A multilevel investigation of predictors and outcomes of shared leadership

For modern organizations, shared leadership becomes increasingly important. Knowledge on shared leadership may be limited, as past research often relies on cross‐sectional data or student samples, and most studies neglect the multilevel nature of shared leadership. Our research model includes transformational leadership, trust, and organizational support as predictors of shared leadership. Furthermore, we analyze the influence of shared leadership on team performance and team creativity. In total, 160 teams with 697 employees participated in our field study. Data collection took place at three time points. To test our hypotheses, we used multilevel modeling with a Bayesian estimator. We found relationships of transformational leadership and trust with shared leadership at the team level and of transformational leadership, trust, and organizational support with shared leadership at the individual level. Furthermore, shared leadership fully mediated the effect of the three input factors on team performance and team creativity. This study contributes to the understanding of the antecedents and outcomes of shared leadership. Furthermore, the dynamic development of team processes based on an input–mediator–output model is explored. On the basis of the results, organizations can increase shared leadership behavior by focusing on transformational leadership and trust building

Neural Correlates of the Dual-Level Transformational Leadership Model

Introduction/Main Objectives: This study considered neural processes of transformational leadership based on quantitative electroencephalography (qEEG). Background Problems: This research aims at providing biomarkers for effective (i.e., transformational) leadership. Novelty: We considered transformational leadership on a detailed level, namely its individual-focused and group-focused sub-dimensions, to analyze the underlying brain processes. As for the individual-focused sub-dimensions of transformational leadership, we utilized innovation and performance orientation, while for the group-focused sub-dimensions, we choose vision and            team spirit. Research Methods: Fifty-two dyads, consisting of (a) student pairs and (b) supervisor-subordinate dyads, participated in a simulated role-play that was intended to be a performance review while the electrical activity of the brain was recorded. Finding/Results: Results show that the group-focused sub-dimensions of transformational leadership could be positively linked to right frontal lobe coherence and negatively linked to left frontal lobe coherence. Results showed no relation between the individual-focused sub-dimensions and frontal lobe coherence. Conclusion: The results allow for a deeper understanding of the neural processes of transformational leadership and its individual-focused and group-focused sub-dimensions, respectively

Construct proliferation in leadership style research: Reviewing pro and contra arguments

Bormann K, Rowold J. Construct proliferation in leadership style research: Reviewing pro and contra arguments. ORGANIZATIONAL PSYCHOLOGY REVIEW. 2018;8(2-3):149-173.Given the steady increase in new leadership models and approaches introduced to the field, we provide a systematic review on the topic of construct proliferation in the leadership style literature. Construct proliferation suggests that newly designed constructs are too similar to existing ones and, consequently, lack discriminant validity. In our review, we tackle the issue of construct proliferation from two perspectives. First, we present explanations and evidence indicating construct proliferation. Then, we take the opposing stance and provide arguments (as well as empirical evidence) against it. This comparison results in a discussion in which we provide cues for future leadership style research that builds on the realization that we need a more nuanced awareness of where construct proliferation exists and where it does not

Transformational and transactional leadership and followers’ chronic stress

This study sought to provide information about the relationship between supervisors’ leadership styles and subordinates’ experience of chronic stress. Drawing on a sample of employees (N = 244) working in a German government agency, we tested relationships between transformational, transactional and nonleadership styles and facets of chronic stress (i.e., excessive work and social demands, dissatisfaction with work and social recognition, performance pressure, and social conflicts), while controlling for subordinates’ demographics and hierarchical level. Findings: It was found that one of the transformational leadership scales (i.e., individualized consideration) was negatively related to dissatisfaction. In contrast, the transactional subscale of management-by-exception passive was positively related to four indicators of chronic stress, while controlling for all other transformational and transactional leadership styles. Future research should include objective indicators of stress. Managers in governmental organizations should avoid utilizing the transactional leadership style of management-by-exception passive in order to foster employees’ health. The results allow for a more thorough and detailed understanding of leadership behavior, stress prevention, and occupational health