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Article
Publication date: 7 December 2023

Xin Zhao, Na Fu and Yseult Freeney

The purpose of this study is to examine the impact of the (in)congruence between team leader self-evaluation and follower evaluation about the leader's transformation leadership…

Abstract

Purpose

The purpose of this study is to examine the impact of the (in)congruence between team leader self-evaluation and follower evaluation about the leader's transformation leadership (TL) on team performance, as well as the conditions under which the impact can be strengthened or weakened.

Design/methodology/approach

This study adopts a survey method to collect data from matched sales team leaders and sales team members in 81 teams. A multi-level polynomial regression analysis was conducted.

Findings

Team performance was higher in teams with balanced or high TL than with balanced or low TL. Among the teams with incongruence, no difference was found between leader underestimation and leader overestimation. TL congruence plays a moderating role in the relationship between team follower evaluation of TL and team performance, such that the relationship is stronger when team leader self-evaluation and follower evaluation are congruent than incongruent.

Originality/value

This study extends the authors' current understanding of TL literature by combining and contrasting the different perceptions of TL from both the leaders themselves and the followers towards leaders. The findings highlight the importance of congruence versus incongruence rather than just the high or low levels of follower TL evaluation. It provides a more complete understanding of the TL and team performance relationship than the traditional view that promotes a linear relationship between TL and performance.

Details

Leadership & Organization Development Journal, vol. 45 no. 2
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 9 May 2008

Gary N. Powell, D. Anthony Butterfield and Kathryn M. Bartol

The purpose of this study is to examine sex effects in evaluations of transformational and transactional leaders.

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Abstract

Purpose

The purpose of this study is to examine sex effects in evaluations of transformational and transactional leaders.

Design/methodology/approach

A total of 459 part‐time (evening) MBA students, most of whom worked full‐time, read a vignette of either a male or female leader who exhibited either a transformational or transactional leadership style and then evaluated the leader's behavior.

Findings

Female‐transformational leaders received more favorable evaluations than male‐transformational leaders, especially from female evaluators. However, evaluations of transactional leaders did not differ according to leader sex, and male evaluators did not evaluate male and female leaders of either style differently.

Research limitations/implications

Evaluators were enrolled in a part‐time graduate program in management; hence, results may not be generalizable to other populations. In addition, the study focused on evaluation of hypothetical rather than actual leaders. The results suggest a female advantage in evaluations of transformational leaders, especially when women are the evaluators. Extension of theories of gender and leadership to account for such results and testing of the extended theories is recommended.

Practical implications

The results suggest the continued presence of sex‐related biases in leader evaluations, although in a different direction than in prior research. Organizations need to take steps to discourage expression of such biases.

Originality/value

Contrary to prior research, the results suggest that sex effects in leader evaluations now favor female leaders more than male leaders.

Details

Gender in Management: An International Journal, vol. 23 no. 3
Type: Research Article
ISSN: 1754-2413

Keywords

Article
Publication date: 1 March 2006

Dana Yagil

The study examined respective perceptions of justice within leader-employee dyads. Questionnaires were administered to 152 such dyads in a variety of organizational settings…

Abstract

The study examined respective perceptions of justice within leader-employee dyads. Questionnaires were administered to 152 such dyads in a variety of organizational settings. Employees’ perceptions of interactional justice were found to mediate the relationship between the leader’s evaluation of the relationship (i.e., equity and the quality of the relationship), on the one hand, and the employee’s evaluation of the relationship and perception of procedural justice, on the other. Both procedural justice and interactional justice were related to job satisfaction through a partial mediation of the employee’s perception of the quality of the relationship. The results are discussed in regard to the effect of the leader-member social exchange on perceptions of justice

Details

International Journal of Organization Theory & Behavior, vol. 9 no. 3
Type: Research Article
ISSN: 1093-4537

Article
Publication date: 4 March 2024

Connor Eichenauer and Ann Marie Ryan

Role congruity theory and gender stereotypes research suggests men are expected to engage in agentic behavior and women in communal behavior as leaders, and that role violation…

Abstract

Purpose

Role congruity theory and gender stereotypes research suggests men are expected to engage in agentic behavior and women in communal behavior as leaders, and that role violation results in backlash. However, extant gender and leadership research does not directly measure expectations–behavior incongruence. Further, researchers have only considered one condition of role incongruence – display of counter-role behavior – and have not considered the outcomes of failing to exhibit role-congruent behavior. Additionally, few studies have examined outcomes for male leaders who violate gender role prescriptions. The present study aims to address these shortcomings by conducting a novel empirical test of role congruity theory.

Design/Methodology/approach

This experimental study used polynomial regression to assess how followers evaluated leaders under conditions of incongruence between follower expectations for men and women leaders’ behavior and leaders’ actual behavior (i.e. exceeded and unmet expectations). Respondents read a fictional scenario describing a new male or female supervisor, rated their expectations for the leader’s agentic and communal behavior, read manipulated vignettes describing the leader’s subsequent behavior, rated their perceptions of these behaviors, and evaluated the leader.

Findings

Followers expected higher levels of communal behavior from the female than the male supervisor, but no differences were found in expectations for agentic behavior. Regardless of whether expectations were exceeded or unmet, supervisor gender did not moderate the effects of agentic or communal behavior expectations–perceptions incongruence on leader evaluations in polynomial regression analyses (i.e. male and female supervisors were not evaluated differently when displaying counter-role behavior or failing to display role-congruent behavior).

Originality/value

In addition to providing a novel, direct test of role congruity theory, the study highlighted a double standard in gender role-congruent behavior expectations of men and women leaders. Results failed to support role congruity theory, which has implications for the future of theory in this domain.

Details

Gender in Management: An International Journal , vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1754-2413

Keywords

Article
Publication date: 18 June 2019

Ethlyn Williams, Juanita M. Woods, Attila Hertelendy and Kathryn Kloepfer

The purpose of this paper is to examine the development of leader potential in an extreme context – it develops and tests a model that describes how subordinate perceptions of…

Abstract

Purpose

The purpose of this paper is to examine the development of leader potential in an extreme context – it develops and tests a model that describes how subordinate perceptions of individual-focused transformational leadership, subordinate trust in the leader and subordinate identification with the team influence supervisory evaluations of subordinate crisis leader potential.

Design/methodology/approach

Surveys were administered to emergency services personnel and their supervisors working in a large fire rescue organization in the Southeastern USA. Survey responses were analyzed using hierarchical regression.

Findings

Results support the theoretical model – subordinates reporting high levels of trust in their transformational leader were evaluated by their supervisors as having stronger potential to become crisis leaders. Lower levels of subordinate identification with the team strengthened the transformational leadership to trust association and the indirect effect of perceived transformational leadership on supervisory evaluations of subordinate crisis leader potential (through subordinate trust in the leader).

Practical implications

Supervisors who are viewed as transformational and fostering trusting relationships by subordinates are more likely to evaluate subordinates as having the potential to lead in crisis situations. In an extreme context within an organization facing change, subordinates who identify less with their team might build a more trusting relationship with a leader who is perceived as demonstrating transformational behaviors.

Social implications

Subordinate focus on the leader appears to enhance supervisory evaluations of subordinate potential (for leader development) in the study. Individual-level rewards for employees that involve competition might counter efforts toward shared mental models and remain the greatest challenge in the public emergency services setting.

Originality/value

Evaluating leader development, in terms of crisis leader potential, in an extreme context using a process model – to understand the interplay of individual-focused transformational leadership and trust given the moderating effect of team identification – is a key strength of the current study.

Details

Journal of Organizational Change Management, vol. 32 no. 3
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 7 March 2016

Lynn Gencianeo Chin

This paper aims to investigate how organizational structure (i.e. centralized hierarchical vs decentralized egalitarian decision-making) can color leadership evaluations of…

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Abstract

Purpose

This paper aims to investigate how organizational structure (i.e. centralized hierarchical vs decentralized egalitarian decision-making) can color leadership evaluations of equivalently positioned men and women independent of their actual leadership style. This study addresses three questions: Are men’s leadership abilities, in terms of competence, dominance and interpersonal skills, evaluated more positively than women when they lead a hierarchical company? Are men and women’s leadership abilities evaluated similarly when they lead an egalitarian company? Do organizational outcomes change these effects?

Design/methodology/approach

The research performs an eight-condition online vignette experiment on American community college students.

Findings

The findings suggest that organizational structure and outcomes influence how male versus female leaders are perceived. When leading a hierarchical company, male leaders not only gain more in perceived leadership ability when their company succeeds but are also less likely to lose legitimacy when their company fails. When leading successful egalitarian organizations, men and women’s leadership skills are thought to gain similar legitimacy, but when an egalitarian organization fails, perceptions of female leaders’ competence, status dominance and interpersonal skills drop more than those of men.

Research limitations/implications

This study’s generalizablity is limited given the sample of participants and the context of the industry utilized in the vignette.

Practical implications

This study suggests that women’s promotion into leadership can be impeded by the decision-making structure of the organizations they lead independent of their individual choice in management style. Women leaders face not only disadvantaged evaluations of their leadership abilities in hierarchical organizations but are also not unilaterally advantaged in egalitarian organizations.

Originality/value

This paper highlights the need to theoretically examine how organizational structures fundamentally embed gender stereotypes.

Details

Gender in Management: An International Journal, vol. 31 no. 1
Type: Research Article
ISSN: 1754-2413

Keywords

Book part
Publication date: 10 June 2015

Bennett J. Tepper and Lauren S. Simon

For work organizations and their members, establishing and maintaining mutually satisfying employment relationships is a fundamental concern. The importance that scholars attach…

Abstract

For work organizations and their members, establishing and maintaining mutually satisfying employment relationships is a fundamental concern. The importance that scholars attach to employment relationships is reflected in research streams that explore the optimal design of strategic human resource management systems, the nature of psychological contract fulfillment and violation, and the factors associated with achieving person-environment fit, among others. Generally missing from theory and research pertaining to employment relationships is the perspective of individuals who reside at the employee-employer interface – managerial leaders. We argue that, for managerial leaders, a pervasive concern involves the tangible and intangible resource requirements of specific employees. We then provide the groundwork for study of the leader’s perspective on employment relationships by proposing a model that identifies how employees come to be perceived as low versus high maintenance and how these perceptions, in turn, influence leader cognition, affect, and behavior.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78560-016-6

Keywords

Article
Publication date: 1 February 1999

Kristina K. Helgstrand and Alice F. Stuhlmacher

Followers are assumed to use implicit leader prototypes when evaluating leader behavior. Cross‐cultural theorists suggest that these leader prototypes are influenced by national…

Abstract

Followers are assumed to use implicit leader prototypes when evaluating leader behavior. Cross‐cultural theorists suggest that these leader prototypes are influenced by national culture. To test this relationship, the present study examined leader prototypes in a cross‐cultural study with Danish and American participants. These two cultures have been found to differ significantly on two major cultural dimensions: individualism and masculinity. It was expected that individuals would rate a leader candidate that matched their own culture as more effective and more collegial than a leader that did not match. Unexpectedly, the highest leader ratings were not in conditions with a cultural match between participants and leader candidate. Rather, both cultures saw feminine leaders as most collegial and feminine‐individualistic leaders as most effective.

Details

The International Journal of Organizational Analysis, vol. 7 no. 2
Type: Research Article
ISSN: 1055-3185

Article
Publication date: 15 January 2019

Christer Sandahl, Gerry Larsson, Josi Lundin and Teresa Martha Söderhjelm

The purpose of this paper is to report on the results of an experiential leader development course titled understanding group-and-leader (UGL).

Abstract

Purpose

The purpose of this paper is to report on the results of an experiential leader development course titled understanding group-and-leader (UGL).

Design/methodology/approach

The study sample consisted of 61 course participants (the managers) and 318 subordinate raters. The development leadership questionnaire (DLQ) was used to measure the results of the course. The measurements were made on three occasions: shortly before the course, one month after the course and six months after the course.

Findings

The managers’ self-evaluations did not change significantly after the course. However, the subordinate raters’ evaluations of their managers indicated a positive trend in the scales of developmental leadership and conventional-positive leadership one month and six months after the course.

Research limitations/implications

The study was based on a comparatively small sample with a number of drop-outs. The study lacked a control condition.

Practical implications

From an organizational point of view, it could be argued that it is justifiable to send managers to such a course, as there is a good chance for an improvement in their leadership style as rated by subordinates.

Social implications

The integration of group processes and leadership behavior in the context of experiential learning seems to be a fruitful path to leader development.

Originality/value

Longitudinal studies on the results of experiential learning for managers are sparse. This is the first quantitative evaluation of a course that more than 80,000 individuals have taken.

Details

Leadership & Organization Development Journal, vol. 40 no. 2
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 29 June 2018

Morgaen Donaldson and Madeline Mavrogordato

The purpose of this paper is to examine how school leaders use high-stakes teacher evaluation to improve and, if necessary, remove low-performing teachers in their schools. It…

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Abstract

Purpose

The purpose of this paper is to examine how school leaders use high-stakes teacher evaluation to improve and, if necessary, remove low-performing teachers in their schools. It explores how cognitive, relational and organizational factors play a role in shaping the way school leaders implement teacher evaluation.

Design/methodology/approach

Using a database of in-depth interviews with 17 principals and assistant principals, this study uses cross-case comparisons to examine one district’s efforts to improve the performance of low-performing teachers through evaluation.

Findings

School leaders’ framing of teacher performance and their efforts to improve instruction reveal the cognitive, relational and organizational aspects of working with low-performing teachers and, if necessary, pursuing removal. Notably, this study found that cognitive and relational factors were important in school leaders’ teacher improvement efforts, but organizational factors were most salient when attempting to remove teachers.

Research limitations/implications

Because evaluating and developing teachers has become such an important aspect of school leaders’ day to day work, this study suggests that school leaders could benefit from more assistance from district personnel and that preparation programs should build in opportunities for aspiring leaders to learn more about their role as evaluators.

Originality/value

The success or failure of teacher evaluation systems largely hinges on school leaders, yet there is scant research on how school leaders make decisions to develop and remove low-performing teachers. This study sheds light on the central role school leaders play in implementing high-stakes teacher evaluation.

Details

Journal of Educational Administration, vol. 56 no. 6
Type: Research Article
ISSN: 0957-8234

Keywords

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