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While the competencies required for global leaders' boundary-spanning have been significantly explored in literature, less attention has been paid to the processes involved in this work. This chapter examines global leaders' boundary-spanning actions, highlighting the need for leadership practices that enhance team cohesion and reinforce an organization's identity to global members. We introduce the organizational-theory concept of identity custodianship and demonstrate its use for understanding the social processes involved in global leaders' boundary-spanning.

This issue is a selected bibliography covering the subject of leadership.

While organizationally relevant outcomes of charismatic leadership have been studied more extensively, we do not know as much about when and why followers attribute charisma to leaders. Drawing on the self-concept based motivational theory of charisma developed by Boas Shamir and colleagues, we propose that congruence between leaders and followers on a core characteristic, namely organizational identification plays an important role. When leaders are high on identification with the organization, they embody and communicate the values of the organization more strongly in their vision and behaviors, which is likely to affect the attribution of charisma to these leaders, but only for followers who themselves strongly identify with the organization. In contrast, those leaders low on organizational identification are more likely to communicate messages that appeal to followers who are similarly low on identification. A multi-source study in the healthcare sector largely supports our model as congruence between organizational identification levels of leaders and followers is positively linked to perceived charisma and, in turn, charisma relates to followers’ organizational citizenship behavior.

Unethical leadership represents one of the most serious obstacles to the development of organizations and societies. Although a range of empirical studies have investigated unethical leadership behaviour in different contexts, studies on this issue are almost non-existent within the Algerian context. This study aims to explore the role of social and organizational factors in shaping unethical leadership behaviour within Algerian public organizations.

A series of in-depth interviews were conducted with 15 leaders from public organizations. The collected data were analysed using a thematic approach with ATLAS.ti 8 software.

The reported social and organizational factors fall into five themes: social values, organizational culture, corruption, peer influence and political environment.

Given the grave consequences of unethical leadership behaviour, this study contributes to our understanding of the role of social and organizational factors in shaping unethical leadership behaviour in an understudied context. This can help in mitigating the factors that lay the ground for these destructive and unethical behaviours in public organizations.

The purpose of this paper is to investigate followers’ judgments of the culpability of their leaders and the organization’s external stakeholders in causing a crisis. The authors study the differences in effects of these judgments on their trust toward their leaders, their emotional exhaustion, and their levels of organizational identification.

Using the survey method the authors collected data from 354 individuals from an organization that filed for bankruptcy. Respondents’ comments also provided qualitative data that was used to triangulate the findings.

The authors find that individuals’ judgments that their leaders were culpable led to reduced trust, increased emotional exhaustion, and contrary to expectations reduced organizational identification. Therefore, it appears that in situations of perceived leader culpability during a crisis, followers tightly couple their leaders with the organization as a whole. In contrast, their judgments that external stakeholders were culpable were associated with increased trust toward their leaders, increased organizational identification, and they had no relationship with their levels of emotional exhaustion. The analysis of the qualitative data provides some insights into their judgments and the dependent variables.

Organizational members’ judgments of culpability are important factors that should be considered in crisis management research, and in research on trust, emotional exhaustion, and organizational identification. A limitation of the study is that it is cross-sectional in nature. Therefore, future research could test the findings in a longitudinal study.

Leaders need to understand the judgments of their followers during an organizational crisis. These judgments have implications for when and how leaders can mobilize their followers and the leadership tasks during crisis containment.

Extant research tends to focus on the judgments of external stakeholders during a crisis. This study is one of the first to examine the effects of internal stakeholders’ judgments of culpability for causing a crisis on their trust, emotional exhaustion, and organizational identification. Further, existing empirical studies on followers’ attributions during a crisis tend to be laboratory based. The study provides empirical evidence from individuals in an actual organization in crisis.

The literature on charismatic leadership in organizations has neglected the organizational context in which such leadership is embedded. The purpose of this article is to enrich and refine charismatic leadership theory by linking it to its organizational context. We argue that while charismatic leadership principles and processes potentially apply across a wide variety of situations, the emergence and effectiveness of such leadership may be facilitated by some contexts and inhibited by others. We develop and present a series of propositions linking contextual variable to the emergence and effectiveness of charismatic leadership. Among the contextual variable we examine are the organizational environment, life-cycle stage, technology, tasks, goals, structure, and culture, as well as the leader’s level in the organization and the circumstances surrounding his or her appointment.

This chapter expands the limited work on leadership in the digital age and considers how the relative inclusivity of organizational identity as well as its corresponding organizational scripts affects who performs “leading tasks,” formal leaders or committed supporters, in two social movement groups. Drawing on a random sample of 5% of Facebook posts from committed supporters and 1% of Facebook posts from group administrators associated with March Against Monsanto (MAM) and Occupy Monsanto (OM), two groups that have shared general goals but different organizational identities, we find that the clarity of an organization’s script shapes who performs leading tasks and how they perform them. MAM, which has an exclusive organizational identity and relatively defined script, encouraged supporters to engage with one another directly and perform a broad range of leading tasks even as it reinforced the group’s hierarchy. OM, which has an inclusive organization identity and relatively undefined script, had less supporter engagement. Absent scripts regarding the rules of participation, OM’s committed supporter primarily shared information with other site users, but rarely engaged them directly. We conclude with a discussion of our results and outline additional avenues for analyzing leadership in the digital age.

The purpose of this study is to investigate the relationship between employees’ deference to leaders’ authority and their upward ingratiatory behavior, which may be invigorated by two personal resources (dispositional greed and social cynicism) and two organizational resources (informational justice and forgiveness climate).

In this study survey data were collected among employees who work in the banking sector.

Strict adherence to leaders’ authority stimulates upward ingratiatory behavior, especially when employees (1) have a natural tendency to want more, (2) are cynical about people in power, (3) believe they have access to pertinent organizational information and (4) perceive their organization as forgiving of mistakes.

For human resource (HR) managers, this study points to the risk that employees’ willingness to comply blindly with the wishes of organizational leaders can escalate into excessive, inefficient levels of flattery. Several personal and organizational conditions make this risk particularly likely to materialize.

This study extends prior human resource management (HRM) research by revealing the conditional effects of an unexplored determinant of upward ingratiatory behavior, namely, an individual desire to obey organizational authorities unconditionally.

This study set out to empirically investigate the direct effects of leader emotional expressivity on visionary leadership, as well as the moderating effect of leader emotional expressivity on the relationship between visionary leadership and organizational change magnitude.

Cross‐sectional data from 108 senior organizational leaders and 325 of their direct followers were collected from 64 organizations across numerous industries. Leaders completed measures of emotional expressivity and organizational change magnitude, while followers provided ratings of visionary leadership, leadership effectiveness, and organizational change magnitude.

Consistent with expectations, leader emotional expressivity was strongly related to visionary leadership, while leader emotional expressivity moderated the relationship between visionary leadership and organizational change magnitude. Visionary leaders with high emotional expressivity skills facilitated the greatest organizational changes in their respective organizations.

The cross‐sectional research design precludes causal conclusions among the variables of interest, and also suggests the possibility of reverse causality such that perceptions of organizational change may have influenced ratings of visionary leadership.

Managerial selection, promotion, and development practices would benefit from focused assessments of senior leaders' emotional communication and visionary leadership skills.

While prior research includes mostly laboratory studies that manipulate visionary leadership and emotional expressiveness using trained actors, the present study examined a diverse range of senior leaders and their followers from numerous organizations. Addressing a neglected stream of research, findings also demonstrate much needed support for the interactive effects of emotional expressivity and visionary leadership on organizational change magnitude.