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The paper aims to explore the processes by which individuals make attributions about a leader's personality and effectiveness based upon information contained within a photograph of a leader's face.

A mixed methodology approach is taken which combines an individual survey with a follow‐up focus group conducted with five classes of MBA students. In the survey, respondents were asked to rate the photographic images of ten CEOs for personality traits and leadership effectiveness that were apparent in the face; in the focus group, they were asked to reflect upon the processes they had utilized in order to make their attributions.

The study demonstrated that the vast majority of the participants actively used the face to attribute personality traits of the leaders as well as their ability to lead. The survey revealed that perceived leadership effectiveness was positively correlated to perceived extraversion, agreeableness, openness, conscientiousness, and narcissism. The focus group revealed three strategies that were used when placing these attributions on a leader. These were drawing on explicit facial traits, using the leader's non‐facial traits and general appearance, and telling stories about the leader.

This was an exploratory study set up in an artificial laboratory‐like environment featuring a limited and homogenous collection of CEO photographs and involving a limited and relatively homogenous group of participants. However, it does show that the face is an important and rich source of information from which individuals can make detailed attributions about a leader's personality and their potential leadership ability. The functionality of making such attributions as well as its moral and ethical basis needs to be properly examined and discussed.

The study highlights the leader's face and the visual portrayal thereof, as a potentially important, yet rarely analyzed, aspect of leadership. It foregrounds photographs of leaders, most notably those taken of CEOs, as organizational artifacts that have been largely ignored but worthy data sources. Leadership scholars could profitably focus upon both the production and consumption processes associated with the visual portrayal of leadership.

The purpose of this paper is to understand the impact that perceptions of integrity have on perceptions of leadership effectiveness in the context of leadership behaviors.

The paper used multi‐source feedback from top‐level public service managers, their direct reports, peers, and bosses to examine two aspects of the relationship between integrity and leadership. The paper used exploratory factor analysis to investigate what qualities different stakeholders – self, direct reports, peers, and bosses – associate with integrity. The paper then used the resulting integrity factor in a hierarchical regression analysis to examine if perceived integrity had a greater impact on perceived leadership effectiveness than leadership behaviors.

The paper shows an association between honesty and integrity for all stakeholder groups. Integrity has an impact above that of leadership behaviors on perceived effectiveness for managers and their peers but not for their direct reports and bosses. For bosses and direct reports, there is a significant relationship between being flexible and perceived effectiveness. Goal orientation is the leadership role that bosses most strongly associate with perceived effectiveness.

The interpretation of integrity is left up to the respondents; the paper does not gather a more in‐depth understanding of what principles guide the respondents; the paper uses same‐source data to examine the associations among values, leadership roles, and effectiveness; and this research only provides a one‐time glimpse of how colleagues perceive their leaders' integrity and their personal effectiveness but does not link these to long‐term organizational effectiveness.

This research shows that what matters to bosses is that managers obtain results. Integrity adds to perceptions of effectiveness for managers themselves and their peers. For bosses and direct reports, flexibility is more important.

This paper articulates the perception of integrity in an organization, tests the axiom that integrity is an essential component of effective leadership, and provides empirical evidence on the role that perceptions of integrity has on the perceptions of leader effectiveness. Integrity may not be as strong as has been suggested.

This paper aims to examine the influence of the interplay between servant leadership behaviors and Machiavellianism on leader effectiveness.

Drawing on trait activation theory and motivation to lead theory, the authors hypothesize that the effect of servant leadership behaviors on perceived leadership effectiveness is manifested differently in teams with high-Machiavellian vs. low-Machiavellian leaders. In teams with low-Machiavellian leaders, servant leadership behaviors are expected to be associated with a cooperative way of handling team conflicts, which enhances employees' leader effectiveness ratings. In contrast, in teams with high-Machiavellian leaders, this mediation role vanishes due to the incongruency between Machiavellian traits and the cooperative context. The authors conducted a two-wave survey-based study and tested the hypotheses with a matched supervisor-employee sample from 310 employees and their leaders in 91 teams.

The results showed that servant leadership behaviors positively impact leadership effectiveness and that this effect takes place through cooperative team conflict management (TCM) without controlling for leaders' Machiavellian trait. Further analysis shows this mediation mechanism is only strong and significant in teams led by low-Machiavellian leaders, but not high-Machiavellian leaders.

To the authors’ best knowledge, this is the first study that examines the interplay of servant leadership behaviors and Machiavellianism on perceived leader effectiveness.

本文旨在探討僕人式領導行為與馬基雅維利主義之間的相互作用會如何影響領導效能。

我們根據特質激活理論和領導動機理論、建立了一個假設，這個假設就是： 僕人式領導行為對感知的領導效能所產生並顯示出來的影響、是會視乎團隊是高/強馬基雅維利主義，還是低/弱馬基雅維利主義而有所分別的。若團隊的領導者是低/弱馬基雅維利主義的話，僕人式領導行為大概會與使用合作的方式去處理團隊衝突有相互之關聯，這會提高僱員對領導效能的評分。與此相反，若團隊的領導者是高/強馬基雅維利主義的話，這調節作用和角色將會因馬基雅維利主義的特質與合作的環境之間存在著不協調而消失。我們進行了一個兩波的、以及基於調查的研究，在這研究中，我們利用管理者和員工相應的樣本來測試各個假設;這些樣本包括91個團隊內的310名員工及其領導者。

研究結果顯示、僕人式領導行為對領導效能會產生積極的影響，而這影響是透過以合作方式管理團隊衝突而產生的，亦沒有對領導者的馬基雅維利主義特質加以管控。我們進一步的分析顯示、這調節機制只會在由低/弱馬基雅維利主義的領導者領導的團隊內顯得強烈和顯著，但若領導者是高/強馬基雅維利主義的話，情況就不一樣了。

盡我們所知，本研究為首個研究、去探討僕人式領導行為與馬基雅維利主義之間的相互作用會如何影響感知的領導效能。

The purpose of this paper is to investigate the link between transformational/transactional/passive-avoidant leadership behaviors, teachers’ perceptions of leader effectiveness and teachers’ job satisfaction. In this context, the paper also examines the conceptual model underlying the scales of the most widely used instrument in research on transformational leadership, the Multifactor Leadership Questionnaire (MLQ). The theoretical framework for this investigation is that of the full range model of leadership.

An adapted version of the MLQ was administered to a sample of 438 secondary school teachers in the Republic of Cyprus. Confirmatory factor analysis and structural equation modeling were used in the analysis of the data.

The results provide support for a three-factor structure model consisting of transformational, transactional and passive-avoidant forms of leadership, representing three distinct components of leadership behavior. Teachers’ perceptions of leader effectiveness and teachers’ overall job satisfaction were found to be significantly linked to the leadership behaviors included in the full range model of leadership.

The findings are cross-sectional and based on the subjective perceptions of teachers. The analysis of the data suggests that transformational leadership may not be a sufficient condition for (perceived) headteacher effectiveness.

The link between transformational leadership, perceived leader effectiveness and teachers’ overall job satisfaction has not been investigated in many studies. The present study attempts to address this gap.

Two studies are designed to address the research questions including an experimental study and a field study. The experimental study manipulated Servant Leadership (SL vs. non-SL), leaders' Machiavellianism (H-Mach vs L-Mach), and leaders' gender (male vs. female), and measured leadership effectiveness. The second study is a survey study that collected data from employees regarding their interaction with supervisors and their perceptions of supervisors' leadership behaviors.

Leadership behaviors can correspond to or deviate from leaders' personality traits. This study aims to study the interplay of two seemingly opposite constructs in leadership – a power-pursuing and manipulation-oriented trait (i.e. Machiavellianism) and an other-oriented leadership style (i.e. servant leadership behaviors) by examining whether the effect of servant leadership behaviors on perceived leadership effectiveness varies across high and low levels of Machiavellian traits. Furthermore, built upon gender role congruency theory, the researchers pay particular attention to the (leader) gender's role in the paradox of Machiavellian traits and servant leadership behaviors.

Results from the two studies show that the relationship between servant leadership behaviors and followers' ratings of leaders' effectiveness varies with leaders' Machiavellian traits. More engagement in servant leadership behaviors serves as a remedy for high-Mach leaders to achieve leadership effectiveness, and this remedy effect tends to be greater for women leaders.

To the authors' best knowledge, this is one of the first attempts that examine the interplay of servant leadership behaviors and Machiavellianism on perceived leader effectiveness. The authors also contribute to the gender leadership literature by providing evidence for the contingencies of leaders' genders when employees evaluate leadership effectiveness with consideration for the dual demands for agency and communion from women leaders.

Drawing on the conservation of resources theory, this study aims to explore how individuals’ perceptions of telework effects associate with their adaptive performance by shaping their negative emotional experiences, with perceived leadership effectiveness acting as a critical moderator in this relationship.

A cross-sectional design was used, with data collected from a final sample of 209 teleworkers via an online survey.

The results demonstrated a significant indirect effect of the perceived effects of teleworking on adaptive performance through negative affect. Furthermore, leadership effectiveness moderated the indirect effect, in a way that the indirect effect was only significant for those who had ineffective leaders and moderate effective leaders; therefore, the indirect effect was strengthened for those who had less effective leaders (versus effective leaders).

This study examines the positive link between teleworking perceptions and adaptive performance through the reduction of negative affect, in line with the conservation of resources theory. Moreover, a reduction in negative emotions among employees during telework is associated with enhanced performance. Notably, the study reveals that leadership effectiveness moderates this connection as playing a crucial role in moderating these effects, particularly when leaders are perceived as less effective, offering insights for organizations considering telework strategies.

A new phenomenon called “Glass Cliff” has formed claiming that women at the higher echelons of organizations are being placed in higher risk positions when compared to men. The purpose of this research study is to examine whether this phenomenon occurs at the middle to upper middle management levels for women. If so, it can possibly be one of the many underlying reasons that contribute to the grounds of why the pipeline problem exists with female leadership at the top-level management positions.

The design considers competing hypotheses based on the emerging, contradictory research on the Glass Cliff and the more established perspective of social norms and implicit biases. The experimental study is conducted on 202 participants to examine the likelihood of occurrence of this phenomenon at middle to upper middle management levels.

Counter to the tenets pertaining to the Glass Cliff phenomenon but consistent with the implicit leadership theories, this research study revealed that when compared to the female candidate, the male candidate was more likely to be assigned to the higher risk position.

The subjective nature of the study can be the reason for variations of each participant and their biases since it is a specific experiment dealing with perceptions, social norms and prejudice.

This phenomenon is mostly studied at the executive level and can contribute to the pipeline problem for women, hence this study provides insight and examines the phenomenon at the middle to upper middle management levels to examine its likelihood.

This paper aims to focus on a study of the effectiveness of head teacher leadership within TAFE NSW.

Quantitative and qualitative methods were employed to identify and measure the effective leadership attributes of the head teachers. The research sample consisted of head teachers and teachers.

The results suggest that the effectiveness of head teachers' leadership needs to be improved substantially. More specifically, there was a significant difference between the self‐perceived leadership effectiveness of the head teachers and the leadership effectiveness perceived by the teachers. The study also showed that the effects of gender, length of service as a head teacher, length of service in the position and the educational discipline area did not have a substantial effect on head teacher leadership effectiveness. However, emergent issues such as workload, lack of support and training, and the gap between the head teacher and higher‐level management were significant factors affecting head teacher leadership.

The findings suggest leadership development programs should be initiated to assist in developing the leadership areas in need of improvement, and additionally the need for better succession planning of the organization.

A study of the nature and scale, focused on the head teacher leadership effectiveness has not been undertaken before, within the Australian context, and this paper presents some useful information for future workforce planning of VET institutions and significant addition to the existing stock of knowledge.

The purpose of this paper is to investigate how perceived leadership effectiveness is related to staff members’ attitudes towards development of elderly care organizations in private and public institutions.

A cross-sectional quantitative survey was conducted using self-report questionnaire that contained Modified Leadership Effectiveness Questionnaire (Heck et al., 2000), the scale of attitude towards change from Preziosi’s Organizational Diagnosis Model (1980) and organizational development intentions measure developed for the study. The respondents were 510 Lithuanian social workers and other staff members employed in different public and private elderly care organizations.

The results revealed that perceived higher leadership effectiveness was associated with more positive employees’ judgements on organization’s readiness to change both in private and public sector elderly care organizations. But perceived leadership effectiveness was not associated with staff members’ intentions to change. Also it was found that different models for private and public sector that explained the importance of particular leadership behaviours in the prediction of employees’ judgements on organizational change and intentions to change were valid.

This study may add to further broaden knowledge on attitudes of staff members towards development of elderly care organization and the role of leadership effectiveness taking into account the type of organization.

This study investigates the benefits of ethical leadership behaviors for leaders themselves and the underlying mechanisms and boundary conditions of this effect.

Using a multi-time and multi-source survey design, data was collected from both leaders and subordinates across three waves.

Ethical leadership behavior was found to be positively associated with the leader’s moral pride, resulting in the leader’s higher in-role performance and perceived manager effectiveness. The effect of ethical leadership behavior was moderated by core self-evaluation (CSE), such that low-CSE leaders benefit more from these behaviors.

Organizations should encourage ethical leadership behaviors and educate leaders to develop moral pride from conducting these behaviors. Leaders with low CSEs can enhance their in-role performance and overall effectiveness by taking pride in their ethical leadership behaviors.

The field of study on ethical leadership has predominantly focused on the positive outcomes for recipients, yet it is imperative to examine the self-benefits for leaders as well. This study drew upon affective events theory to posit that ethical leadership behaviors generate moral pride in leaders, leading to improved work-related attitudes and performance outcomes.