theory: Shifting leadership from the industrial age to the knowledge era. The Leadership Quarterly, 18(4), 298–318. https://doi.org/10.1016/j.leaqua.2007.04.002). Using COVID-19 as an example, I show how understanding complexity leadership theory as generative emergence can help us better understand how to lead differently in crisis and complexity. Doing so requires that research and practice focus on developing leaders and followers who can respond by adapting, rather than denying or retreating, in the face of complexity pressures. MAD statement The global pandemic of 2020 has made it clear that we need to place more emphasis on developing leaders and followers who can lead in complexity. This paper does this by using examples from COVID-19 to show the difference between successful and unsuccessful pandemic leadership. Successful leadership has leaders and followers who co-create adaptive responses that use complexity leadership to enable generative emergence. Unsuccessful pandemic leadership turned to order responses that denied the reality of the situation and tried to wish it away, leading to disastrous outcomes and hundreds of thousands of needless deaths.

LİDERLİK TARZLARININ BİBLİYOMETRİK ANALİZİ

Liderlik kavramı geçmişten günümüze araştırmacıların ilgi alanı olarak literatürde yer bulan bir araştırma sahasıdır. Örgütlerde ve çalışan beklentilerinde yaşanan değişimler neticesinde liderlik kavramı sürekli gelişerek farklı liderlik tarzları literatüre girmektedir. Bu liderlik tarzlarından etik liderlik, vizyoner liderlik, karizmatik liderlik, dönüşümcü liderlik, hizmetkar liderlik, etkileşimci liderlik ve otantik liderlik literatürde sıklıkla tercih edilmektedir. Özellikle 2009 yılından bu yana artış eğilimi gösteren bu liderlik tarzları ile ilgili uluslararası alanyazında yayımlanan makalelerin çeşitli parametrelerle bibliyometrik bir analizini yapmak çalışmanın amacını oluşturmaktadır. Bu amaç doğrultusunda 1975-2020 yılları arasında Web of Science veri tabanı üzerinde SSCI, SCI-EXPANDED ve A&HCI atıf indekslerinde yayımlanmış makaleler incelenerek elde edilen veriler VOSviewer 1.6.6 yazılım versiyonu ile haritalandırılmıştır. Analiz sonucunda bahsi geçen liderlik tarzları ile ilgili en fazla makalenin yayımlandığı dergi “Leadership Quarterly” iken en fazla atıf alan dergi “Journal of Applied Psychology” dergisi olduğu tespit edilmiştir. Atıf sayısı bakımından Shamir, House ve Arthur (1993)’un çalışması en fazla atıf alan makale iken, yazar ortak atıf ağında en fazla alıntılanan araştırmacı Bass olmuştur. İncelenen makaleler kapsamında en fazla kullanılan anahtar kelime dönüşümcü liderlik olmakla birlikte bu anahtar kelimenin etkileşimci liderlik ile yoğun ilişki içinde olduğu saptanmıştır. Ülke kurum işbirliği incelendiğinde ise ülkelere Amerika Birleşik Devletleri, kurumlara ise Erasmus Üniversitesi öncülük etmektedir.

Economic perspectives on leadership: Concepts, causality, and context in leadership research

The fields of leadership and economics have interacted very little until now. The aim of this special issue on “economics and leadership” is to demonstrate the potential benefits of paying attention to and incorporating economic perspectives and methods into leadership research. Specifically, we argue that the field of economics can advance leadership research on three main topics: concepts, causality and context. For each topic, we summarize the state-of-the-art literature and showcase important insights, tools and findings. We also discuss possible critiques of the economic perspective on leadership. The timeliness of this issue is evident from recent discussions on the three C's within the field of leadership research, not least within The Leadership Quarterly itself. Our paper as well as the other six papers in this issue demonstrates that narrowing the gap between economics and leadership is not only beneficial and feasible, but also crucial for the progress of leadership research.

The leadership trilogy: A review of the third decade of The Leadership Quarterly

The present research reviews the most recent ten years, 2010–2019, of the work published in The Leadership Quarterly (LQ). We follow on prior decade-focused reviews published in LQ, including the period 1990–1999 (Lowe & Gardner, 2000) and 2000–2009 (Gardner, Lowe, Cogliser, Moss & Mahoney, 2010). The present work complements and expands the first two reviews by documenting how the field has evolved with new characters, methodologies, and theories emerging while others decline and become less relevant. We extend the story of how LQ emerged from a start-up niche journal, evolved into the predominant outlet for leadership research and new theories, gained awareness of a growing need to reduce construct proliferation, and adopted increasingly sophisticated methodological techniques that call into question some of the field's prior research findings.

The Leadership Quarterly Yearly Review (LQYR) for 2022

The Leadership Quarterly Yearly Review (LQYR) for 2022

SITUATIONAL AND INTERACTIONIST LEADERSHIP THEORIES

SITUATIONAL AND INTERACTIONIST LEADERSHIP THEORIES

Call for Proposals: The Leadership Quarterly Yearly Review (LQYR) for 2021

Call for Proposals: The Leadership Quarterly Yearly Review (LQYR) for 2021

From the AMLE Editorial Team: Responding to Reviewers

Academy of Management Learning & EducationVol. 18, No. 3 From the EditorsFrom the AMLE Editorial Team: Responding to ReviewersPublished Online:16 Oct 2019https://doi.org/10.5465/amle.2019.0253AboutSectionsView articleView Full TextPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail View articleREFERENCESCiulla, J. 2008. Leadership studies and “the fusion of horizons.” The Leadership Quarterly, 19: 393–395. Google ScholarDavey, N. 2006. Unquiet understanding. Albany: State University of New York Press. Google ScholarDavey, N. 2011. Philosophical hermeneutics: An education for all seasons? In P. Fairfield (Ed.), Education, dialogue and hermeneutics: 39–60. London: Continuum. Google ScholarFayard, A., & Metiu, A. 2014. The role of writing in distributed collaboration. Organization Science, 25: 1391–1413. Google ScholarGadamer, H.-G. 2004. Truth and method. London: Continuum. Google ScholarHibbert, P., Beech, N., & Siedlok, F. 2017. Leadership formation: Interpreting experience. Academy of Management Learning & Education, 16: 603–622.Link , Google ScholarHuff, A. S. 1998. Writing for scholarly publication as a contribution to scholarly conversation. London: Sage. Google ScholarHuff, A. S. 2008. Designing research for publication. London: Sage. Google ScholarJenkins, M., & Dragojevic, M. 2013. Explaining the process of resistance to persuasion: A politeness theory-based approach. Communication Research, 40(4): 559–590. Google ScholarLam, C. 2011. Linguistic politeness in student-team emails: Its impact on trust between leaders and members. IEEE Transactions on Professional Communication, 54(4): 360–375. Google ScholarLee, S.-Y., Rui, H., & Whinston, A. B. 2019. Is best answer really the best answer? The politeness bias. Management Information Systems Quarterly, 43(2): 579–600. Google ScholarMarshall, D. 2004. On dialogue: To its cultured despisers. In B. Krajewski (Ed.), Gadamer’s repercussions: 123–144. Berkeley: University of California Press. Google ScholarRisser, J. 1997. Hermeneutics and the voice of the other. Albany: State University of New York Press. Google ScholarVandevelde, P. 2010. What is the ethics of interpretation? In J. MalpasS. Zabala (Eds.), Consequences of hermeneutics: 288–305. Evanston, IL: Northwestern University Press. Google ScholarFiguresReferencesRelatedDetails Vol. 18, No. 3 Permissions Metrics in the past 12 months History Published online 16 October 2019 Published in print 1 September 2019 Information© Academy of Management Learning & EducationDownload PDF

Non-Traditional Approaches to Leadership Research: A Research Incubator

John Antonakis and the editorial board of The Leadership Quarterly have a goal to expand the purview of leadership scholars in the management field beyond traditional management approaches. The pur...

Call for Proposals: The Leadership Quarterly Yearly Review (LQYR) for 2021

Call for Proposals: The Leadership Quarterly Yearly Review (LQYR) for 2021

Developing Effective Top Management Team at Vietnamese SMEs

Developing Effective Top Management Team at Vietnamese SMEs