Leadership Research
Brockner, J., Fishman, A. Y., Reb, J., Goldman, B., Spiegel, S., & Garden, C. (2007). Procedural fairness, outcome favorability, and judgments of an authority’s responsibility. Journal of Applied Psychology, 92, 1657-1671.
{leadership articles\brockner fishman et al 2007.pdf}
With unfavorable outcomes, employees place more blame on authority when authority displays less procedural fairness.
Procedural fairness attributions of resp. to authority organizational commitment (when outcomes were unfavorable)
Salvaggio, A. N., Schneider, B., Nishii, L. H., Mayer, D. M., Ramesh, A., & Lyon, J. (2007). Manager personality, manager service quality orientation, and service climate: Test of a model. Journal of Applied Psychology, 92, 1741-1750.
{leadership articles\mngr psnality service qual orient.pdf}
manager personality plays role in developing service climate
Adebayo, D. O. (2005). Perceived workplace fairness, transformational leadership, and motivation in the Nigeria police: Implications for change. International Journal of Police Science and Management, 7(2), 110-122.
{leadership articles\work fair trans lead and motivation.pdf}
officers were best motivated when both perceived trans leadership bxs and workplace fairness were high and least when low
Dragoni, L. (2005). Understanding the emergence of state goal orientation in organizational work groups: The role of leadership and multilevel climate perceptions. Journal of Applied Psychology, 90, 1084-1095.
{leadership articles\dragoni 2005.pdf}
Chen, G., Kirkman, B. L., Kanfer, R., Allen, D., & Rosen, B., (2007). A multilevel study of leadership, empowerment, and performance in teams. Journal of Applied Psychology, 92, 331-346.
{leadership articles\multilevel lead empower perf in teams.pdf}
Hetland, H., & Sandal, G. M. (2003). Transformational leadership in Norway: Outcomes and personality correlates. European Journal of Work and Organizational Psychology, 12, 147-170.
{leadership articles\trans lead in norway outcomes personality.pdf}
trans leadership associated with satisfaction, effectiveness, work motivation
context in which leadership occurs might be more important determinants than the individual traits of the leader him- or her-self. (p. 147)
Podsakoff, P. M., Bommer, W. H., Podsakoff, N. P., & MacKenzie, S. B. (2006). Relationships between leader reward and punishment behavior and subordinate attitudes, perceptions, and behaviors: A meta-analytic review of existing and new research. Organizational Behavior and Human Decision Processes, 99, 113-142.
{leadership articles\leader reward and punishment.pdf}
contingent reward bx strong relationship with employees’ perceptions of distributive, procedural, and interactional justice.
contingent reward bx negative relationship with role ambiguity
contingent reward bx had highest positive relationship with effort and performance
contingent reward and punishment employee sat
leaders need to be aware of the fact that the real key to providing praise and commendations to employees on the one hand, and reprimands and social disapproval to them on the other hand, is whether these events are administered contingently upon employee performance.
Bass, B. M., Avolio, B. J., Jung, D. I. & Berson, Y. (2003). Predicting unit performance by assessing transformational and transactional leadership. Journal of Applied Psychology, 88, 207-218.
{leadership articles\predict unit perf trnsfrm_trnsct.pdf}
transformational & transactional leadership ratings of leaders predicted unit performance (partially mediated by cohesion and potency) {in army setting}
Avolio, B. J., & Bass, B. M. MLQ, etc. {saved as HTML file}
Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: A meta-analytic test of
their relative validity. Journal of Applied Psychology, 89, 755-768.
{leadership articles\meta analysis trnsf_trnsc.pdf}
transformational satisfaction, motivation, performance, then transactional next, laissez-faire was last
Rafferty, A. E., & Griffin, M. A. (2006). Refining individualized consideration: Distinguishing developmental leadership and supportive leadership. Journal of Occupational and Organizational Psychology, 79, 37-61.
{leadership articles\refining individ consid Rafferty_Griffin.pdf}
developmental leadership job sat, affective comm to org, self-eff
Yukl 1998 (as cited in Landy and Conte, 2007)
Guidelines for transformational leadership
- clear and appealing vision
- explain how vision be attained
- act confident / optimistic…
- express confidence in followers
- provide opportunities for early successes
- celebrate successes
- dramatic, symbolic actions to emphasize key issues
- lead by example
- empower people to achieve the vision
Schaufeli, W. B., Salanova, M., Gonzalez-Roma, V., & Bakker, A. B. (2003). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness Studies, 3, 71-92.
Rafferty, A. E., & Griffin, M. A. (2004). Dimensions of transformational leadership: Conceptual and empirical extentions. The Leadership Quarterly, 15, 329-354.
{leadership articles\dimensions of transf lead.pdf}
Schmit, M. J., Ryan, A. M., Stierwalt, S. L., & Powell, A. B. (1995). Frame of reference effects on personality scale scores and criterion-related validity. Journal of Applied Psychology, 80, 607-620.
{leadership articles\frame of reference effects.pdf}
- giving participants a frame of reference by which to answer personality inventory items increased the criterion-validity of the scale scores
Kanfer, R., & Ackerman, P. L. (2000). Individual differences in work motivation: Further explorations of a trait framework. Applied Psychology: An International Review, 49(3), 470-482.
- Motivational trait questionnaire
Kanfer, R., & Heggestad, E. D. (1997). Motivational traits and skills: A person-centered approach to work motivation. Research in Organizational Behavior, 19, 1-56.
- Motivational trait questionnaire
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