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The relationship between leadership style and employee outcomes is well established. However, organizational management research lacks an understanding of the dyadic relationship between supervisors and employees and volunteers at music festivals. This study examines a mediation model in which leader–member exchange (LMX) affects leadership style and organizational citizenship behavior. Additionally, the study examines a moderating model in which dependence on the leader moderates relationships between leadership style and leader–member exchange.

Confirmatory factor analysis, structural equation modeling and conditional process analysis were employed to test the model using data collected from 97 supervisors, volunteers and employees who worked at an annual large-scale music festival staged in Costa Rica.

Results reveal that leadership style relates positively to LMX and organizational citizenship behavior (OCB). Simultaneously, the mediating effect of LMX and moderating effect of dependence on the leader was not significant on the leadership style and OCB.

Given the small sample size and accessibility to one music festival, caution should be taken in drawing causal conclusions from the results.

The study contributes to the knowledge of event and festival management with recommendations for leadership training initiatives for supervisors and employees/volunteers.

This study is among the first to examine the mediating role of LMX between leadership style and OCB, moderating the role of dependence on leadership style and LMX with music festival supervisors and employees/volunteers.

The purpose of this study is to analyze how supply chain leadership and supply chain followership affect a company's value. Specifically, this will take place through an analysis of transformational leadership and followership behaviors on shared value creation, in order to achieve higher performance and greater alignment of common values.

The study uses a structured questionnaire to gather data from a cross-sectional sample of 456 supply chain partners of the largest Portuguese energy supplier. Structural equation modeling is used to test the proposed hypotheses, and a multigroup analysis is conducted to find out how supplier dependence can impact the suggested relationships.

Findings suggest that supply chain leadership positively impacts supply chain followership, shared value, and common values. Additionally, it was possible to observe that the influence of supply chain leadership and supply chain followership on performance occurs in an indirect way through the mediation of shared value and common values.

The research considers only one company's suppliers. The relationships between variables need to be explored in other practical case studies and longitudinal investigations.

The study provides a better understanding of the impacts and chain of effects between supply chain leadership and supply chain followership on performance, while considering the role of dependence as a moderating variable. The overall results may support the importance of truly sustainable business leadership capable of promoting shared value creation along the entire supply chain.

This conceptual article develops a theory-based set of themes that characterize how a leader and member interact based on their attachment style, motivation to lead and follow and their interpersonal orientation.

This study proposes that the leader's and member's attachment styles, effectuated by their motivation to lead and/or follow and their interpersonal orientation, determine the emergence of primary (most frequently occurring) and secondary (less frequently occurring) leader–member relationship (LMR) themes.

The themes are labelled mutual affirmation, control, prestige, mutual indifference, conflict, imbalance and co-dependence. The article describes how these seven themes are grounded in their own streams of research, including leader–member exchange (LMX) as the basis for the first three, and how the themes vary in behaviors that generate the operational outcomes of psychological safety, proactivity and functionality, which, in turn, yield performance outcomes. Performance outcomes affect the leader's and member's perceptions of their relationship and their anticipation for the future. Leader–member similarity, situational pressures and perceptions of others' relationships moderate LMR development.

Each theme reflects a pattern of interactions that produces degrees of psychological safety felt by the leader and member, proactivity of the leader and member to devote energy to their relationship and how well the leader and member function together. The behaviors, in turn, influence how the leader and member perceive each other and themselves and their anticipation for the future of the relationship.

The model can be used by organizational development and human resource professionals to assess leader–member dyads and train leaders and members to be aware of factors that influence their relationship and how these factors affect performance outcomes.

The model contributes to the literature on leader–member relationships by suggesting a theory-based set of themes that characterize how the leader and team member interact and how their relationship develops.

This study was designed to assess the predictors of citizens' trust in public leaders in Ghana. Specifically, it assesses the effect of eight trust variables—competence/ability, integrity, communication, benevolence, political/quality of governance, rational/economic, risk-taking and socio-demographic characteristics—on citizens' trust in public leaders—the president, members of parliament (MPs) and metropolitan, municipal and district chief executives (MMDCEs)—in Ghana from 2016 to 2018.

Summary statistics, bivariate correlation and binary logistic regression were employed to analyze 2,400 responses of Ghanaians obtained from the Afro-Barometer round seven surveys on Ghana (2016–2018).

The results reveal that competence/ability, that is to say, the performance of the president, MPs and MMDCEs, influence citizens' trust in these leaders. Furthermore, communication, benevolence, rationality, risk-taking and socio-demographic variables were significant predictors of citizens' trust in the president. Likewise, competence/ability, communication, politics, benevolence and socio-demographic variables were predictors of citizens' trust in MPs. Additionally, competence/ability, communication, integrity, politics, benevolence and socio-demographic variables influence citizens' trust in MMDCEs. In short, the rationality and risk-taking variables only influence trust in the president, while the political variables influence trust in MPs and MMDCEs. However, integrity influences trust in MMDCEs. Future studies can investigate the factors that account for these differences to augment the current literature.

This article is unique because it examines and compares citizens' trust in three categories of public leaders—the president, MPs and MMDCEs—in Ghana using nationally representative data.

This article is based on experiences and convictions from teaching leadership to students on the university and college levels. Teaching through leadership rather than about leadership is advocated. Student learning and facilitator teaching are contrasted. Leadership is viewed more as a mutual relationship rather than certain personality traits of the leader. The importance of understanding group processes is stressed.

The ability to successfully direct and inspire 90 to 100 talented musicians to perform as one unit is often attributed to the conductor′s charismatic powers. The influence of the player as part of an interactive process is generally neglected. Examines these assumptions both by reference to the literature and from interviews with both conductors and musicians. Discusses leadership theories appropriate to the orchestral setting including a distinction between socialized and personalized charismatic leadership. The leadership‐followership process in the orchestra is seen as having three distinct phases; the testing phase, the working stage and the inspirational stage. Suggests implications for leadership in more generalized management settings.

What behaviour is induced in leaders/managers when subordinates are unco‐operative? In this Nigerian study 25 managers were divided into three groups, each with a leader appointed from the members – who were then secretly briefed to be troublesome. Leaders exhibited the behaviours of coercive autocracy, dependence, flight/fight, pairing, passivity/laissez‐faire, confusion and anomie. In assessing a leader′s performance, the impact of the followers on the leader deserves attention.

The purpose of this study is to analyze how corporate social responsibility (CSR) affects a company's value. It does this specifically by analyzing the effect of socially responsible behaviors on shared value (SV) creation, in order to foster higher performance (PRF) and greater competitive advantages, considering the moderator role of the supply chain leadership dependency (SCLD). It provides new insights into CSR management to ensure business sustainability for supply chain management.

This study uses a structured questionnaire to gather data from a cross-sectional sample of 425 supply chain partners for Portugal's biggest energy supplier. Structural equation modeling is used to test the proposed hypotheses, and a multigroup analysis is conducted to find how a supplier's dependency can impact the suggested relationships.

The findings suggest that CSR positively impacts CA, SV and PRF. Additionally, this study reveals that SV has a positive impact on PRF. Additionally, the SCLD appears to moderate some of the proposed relationships.

This paper provides some empirical evidence of the influence of CSR on organizational value creation, contributing toward a better understanding of the impacts of socially responsible behaviors on business sustainability. The overall results may support the importance of CSR, identifying how a socially responsible company may create value for itself and share it with partners, thereby improving performance and competitiveness, while considering the role of dependency in moderating these relationships. Yet, the research considers only one company supplier. The relationships between variables need to be explored in other practical case studies and longitudinal investigations to improve upon the potential for making generalizations.

Results show that being cooperative might make a company more competitive, which might be one of the foundations of CSR and sustainability.

This study claims that profit alone is no longer sufficient for the legitimization of business. As an alternative, SV creation has become the new goal for businesses seeking to regain and improve societal trust.

The overall results may support the importance of CSR, identifying how a socially responsible company may create value for itself and share it with partners, thereby improving performance and competitiveness, while considering the role of dependency in moderating these relationships.

States that it is critical that incumbent firms understand the processes that enhance or inhibit entry of new firms into their industry. A new entrant into an industry may create additional demand by legitimizing the technology/products, and/or may share the existing market by drawing buyers away from incumbents. An analysis of market entry rates is especially important in new, high technology industries where sub‐groups of firms pursue different technology and global market diversification strategies because such sub‐groups may have asymmetrical cross‐effects on entry rates of new firms. Suggests a community ecology approach to assessing the impact of industry density on new firm entry rates. The framework is demonstrated by applying it to the global personal computer industry during the period of 1977‐1992. Results suggest that density has a nonmonotonic positive effect, while the firm‐level variables of technological strategy and market expansion strategies have a monotonic positive effect on new firm entry rates.

Based on the social information processing theory, the purpose of this study is to propose a conceptualized moderated mediation model for testing the linkage between leader narcissism and employees’ innovative behavior through the mediating effect of employees’ cognitive dependency and the moderating effect of environmental uncertainty between employees’ cognitive dependency and their innovative behavior.

In this study, multisource data from 266 employees and their supervisors in 11 large high-tech Chinese companies were collected through a field study and an online survey. The hypotheses were tested using structural equation modeling and bootstrapping.

The results of this study show that leader narcissism has a negative impact on employees’ innovative behavior and that employees’ cognitive dependency plays a mediating role between leader narcissism and employees’ innovative behavior. Cognitive dependency and environmental uncertainty play moderated mediation roles between leader narcissism and employees’ innovative behavior.

In the future, longitudinal research and experimental methods can be used to avoid common method bias. Further studies could allow leaders to evaluate environmental uncertainty and explore the emotional path by which leader narcissism has negative effects on followers’ innovation from social information processing theory. In addition, future studies can explore cognitive dependency more deeply from the perspectives of forced obedience and active worship.

Organizations should warn leaders to control the dark side of narcissism and minimize environmental uncertainty to reduce barriers to innovation.

This study constructs the path of the effect of leader narcissism on employees’ innovation through employees’ cognitive dependency in a specific context, which enriches theoretical research on the link between leaders’ traits and employees’ innovative behavior. Along with the finding of leader narcissism’s negative effect on employees’ innovative behavior, this study explores the dark side of leader narcissism in the context of China’s high-tech firms and environmental uncertainty.