The Experts below are selected from a list of 327 Experts worldwide ranked by ideXlab platform

Daan Van Knippenberg - One of the best experts on this subject based on the ideXlab platform.

  • Emotional intelligence, management of subordinate’s emotions, and Leadership Effectiveness
    Leadership & Organization Development Journal, 2018
    Co-Authors: Peter Edelman, Daan Van Knippenberg
    Abstract:

    The purpose of this paper is to address two of the major questions in the relationship between emotional intelligence (EI) and Leadership Effectiveness: does EI conceptualized and assessed as an ability influence Leadership Effectiveness when controlling for cognitive intelligence and Big Five personality traits? And, what are mediating processes in this relationship?,Ability test data for EI for 84 leaders in an assessment center were used to predict unobtrusive observations of leader responses to subordinate’s emotions in a role play, and expert ratings of Leadership Effectiveness, controlling for cognitive ability and Big Five personality traits.,EI predicted the appropriateness of leader responses to subordinate’s emotions, and these responses mediated the relationships of EI and Leadership Effectiveness, controlling for cognitive ability and Big Five personality traits.,The assessment center context represents a relatively artificial environment and follow-up research in field settings would be particularly valuable.,EI can be assessed as a selection tool for Leadership positions. Leadership development programs can also focus on developing the skills associated with EI.,The study provides stronger evidence for the relationship between EI and Leadership Effectiveness than previous research, bolstering the confidence in conclusions regarding this relationship. The study also contributes to the development of process models of the influence of EI on Leadership Effectiveness by providing evidence regarding mediation.

  • embodying who we are leader group prototypicality and Leadership Effectiveness
    Leadership Quarterly, 2011
    Co-Authors: Daan Van Knippenberg
    Abstract:

    Leadership is a process enacted in the context of a shared group membership, and Leadership Effectiveness is contingent on followers' perceptions of the leader as a group member. Addressing this role of group membership, the social identity theory of Leadership puts leader group prototypicality, the extent to which the leader is perceived to embody group identity, center-stage in Leadership Effectiveness. I review empirical research in leader group prototypicality, concluding there is a robust empirical basis for the key propositions of the social identity theory of Leadership. I also identify newer developments that extend and enrich the social identity analysis of Leadership, including attention to the roles of uncertainty, leader fairness, leader–follower relationship, leader self-perceived prototypicality, and Leadership of creativity and innovation.

  • Leadership and uncertainty how role ambiguity affects the relationship between leader group prototypicality and Leadership Effectiveness
    British Journal of Management, 2009
    Co-Authors: Lavinia Cicero, Antonio Pierro, Daan Van Knippenberg
    Abstract:

    In social identity analyses of Leadership the role of leader group prototypicality (the extent to which the leader is representative of the collective identity) in Leadership Effectiveness is emphasized. We extend this analysis by identifying role ambiguity as a situational influence that feeds into the desire to reduce uncertainty, as a moderator of the relationship between leader group prototypicality and indicators of Leadership Effectiveness (perceived Effectiveness, job satisfaction and turnover intentions). Role ambiguity is proposed to lead people to turn to their group memberships, making Leadership Effectiveness more contingent on the extent to which leaders are group prototypical. Results of a survey of n=368 employees of four Italian companies supported this hypothesis. Role ambiguity and leader group prototypicality interacted in predicting perceived Effectiveness, job satisfaction and turnover intentions, such that leader group prototypicality was more strongly related to Leadership Effectiveness for employees experiencing greater role ambiguity.

  • leader group prototypicality and Leadership Effectiveness the moderating role of need for cognitive closure
    Leadership Quarterly, 2005
    Co-Authors: Antonio Pierro, Daan Van Knippenberg, Lavinia Cicero, M Bonaiuto, Arie W Kruglanski
    Abstract:

    Abstract The moderator effect of need for closure on the relations between leader group prototypicality and different aspects of Leadership Effectiveness (perceived Effectiveness, job satisfaction, self-rated performance, and turnover intentions) was examined. Need for closure, reflecting a desire to reduce uncertainty, was proposed to lead people to turn to their group memberships, thus making Leadership Effectiveness more contingent on the extent to which leaders are group prototypical. This hypothesis was tested in a survey of N  = 242 employees of 3 Italian companies. Results indicated the expected 2-way interaction between need for closure and leader group prototypicality in predicting Leadership Effectiveness: the relationship between leader group prototypicality and Leadership Effectiveness is stronger for high need for closure than for low need for closure employees. The way in which these findings extend the social identity theory of Leadership, as well as more applied implications is discussed.

  • a social identity model of Leadership Effectiveness in organizations
    Research in Organizational Behavior, 2003
    Co-Authors: Daan Van Knippenberg, Michael A Hogg
    Abstract:

    Research into Leadership Effectiveness has largely overlooked the implications of the fact that Leadership processes are enacted in the context of a shared group membership, where leaders, as group members, ask followers, as group members, to exert themselves on behalf of the collective. In contrast, the social identity model of organizational Leadership, proposed here, emphasizes the characteristics of the leader as a group member, and the leader’s ability to speak to followers as group members. In salient groups with which group members identify, Leadership Effectiveness rests on the extent to which the leader is prototypical of the group (i.e. representative of the group’s identity) and engages in group-oriented behavior (i.e. behavior perceived to benefit the group). Explicating the added value of our model and going beyond contemporary approaches to Leadership Effectiveness, we discuss how our model extends, and may be integrated with, three major contemporary approaches to Leadership Effectiveness (charismatic Leadership theories, Leader-Member Exchange theory, and Leadership categorization theories). In addition, we outline how our model provides a viable framework to integrate future developments in research on Leadership such as a growing attention to leader fairness and the role of emotions in Leadership Effectiveness.

Stephanie C Payne - One of the best experts on this subject based on the ideXlab platform.

  • beyond the big five leader goal orientation as a predictor of Leadership Effectiveness
    Human Performance, 2007
    Co-Authors: Joseph Hendricks, Stephanie C Payne
    Abstract:

    This study examined proximal traits as mediators of the relationships between distal traits and Leadership Effectiveness. Specifically, we examined goal orientation, Leadership self-efficacy, and motivation to lead (MTL) as antecedents of Leadership Effectiveness, after controlling for the Big Five personality traits. We tested our hypotheses with a sample of 100 leaders of four-person teams performing a manufacturing task in a laboratory setting. Consistent with expectation, Leadership self-efficacy partially mediated the relationships between learning goal orientation and Affective-Identity MTL as well as Social-Normative MTL, after controlling for the Big Five. Noncalculative MTL related significantly to averaged team member ratings of Leadership Effectiveness, after controlling for both the leader's and the team member's personality. These results help aid in our understanding of why leader traits relate to Leadership Effectiveness.

Leo F C Bruno - One of the best experts on this subject based on the ideXlab platform.

  • personal values and Leadership Effectiveness
    Journal of Business Research, 2008
    Co-Authors: Leo F C Bruno
    Abstract:

    The study sought to evaluate the personal values profile, the predominant Leadership styles, the Leadership Effectiveness, and the relationship between personal values balance and Leadership Effectiveness of a group of Brazilian executives. In order to evaluate the personal values profile a closed instrument of the rank order type has been developed and applied. To identify the predominant Leadership styles, as well as the Leadership Effectiveness of the involved executives, it has been used as an instrument available in the market. To verify the relationship between personal values balance and Leadership Effectiveness, the linear regression method has been used computing the linear correlation coefficient between the before mentioned variables, involving 400 executives. The study has shown that the executives have an unbalance in their personal values profile, with predominance of economic and theoretical values. Additionally the study has uncovered lack of flexibility regarding the Leadership styles, presenting styles of selling and sharing ideas as dominants. The study also showed that the Leadership Effectiveness of the involved executives was at a moderate level. Finally, the research pointed out a high positive relationship between personal values balance and Leadership Effectiveness, and, furthermore, it showed a better balance of personal values, if one considered only the part of the sample involving executives working in organizations which presented better results in the three previous years (50 executives).

Gao Ji - One of the best experts on this subject based on the ideXlab platform.

  • A research on the construction of team Leadership Effectiveness and its relationship with big-five personality
    2009 ISECS International Colloquium on Computing Communication Control and Management, 2009
    Co-Authors: Gao Ji
    Abstract:

    Methods based on the relative team theory and logical analysis, the paper supposed the theoretical model of the Team Leadership Effectiveness Questionnaire. Date was collected from 237 students who had the experience of student organization, The Team Leadership Effectiveness Questionnaire was composed of perceived Leadership Effectiveness, Leadership satisfaction, and task achievement by means of expletory factor-analysis, the cumulative variance was 64.43%. Furthermore, 28 task teams completed the Team Leadership Effectiveness Questionnaire; the result of Confirmatory Factor Analysis supported the theoretical model of the Team Leadership Effectiveness Questionnaire. The validation and reliability of the Questionnaire were good. The results of correlation analysis showed that there was no differences between self and other assessment, team leader's personality have a moderate influence on team Leadership Effectiveness.

  • A research on the construction of team Leadership Effectiveness and its relationship with big-five personality
    2009 ISECS International Colloquium on Computing Communication Control and Management, 2009
    Co-Authors: Gao Ji
    Abstract:

    Methods based on the relative team theory and logical analysis, the paper supposed the theoretical model of the team Leadership Effectiveness questionnaire. Date was collected from 237 students who had the experience of student organization, The team Leadership Effectiveness questionnaire was composed of perceived Leadership Effectiveness, Leadership satisfaction, and task achievement by means of expletory factor analysis, the cumulative variance was 64.43%. Furthermore, 28 task teams completed the team Leadership Effectiveness questionnaire; the result of confirmatory factor analysis supported the theoretical model of the team Leadership Effectiveness questionnaire. The validation and reliability of the questionnaire were good. The results of correlation analysis showed that there was no differences between self and other assessment, team leader's personality have a moderate influence on team Leadership Effectiveness.

Joseph Hendricks - One of the best experts on this subject based on the ideXlab platform.

  • beyond the big five leader goal orientation as a predictor of Leadership Effectiveness
    Human Performance, 2007
    Co-Authors: Joseph Hendricks, Stephanie C Payne
    Abstract:

    This study examined proximal traits as mediators of the relationships between distal traits and Leadership Effectiveness. Specifically, we examined goal orientation, Leadership self-efficacy, and motivation to lead (MTL) as antecedents of Leadership Effectiveness, after controlling for the Big Five personality traits. We tested our hypotheses with a sample of 100 leaders of four-person teams performing a manufacturing task in a laboratory setting. Consistent with expectation, Leadership self-efficacy partially mediated the relationships between learning goal orientation and Affective-Identity MTL as well as Social-Normative MTL, after controlling for the Big Five. Noncalculative MTL related significantly to averaged team member ratings of Leadership Effectiveness, after controlling for both the leader's and the team member's personality. These results help aid in our understanding of why leader traits relate to Leadership Effectiveness.