The Wiley-Blackwell Handbook of the Psychology of Leadership, Change, and Organizational Development (original) (raw)
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Organizational Change and Characteristics of Leadership Effectiveness
The existing literature suggests that numerous variables affect a leader's effectiveness. In this study, the authors examine behaviors associated with leadership effectiveness in driving change. Results indicate that specific leader behaviors-the ability to motivate, communicate, and build teams-are predictors of successful implementation of organizational change.
A Method of Assessing Leadership Effectiveness
Performance Improvement Quarterly, 2008
T he purpose of this study is to present a new method for assessing the effectiveness of a leader. Scholars (such as Stogdill, 1974; Katz & Kahn, 1978; Yukl, 1981) have defined and explained leadership in various ways based on their interests and concerns. Stogdill (1974), claimed that, perhaps, there were as many definitions of leadership as there were scholars, and Bennis and Nanus (1985) claimed that researchers had defined leadership in over 350 different ways in the 30 years prior to 1985. Also, Conger (1992) indicated that "leadership is largely an intuitive concept for which there can never be a single agreed-upon definition" (p. 17). However, central to the various definitions is the recurring theme that leadership involves the use of noncoercive influences to coordinate the activities of group members toward the accomplishment of group goals (Oyinlade, Gellhaus, & Darboe, 2003). Just as scholars have defined leadership in different ways, they equally vary in their perceptions of the factors of effective leadership. The leader traits theory that dominated leadership literature in the 1930s explained leadership effectiveness by the natural characteristics and abilities (such as superior intelligence, good memory, bountiful energy, persuasiveness, etc.
Advances in leader and leadership development: A review of 25years of research and theory
The Leadership Quarterly, 2014
The development of effective leaders and leadership behavior is a prominent concern in organizations of all types. We review the theoretical and empirical literature on leader and leadership development published over the past 25 years, primarily focusing on research published in The Leadership Quarterly. Compared to the relatively long history of leadership research and theory, the systematic study of leadership development (broadly defined to also include leader development) has a moderately short history. We examine intrapersonal and interpersonal issues related to the phenomena that develop during the pursuit of effective leadership, describe how development emerges with an emphasis on multi-source or 360-degree feedback processes, review longitudinal studies of leadership development, and investigate methodological and analytical issues in leader and leadership development research. Future research directions to motivate and guide the study of leader and leadership development are also discussed.
Transformational Leadership and Its Predictive Effects on Leadership Effectiveness
2012
consideration, laissez-faire, intellectual stimulation, and management-by-exception active are significant predictors of leadership effectiveness. These factors accounted for 82% of the variance in leadership effectiveness. In addition, the results suggest that contingent reward has important effects on leadership effectiveness. The implications of the research findings are discussed.
Examining Leadership as a Psychological Process: Can Effective Leadership Be Predicted?
2019
In this dissertation, I examined the major leadership theories as psychological processes to determine whether such analyses can contribute to a prediction of effective leadership. I synthesized both trait theories and theories based on personal characteristics to explore leadership as a psychological process and showed that they can be used to predict effective leadership. An exploration of leadership as a psychological process demonstrated a significant role in determining how organizational psychology and different theoretical perspectives can be used to predict effective leadership. The study of major leadership theories and psychological concepts that can be used to predict leadership effectiveness has led researchers to realize several important findings. The core results obtained indicate that leadership effectiveness is dependent on an individual’s capacity to demonstrate specific behaviors, traits, and attributes (Bolden et al., 2003; Brouer et al., 2013; Cavazotte et al., 2012; Derue et al., 2011). Such behaviors serve an important role in determining the leadership styles used to improve performance, thereby emerging as predictors of leadership effectiveness (Datta, 2015; Mühlberger & Traut-Mattausch, 2015; Walumbwa et al., 2012). Some of these valuable and important traits that effective leaders must possess include: capacity to manage the interpersonal dynamics (Avolio et al., 2010; Boehm et al., 2015), ability to bring together diverse individuals tasks (Brouer et al., 2013; Caligiuri & Tarique, 2012), empower followers to perform tasks without manipulation or coercion (Burns, 2010; Michaelis et al., 2010), and consider their followers as an essential asset required for the execution of the developed plans (Oreg & Berson, 2015; Piccolo et al., 2012) among others. Furthermore, there are several skills that are linked to effective leader development. Such skills include self-awareness skills, such as emotional awareness abilities; self-regulation capabilities, such as self-control; and the capacity for self-motivation, including optimism (Brouer et al., 2013; Colbert et al., 2012).
2 . 1 Chapter 2 : A Critical Review of Leadership Theory —
2013
The three topics of this volume—leadership, change, and organization development (OD)—can be viewed as three separate and distinct organizational topics or they can be understood as three distinct lenses viewing a common psycho-organizational process. We begin the volume with a comprehensive treatment of leadership primarily because we view leadership as the fulcrum or crucible for any significant change in human behavior at the individual, team, or organizational level. Leaders must apply their understanding of how to effect change at behavioral, procedural, and structural levels in enacting leadership efforts. In many cases, these efforts are quite purposeful, planned, and conscious. In others, leadership behavior may stem from less-conscious understandings and forces. The chapters in Part I: Leadership provide a comprehensive view of what we know and what we don’t know about leadership. Alimo-Metcalfe (Chapter 2) provides a comprehensive view of theories and measures of leadershi...