Criticism and outstanding leadership : an evaluation of leader reactions and critical outcomes

Outstanding political leaders are frequently called upon to make high-stakes decisions. Because of the controversial and highly visible nature of these issues, they often face intense criticism. Leaders' responses to criticisms not only affect follower reactions, but also the successful resolution of the contested issue. The present study examines leader and follower reactions to different types of criticisms. A historiometric approach was used to examine biographies containing criticisms of 120 world leaders and to explore leader behaviors in response to criticisms. Specifically, leader response strategies and their success in terms of follower reactions and resolution of the criticism were examined. The results indicated that collaborative or confrontational leader response strategies proved most effective in terms of the leader's ability to continue forward with a particular agenda item and to gather support of those around him or her. Conversely, avoidant, diverting attention, and persuasive response strategies proved less effective

Development of crystalline inclusions (“ergosterol crystals”) in Neurospora crassa

Development of crystalline inclusions (“ergosterol crystals”) in “snowflake”, a morphological mutant of Neurospora crassa has been examined. The inclusions which arise in membranebound organelles appear as electron dense deposits, increase in size, and occupy nearly all the space within the organelle at maturity. The presence of catalase activity in the organelle was not detected using cytochemical procedures employing diaminobenzidine.Peer Reviewedhttp://deepblue.lib.umich.edu/bitstream/2027.42/41731/1/709_2005_Article_BF01275681.pd

Charismatic, ideological, and pragmatic leaders : an examination of leader–leader interactions

Although a number of researchers have examined and demonstrated the unique relationships different types of leaders develop with their followers (Dansereau, F., Graen, G.B., & Haga, W.J. (1975). A vertical dyad linkage approach to leadership within formal organizations: A longitudinal investigation of the role making process. Organizational Behavior and Human Performance, 13, 46–78.; Dienesh & Liden, 1986; Mumford, 2006), relatively little is known regarding how outstanding leaders interact or work together (Hunter, Bedell-Avers, Mumford, 2009-this issue). Given the particular importance of such questions, especially when considering leaders who have the potential to influence national and worldwide developments, the intent of the present study was to examine the leader–leader exchange relationships of charismatic, ideological, and pragmatic leaders. Due to the difficulty associated with examining high-level leader–leader exchanges, a hybrid qualitative–quantitative approach was taken to assess the interactions of Frederick Douglas, W.E.B. Dubois, and Booker T. Washington – three high-level leaders who responded to the same crisis, in the same time period, in the same region of the world. The results provide preliminary evidence regarding the interactions of charismatic, ideological, and pragmatic leaders; in fact, they indicate that leaders interact in a manner consistent with their mental model

\u3ci\u3eMulti-level Issues in Creativity and Innovation\u3c/i\u3e

Chapter: Creativity and cognitive processes: A multi-level linkage between individual and team cognition, co-authored by Roni Reiter-Palmon. Chapter: Beyond Cognitive Processes: Antecedents and Influences on team cognition, co-authored by Roni Reiter-Palmon. Multi-Level Issues in Creativity and Innovation is Volume 7 of Research in Multi-Level Issues , an annual series that provides an outlet for the discussion of multi-level problems and solutions across a variety of fields of study. Using a scientific debate format of a key scholarly essay followed by two commentaries and a rebuttal, we present, in this series, theoretical work, significant empirical studies, methodological developments, analytical techniques, and philosophical treatments to advance the field of multi-level studies, regardless of disciplinary perspective.Similar to Volumes 1 through 6 (Yammarino & Dansereau, 2002, 2004, 2006; Dansereau & Yammarino, 2003, 2005, 2007), this volume, Volume 7, edited by Mumford, Hunter, and Bedell-Avers, contains five major essays with commentaries and rebuttals that cover a range of topics, but in the realms of creativity and innovation. In particular, the five critical essays offer extensive literature reviews, new model developments, methodological advancements, and some data for the study of creativity and social influence, innovation and planning, creativity and cognitive processes, sub-system configuration, and new venture emergence. While each of the major essays, and associated commentaries and rebuttals, is unique in orientation, they show a common bond in raising and addressing multi-level issues or discussing problems and solutions that involve multiple levels of analysis in creativity and innovation.It provides in-depth scholarly information on multiple level issues in organizations and time. It is international in scope.https://digitalcommons.unomaha.edu/facultybooks/1085/thumbnail.jp

The sources of leader violence: A comparison of ideological and non-ideological leaders

Recent events have called attention to the potential of ideological leaders to incite violence. The present study examined 80 historically notable leaders. Violent and non-violent leaders were compared to violent and non-violent ideological leaders in a historiometric analysis examining individual, group, organization, and environmental variables that might predispose ideological leaders to violence. When criteria examining different manifestations of violence were regressed on the discriminant function scores resulting from this comparison of leader types, it was found that attributes of ideological leadership influenced the amount of violence, and the occurrence of institutional and cultural violence — accounting for variance in institutional and cultural violence above and beyond characteristics of leaders, in general, found to contribute to violence. The implications of these observations for understanding the sources of leader violence and the origins of violence among ideological leaders are discussed

Violence in Ideological and Non-Ideological Groups: A Quantitative Analysis of Qualitative Data

Multiple models have been proposed to account for violence among ideological groups. To identify critical variables contributing to violent behavior in these groups, violent ideological groups were compared to relevant comparison groups. A historically based content analysis was conducted to assess these groups with respect to a number of variables examining leader, group, organizational, and environmental attributes held to influence violence. Discriminant analyses revealed that violent ideological groups differed from comparison groups with respect to leader extremism, group righteousness, organizational indoctrination, and environmental conflict and disruption. Regression analyses revealed that these discriminant functions predicted a number of notable violent and ideological criteria. The implications of these findings for understanding the origins of violence in ideological groups are discussed