A Historiometric Examination of Machiavellianism and a New Taxonomy of Leadership

Although researchers have extensively examined the relationship between charismatic leadership and Machiavellianism (Deluga, 2001; Gardner & Avolio, 1995; House & Howell, 1992), there has been a lack of investigation of Machiavellianism in relation to alternative forms of outstanding leadership. Thus, the purpose of this investigation was to examine the relationship between Machiavellianism and a new taxonomy of outstanding leadership comprised of charismatic, ideological, and pragmatic leaders. Using an historiometric approach, raters assessed Machiavellianism via the communications of 120 outstanding leaders in organizations across the domains of business, political, military, and religious institutions. Academic biographies were used to assess twelve general performance measures as well as twelve general controls and five communication specific controls. The results indicated that differing levels of Machiavellianism is evidenced across the differing leader types as well as differing leader orientation. Additionally, Machiavellianism appears negatively related to performance, though less so when type and orientation are taken into account.Yeshttps://us.sagepub.com/en-us/nam/manuscript-submission-guideline

Two truncating variants in FANCC and breast cancer risk

Fanconi anemia (FA) is a genetically heterogeneous disorder with 22 disease-causing genes reported to date. In some FA genes, monoallelic mutations have been found to be associated with breast cancer risk, while the risk associations of others remain unknown. The gene for FA type C, FANCC, has been proposed as a breast cancer susceptibility gene based on epidemiological and sequencing studies. We used the Oncoarray project to genotype two truncating FANCC variants (p.R185X and p.R548X) in 64,760 breast cancer cases and 49,793 controls of European descent. FANCC mutations were observed in 25 cases (14 with p.R185X, 11 with p.R548X) and 26 controls (18 with p.R185X, 8 with p.R548X). There was no evidence of an association with the risk of breast cancer, neither overall (odds ratio 0.77, 95% CI 0.44-1.33, p = 0.4) nor by histology, hormone receptor status, age or family history. We conclude that the breast cancer risk association of these two FANCC variants, if any, is much smaller than for BRCA1, BRCA2 or PALB2 mutations. If this applies to all truncating variants in FANCC it would suggest there are differences between FA genes in their roles on breast cancer risk and demonstrates the merit of large consortia for clarifying risk associations of rare variants.Peer reviewe

The Romance of Leadership Scale – Cross-cultural testing and refinement

The Romance of Leadership Scale (RLS) has been used in various studies in different countries and contexts. However, to date, the structure of the scale has been a subject of discussion, making it difficult to compare results over different studies. In this study, using student as well as organization samples from two countries, we want to clarify the factor structure of the RLS. In order to do so, we used a hypothetical factor matrix into which we rotated our data. Although this matrix fits some of the data quite well, the results argue for the use of one core factor. The factor solutions are, however, still ambiguous and we therefore recommend doing more research on a core factor of the Romance of Leadership scale

Where is the romance for women leaders? The effects of gender on leadership attributions and performance-based pay

This paper extends prior research on the romance of leadership by examining (a) whether the romance of leadership holds for women as well as for men, and (b) the impact of the romance of leadership on performance-based pay. An experimental study (N = 210) suggests that the romance of leadership does exist for both men and women but that the process of pay allocation differs as a function of gender. For a female leader, the allocation of a performance-related bonus is based on perceptions of her charisma and leadership ability rather than resulting directly from company performance. However, for a male leader bonus allocation reflects the romance of leadership such that improved company performance leads to increased perceived charisma, increased leadership ability, and a larger bonus. Practical implications for the gender pay gap are discussed. © 2007 The Authors. Journal compilatio