Emergence of Leadership in Communication

We study a neuro-inspired model that mimics a discussion (or information dissemination) process in a network of agents. During their interaction, agents redistribute activity and network weights, resulting in emergence of leader(s). The model is able to reproduce the basic scenarios of leadership known in nature and society: laissez-faire (irregular activity, weak leadership, sizable inter-follower interaction, autonomous sub-leaders); participative or democratic (strong leadership, but with feedback from followers); and autocratic (no feedback, one-way influence). Several pertinent aspects of these scenarios are found as well---e.g., hidden leadership (a hidden clique of agents driving the official autocratic leader), and successive leadership (two leaders influence followers by turns). We study how these scenarios emerge from inter-agent dynamics and how they depend on behavior rules of agents---in particular, on their inertia against state changes.Comment: 17 pages, 11 figure

The Effect of Charisma, Voice Pitch, and Information Richness on Leadership Perception and Follower Performance

This study aimed to investigate the effect of charisma, voice pitch, and information richness on followers’ perceptions of leadership and task performance. A number of previous studies consistently found significant effects of charisma on performance. Similarly, some studies found the effect of lower voice pitch on leadership perception and effectiveness. In addition, the growth of information technology has changed the way leaders influence followers, making this variable an interesting one to examine. This study employed 2 (charisma vs. non-charisma) x 2 (low vs. high voice pitch) x 2 (strong vs. weak information delivery) experimental design. The participants were undergrad students (N= 259) and most of them were female (Female= 185, Male= 74) with age range from 18 to 31 (mean= 19.76, SD= 2.25). The study found the main effect of charismatic leader (F= \2Al,p\u3c .001) and lower voice pitch (F= 12.89, p\u3c .001) on participants’ rating of charisma. In addition, the three-way interaction also occurred on the effect of leader charisma, voice pitch, and information richness on performance (F= 4.41, p\u3c .05). Participants under non-charismatic, low pitch, and strong information delivery performed highest across conditions. Implications are discussed

Introducing Followership into the Leadership Classroom: An Integrative Approach

Developing followers is just as important as developing leaders. This brief outlines strategies for integrating material on followership into three leadership course units: introduction to leadership, leadership theories, and leadership ethics. Instructors can highlight the importance of followership by emphasizing that (a) leaders and followers have an interdependent relationship, (b) followers are essential to group success, (c) followers are an important component in many leadership theories, and (d) followers are responsible for their moral choices and face their own set of ethical challenges

When Leaders Are Not Who They Appear: The Effects of Leader Disclosure of a Concealable Stigma on Follower Reactions

Two studies examined follower reactions to disclosure of concealable stigma (i.e., transgender identity) by a leader. Using 109 employed participants, Study 1 showed followers rated leaders disclosing a stigma less likable and effective. This effect was both direct and indirect through relational identification with the leader. Using 206 employed participants, Study 2 found when a leader\u27s stigma was involuntarily found out and disclosed later they received lower ratings of likability and effectiveness compared to leaders who voluntarily came out and disclosed earlier. Method (found out vs. came out) and timing of disclosure (later vs. earlier) had direct relationships with ratings of likability and effectiveness and method of disclosure had an indirect relationship with the outcomes via relational identification

Does identity matter? An investigation of the effects of authentic leadership on athletes' psychological capital and engagement

This study tested newly advanced theoretical predications about mechanisms by which authentic leadership has its positive effects on players’ psychological resources and team engagement. Specifically, we tested a mediation model, in which positive climate is the key social mechanism by which authentic leaders influence followers’ psychological capital and team engagement. Moreover, we examined the role of leader–follower characteristics in authentic leadership dynamics, particularly the role of race and gender. Quantitative data were obtained from 119 student-athletes representing 15 NCAA Division I men’s and women’s basketball teams. Results indicate that positive team climate mediated the relationships between authentic leadership and players’ psychological capital and engagement, and this relationship was moderated by gender. Results are discussed relative to the effects of gendered leadership, and implications for coaches and authentic leadership theory are presented

It's not my fault, but I know how you feel: Influences of leader empathy on trust repair following an integrity-based trust violation

Prior research on trust repair has focused primarily on investigating verbal and substantive responses to breaches of trust. Although consistently implicated in violations, the role of affect in the repair process has been mostly ignored. Using a scenario-based paradigm, we conducted an experimental study to examine the value of leader empathy, specific responses to an integrity-based violation (apology vs. denial), and nature of consequences (personal vs. organizational), as well as their interactive effects, on trust repair. Findings indicated that presence of leader empathy functioned to repair trust better than its absence and, when coupled with a denial of culpability, produced markedly increased perceptions of integrity and overall trust in the leader. These findings contribute to our understanding of how leaders influence followers through expression of emotion, informing both leadership and trust theory

Exploring the Relationship of Ethical Leadership with Job Satisfaction, Organizational Commitment, and Organizational Citizenship Behavior

The impact of ethics on recent leadership practices has assumed a prominent role in both practical and theoretical discussions of organizational leadership successes and failures. A leader\u27s ability to affect followers\u27 attitudes and behaviors is important in this pursuit because it can result in greater job performance (Tanner, Brugger, Van Schie, & Lebherz, 2010). Ethical leadership may provide an effective approach for fostering positive employee outlooks and actions. Employees respond positively to the ethical leader\u27s principled leadership, altruism, empowerment, and reward systems, suggesting that improved employee attitudes and work-related behaviors may follow (Brown & Trevino, 2006). Three established measures of attitudes and behaviors are employee job satisfaction, organizational commitment, and organizational citizenship behavior. The following research study examined the potential of ethical leadership to foster higher levels of these outcomes and found that employees led by highly ethical leaders reported greater job satisfaction and organizational commitment than did employees led by less ethical leaders. No significant difference was reported among employees regarding the impact of ethical leadership on their level of organizational citizenship behavior. These findings suggest both theoretical and practitioner level insights

ANALISIS HERDING PADA KEPUTUSAN STRUKTUR MODAL PERUSAHAAN NON FINANCE YANG TERDAFTAR DI BEI PERIODE 2008 s.d 2012

This study was conducted to examine the existence of herding behavior taken by managers of companies associated with the capital structure measured by Debt to Equity Ratio and the Leverage Ratio. This study is based on herding behavior committed by followers of the capital structure decisions taken by the industry leader in non-finance. Leader measured by the presence of the highest value in the size of the company. Aside from following the behavior of the leader, this study also measured the relationship between the decision four years ago with the decision taken on this year. Sampled period is the period 2008-2012. This study use multiple regression analysis to test the classical assumption first. Test these assumptions are multicollinearity test, normality test, heteroskedasitas test, and autocorrelation test. While the F-test, t-test and adjusted R Square used as benchmarks to determine the relationship between follower behavior against decisions taken by the leader. The results of the testing of hypothesis 1b states that leverage the company to leverage corporate leaders influence followers. Thus, this study also found herding behavior based on the reputation of the company's capital structure determination in Indonesia when viewed from the leverage. The results of the testing of hypotheses 2a states that the debt-to-equity ratio of the company four years earlier effect on the debt-to-equity ratio of the company in 2012 Thus, this study managed to find herding behavior based on past information on the company's capital structure decisions in Indonesia when viewed from debt to equity ratio

Denial and Empathy: Partners in Employee Trust Repair?

Prior research on trust repair has focused primarily on investigating verbal responses to breaches of trust. Although consistently implicated in violations, the role of affect in the repair process has been mostly ignored. Using a scenario-based paradigm, we conducted an experimental study to examine the value of mistrusted party’s empathy, specific responses to an integrity-based violation (apology vs. denial), and nature of consequences (personal vs. organizational), as well as their interactive effects, on trust repair. Consequently, we sought to merge work on verbal responses with affect. Major findings indicated that presence of mistrusted party’s empathy functioned to repair trust better than its absence and, when coupled with a denial of culpability, produced markedly increased perceptions of violator’s integrity. These findings contribute to our understanding of how leaders influence followers through affect, informing both emotion and trust theory

Proactivity directed toward the team and organization : the role of leadership, commitment and role-breadth self-efficacy

Employees' proactive behaviour is increasingly important for organizations seeking to adapt in uncertain economic environments. This study examined the link between leadership and proactive behaviour. We differentiated between organizational leadership and team leadership and proposed that transformational leadership by team leaders would enhance commitment to the team, which would predict team member proactivity. In contrast, transformational leadership by leaders of the organization would enhance commitment to the organization, which we expected to predict organization member proactivity. Transformational leadership on both levels was expected to increase employees' role-breadth self-efficacy, the confidence necessary to engage in proactive behaviour. Our results demonstrate the importance of leadership as an antecedent of proactive work behaviour and suggest that leadership at different levels influences proactivity via different mediators. Transformational team leaders seem to facilitate proactivity by increasing employees' confidence to initiate change. Transformational organizational leaders on the other hand increase proactivity by enhancing employees' commitment to the organization