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The purpose of this paper is to examine the role of supervisor and subordinate personality in high quality supervisor-subordinate (leader-member exchange; LMX) relationships.

In this field study, 142 supervisors drawn from a leadership development program, and 509 of their subordinates, completed a personality survey and reported on the quality of their relationships.

Self and partner personality (agreeableness and extraversion), and the match between them were predictors of LMX. Consistent with approach/inhibition theory of power, personality traits of relationship partners had a stronger effect when the partner held a position of power (i.e. supervisors) than when the partner was a subordinate.

The results inform organizational selection by showing the importance of supervisory traits for the formation of high quality supervisor-subordinate relationships. They may also help organizations facilitate the development of high quality supervisory relationships. The findings also suggest that it is critical to consider the balance of power when assessing LMX, along with factors that lead to its development, or benefits that ensue from it.

To date, there is an assumption that certain traits predict the development of high quality relationships between supervisors and subordinates. The results point out the importance of considering the role of power in LMX relationships. The paper shows that the effects of supervisory traits, which are rarely examined in the context of LMX relationships, more strongly predict LMX than do the traits of subordinates.

In this chapter, we argue that state and trait mindfulness and mindfulness-based practices in the workplace should enhance employee outcomes. First, we review the existing literature on mindfulness, provide a brief history and definition of the construct, and discuss its beneficial effects on physical and psychological health. Second, we delineate a model of the mental and neurobiological processes by which mindfulness and mindfulness-based practices improve self-regulation of thoughts, emotions, and behaviors, linking them to both performance and employee well-being in the workplace. We especially focus on the power of mindfulness, via improved self-regulation, to enhance social relationships in the workplace, make employees more resilient in the face of challenges, and increase task performance. Third, we outline controversies, questions, and challenges that surround the study of mindfulness, paying special attention to the implications of unresolved issues for understanding the effects of mindfulness at work. We conclude with a discussion of the implications of our propositions for organizations and employees and offer some recommendations for future research on mindfulness in the workplace.

Matt Bloom, Ph.D., is an associate professor in the Management Department at the Mendoza College of Business, University of Notre Dame. He received his Ph.D. from Cornell University. Before receiving his doctorate he worked as paramedic, psychiatric technician, and then as a consultant for Arthur Young & Company and American Express. Matt's current research interests center on well-being at work and include exploring topics such as what work is like when people experience it as a calling and what conditions help people to be at their cognitive and emotional best at work. He is currently undertaking a program of research to study well-being among people in the caring professions.

This study seeks to examine the processes through which leadership is fostered and developed within student leadership development programs. While there has been some scholarly literature written in this area, a dearth in the literature exists with respect to providing a detailed chronicle and examination of the complete processes employed within an exemplary student leadership development program. Through the analysis of such a program – validated by a recent NASPA (2011) study as an exemplar in the field of student leadership development – such a program will be examined. Through a qualitative, grounded theory approach using interviews to inductively build a framework of understanding, seven themes of student leadership development are identified. How these findings extend existing literature is then presented, as is a new theoretical model illustrating the process through which leadership is fostered and developed within students, thereby aiding the construction of future programs.

The field of global leadership has flourished and advanced in the preceding decade. However, in contrast to the term global leadership, which enjoys conceptual clarity enabling accumulative progress, the construct of global leadership effectiveness is comparatively undertheorized, with instances of definitional ambiguity and disjointed methodological operationalizations across studies. The purpose of this chapter is, thus, to provide a systematic review of the global leadership effectiveness literature. In doing so, our contributions are fourfold. First, we offer an inclusive, comprehensive definition of global leadership effectiveness. Second, we map its construct domain. Third, we review research findings at the individual, group, and organizational levels. Finally, we integrate extant insights and offer suggestions for future research, organized within the typology of the content domain along the identified dimensions of global leadership effectiveness. Together, our goal is to build a foundation for future research examining the roles of leadership and the global context as antecedents of global leadership effectiveness.

This chapter investigated how pre-existing ideas (i.e., prototypes and antiprototypes) and what the eyes fixate on (i.e., eye fixations) influence followers' identification with leaders from another race. A sample of 55 Southeast Asian female participants assessed their ideal leader in terms of prototypes and antiprototype and then viewed a 27-second video of an engaging Caucasian female leader as their eye fixations were tracked. Participants evaluated the videoed leader using the Identity Leadership Inventory, in terms of four leader identities (i.e., prototypicality, advancement, entrepreneurship, and impresarioship). A series of multiregression models identified participants' age as a negative predictor for all the leader identities. At the same time, the antiprototype of masculinity, the prototypes of sensitivity and dynamism, and the duration of fixations on the right eye predicted at least one leader identity. Such findings build on aspects of intercultural communication relating to the evaluation of global leaders.

THE hope we expressed in recent pages, that the Library Association might resume its normal methods of life and government, remains a hope. London, where only we suppose the Council could do its work really well, has been of late no place for the meetings of people; and we dare to say that for the key people of any profession or movement to gather there at present would be unwise, even though imagination may increase the risk beyond the warrant of the facts. Nor do we know yet if the worst has been experienced. Meanwhile it is probable that the affairs of librarianship must be delegated to even fewer workers than now. Only the chronically ungracious part of our fraternity will be without gratitude to those who keep things going for us.

This chapter concerns the degree to which leader personality is specific to the geographical region in which leaders work or more generically global. In samples from several different countries (N = 11,969), we show that top leaders are significantly different from the general population on dimensions of occupationally relevant personality, but rather similar among themselves. In general, top leaders are more emotionally stable, and much more competitive, ambitious, outgoing, and well-informed than the average person. We then examine our top leader cohorts on a culture by culture basis, and find distinct cultural differences. We close by discussing implications for the selection, development, and coaching of top leaders.

As the world struggled to come to grips with the Covid-19 pandemic, over twenty scholars, practitioners, and global leaders wrote brief essays for this curated chapter on the role of global leadership in this extreme example of a global crisis. Their thoughts span helpful theoretical breakthroughs to essential, pragmatic adaptations by companies.