Table of Content
Week 1:........................................................................................................................................................................ 1
Article 1: Trait and Behavioral Theories of Leadership: An Integration and Meta-Analytical Test of Their Relative Validity
..............................................................................................................................................................................................2
Week 2:........................................................................................................................................................................ 4
Article 2: Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams................................................4
Article 3: Innovation in Work Teams....................................................................................................................................8
Article 4: Untangling the team social capital–team innovation link: The role of proportional task conflict as well as
group- and differentiated individual- focused transformational leadership.....................................................................11
Article 5: Sharing Is Caring: The Role of Compassionate Love for Sharing Coworker Work–Family Support at Home to
Promote Partners’ Creativity at Work................................................................................................................................13
Article 6, tutorial: Respectful Inquiry: a Motivational Account of Leading Through Asking Questions and Listening.......16
Week 3:...................................................................................................................................................................... 20
Article 6: Does Power Corrupt or Enable? When and Why Power Facilitates Self-Interested Behavior............................20
Article 7: Power Reduces the Press of the Situation: Implications for Creativity, Conformity, and Dissonance................21
Article 8: The dark Side of Personality at Work..................................................................................................................26
Article 9: Upper echelons theory: An update.....................................................................................................................29
Article 10: Resource Dependence Theory: A Review..........................................................................................................30
Article 11: Beyond Agency Conceptions of the Work of the Non-Executive Director: Creating Accountability in the
Boardroom.........................................................................................................................................................................32
Week 4....................................................................................................................................................................... 35
Article 12: Leadership behavior and employee well-being: An integrated review and a future research agenda............35
Article 13: Recovery from Work: Advancing the Field Toward the Future.........................................................................36
Article 14: Entrepreneurs’ Mental Health and Well-Being: A Review and Research Agenda............................................41
Article 15: A Review and Future Agenda for Behavioral Research on Leader-Follower Interactions at Different Temporal
Scopes.................................................................................................................................................................................43
Article 16: Where is “Behavior” in Organizational Behavior? A Call for a Revolution in Leadership Research and Beyond
............................................................................................................................................................................................44
Week 5....................................................................................................................................................................... 47
Article 17: Leadership Development: A Review in Context................................................................................................47
Article 18: Emotional Intelligence and Leadership: A Review of the Progress, Controversy, and Criticism.......................49
Article 19: Two Decades of Self-Leadership Theory and Research: Past Developments, Present Trends, and Future
Possibilities.........................................................................................................................................................................51
Article 20: Against the current: Cultural psychology and culture change management...................................................53
Article 21: Understanding different positions on female genital cutting among Maasai and Samburu communities in
Kenya: a cultural psychological perspective.......................................................................................................................55
Article 22: Case study: Examining failure in change management....................................................................................57
Article 23: Culture: The Missing Concept in Organization Studies.....................................................................................59
Week 1:
,Article 1: Trait and Behavioral Theories of Leadership: An Integration and Meta-Analytical Test of
Their Relative Validity
This article addresses that lack of integration by developing an integrative trait-behavioral model of leadership
effectiveness and then examining the relative validity of leader traits (gender, intelligence, personality) and
behaviors (transformational-transactional, initiating structure-consideration) across 4 leadership effectiveness
criteria (leader effectiveness, group performance, follower job satisfaction, satisfaction with leader). Leader
behaviors tend to explain more variance in leadership effectiveness than leader traits, but results indicate that
an integrative model where leader behaviors mediate the relationship between leader traits and effectiveness is
warranted.
The primary criticism is that leadership scholars create new theories of leadership without attempting to
compare and contrast the validity of existing theories. None of earlier studies controlled for or compared the
effects of different traits, such as gender, personality, and intelligence concurrently.
Conceptualizing Leadership Effectiveness
Leadership effectiveness criteria can be conceptualized along three dimensions: (a) content, (b) level of
analysis, and (c) target of evaluation. The content of leadership effectiveness can relate to task performance
(e.g., individual or group performance), affective and relational criteria (e.g., satisfaction with the leader), or
overall judgments of effectiveness that encompass both task and relational elements (e.g., overall effectiveness
of the leader). The level of analysis corresponds to whether leadership effectiveness is conceptualized at the
individual, dyadic, group, or organizational level. Target of evaluation refers to whether the leader is the target
of evaluation (e.g., leader effectiveness, satisfaction with leader) or another outcome that is within the domain
of leadership effectiveness but not specific to the leader (e.g., group performance).
Toward an Integrated Model of Leader Traits and Behaviors
Most leader traits can be organized into three categories: (a) demographics, (b) traits related to task
competence, and (c) interpersonal attributes. Similarly, leader behaviors are often discussed in terms of whether
the behavior is oriented toward (a) task processes, (b) relational dynamics, or (c) change.
Finally, an important aspect of our model is that we position leader behaviors as one possible mechanism
through which leader traits influence leadership effectiveness.
The Leader Trait Paradigm
Leadership scholars have generally examined leader traits related:
Demographics: The relationship between gender and leadership: although men and women exhibit some
differences in leadership style, men and women appear to be equally effective—thus drawing into question
gender as a valid predictor of leadership effectiveness.
Task competence: A general category of leader traits that relate to how individuals approach the execution and
performance of tasks. Conscientiousness (rc = .16), Openness to Experience (rc = .24), and Emotional Stability
(rc = .22) were all positively related to leadership effectiveness.
Interpersonal attributes: A general category of leader traits that relate to how individuals approach social
interactions. Extraversion (rc = .24) and Agreeableness (rc = .21) were positively related to leadership
effectiveness. Overall effectiveness criteria encompass the degree to which leaders facilitate task performance
but also the degree to which leaders develop relationships with and consider the welfare of followers.
The Leader Behavior Paradigm
Task-oriented behaviors: Initiating structure and select transactional leader behaviors, namely contingent
reward and management by exception-active (MBEA), represent task-oriented behaviors. Transactional leaders
make clear what is expected in terms of task performance and the rewards for meeting those expectations
(contingent rewards), anticipate task-oriented problems, and take corrective action.
Relational-oriented behaviors: Relative to initiating structure and transactional leadership, consideration leader
behaviors describe more relational-oriented behaviors: empowering, participative and democratic leadership.
The leader acts in ways that build follower respect and encourage followers to focus on the welfare of the
group.
Change-oriented behaviors: Leader behaviors oriented toward facilitating and driving change in groups and
organizations: developing and communicating a vision for change, encouraging innovative thinking, and risk
taking.
,Passive leadership: Many leader behavior taxonomies also include reference to leader inaction or passive
leadership: When a problem does not exist or is not apparent to the leader, the leader does not actively engage
(MBEP). Similarly, a common dimension of leader behaviors is laissez-faire, which describes the absence of
leader behaviors.
Leader behaviors will have greater validity than leader traits in predicting leadership effectiveness.
Results:
H1: Leader traits related to task competence will exhibit a stronger, positive relationship with task
performance dimensions of leadership effectiveness than leaders’ demographics or interpersonal attributes.
H1 =supported
H2: Leader traits related to interpersonal attributes will exhibit a stronger, positive relationship with affective
and relational dimensions of leadership effectiveness than leaders’ demographics or traits related to task
competence. H2 = supported for follower satisfaction with leader but not follower job satisfaction
H3: Leader traits related to (a) task competence and (b) interpersonal attributes will both be positively related
to overall leader effectiveness and more so than demographics. H3 = supported
H4: Task-oriented and change-oriented leader behaviors will exhibit a stronger, positive relationship with task
performance dimensions of leadership effectiveness than
relational-oriented or passive leader behaviors. supported in that task and change-oriented behaviors were
most important for performance-related criteria, whereas relational-oriented and passive leader behaviors were
less important predictors of group performance.
H5: Relational-oriented and change-oriented leader behaviors will exhibit a stronger, positive relationship
with affective and relational dimensions of leader- ship effectiveness than task-oriented or passive leader
behaviors. supported for follower satisfaction with leader but not follower job satisfaction.
H6: Task-, relational-, and change-oriented leader behaviors will be positively related to overall leader
effectiveness and more so than passive leader behaviors. supported in that task, relational, and change-
oriented leader behaviors were important predictors of overall leader effectiveness.
H7: In comparison to more active forms of leader behavior, the relative validity of MBEP and laissez-faire
leader- ship will be greater for criteria that have the leader as the target of evaluation than for criteria that do
not focus specifically on the leader. generally unsupported, although there is evidence suggesting that
laissez-faire behaviors are an important predictor of leader-centric criteria.
H8: Leader behaviors will predict more variance in leader- ship effectiveness than leader traits. Together,
leader traits and behaviors explain 92% of the variance in satisfaction with leader. H8= supported.
H9: Relational-oriented and change-oriented leader behaviors will mediate the relationship between leader-
ship effectiveness and the interpersonal attributes of leaders. Agreeableness was mediated by consideration
(but not transformational) behaviors, whereas Extraversion was mediated by both consideration and
transformational behaviors. Thus, the results show partial support for H9.
H10: Task-oriented and change-oriented leader behaviors will mediate the relationship between leadership
effectiveness and leader traits related to task competence. The effect of intelligence on leadership
effectiveness was mediated by initiating structure, transformational leadership, and contingent reward.
Conscientiousness was mediated by initiating structure and transformational leadership. In contrast, Emotional
Stability was only mediated by contingent reward, whereas openness was only mediated by initiating structure.
Thus, the results show partial support for H10.
H11: Follower attributions and identification processes will mediate the relationship between leader traits
and effectiveness. Unable to test because of insufficient data
In terms of nonhypothesized effects, the most striking finding was the extent to which laissez-faire leader
behaviors mediated the relationship between leader traits and leadership effectiveness.
, Within the trait paradigm, leader traits predicted affective and relational criteria more so than performance-
related criteria. Although there was variation across the criteria, Conscientiousness was the most consistent
trait predictor of leadership effectiveness. Within the behavioral paradigm, transformational leadership was
the most consistent predictor across the criteria. Other behaviors contributed to effectiveness, but their relative
validity was contingent on the particular outcome of interest. Overall, we found that leader behaviors had a
greater impact on leadership effectiveness criteria than did leader traits.
Week 2:
Article 2: Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams
Recently, scholars have begun to investigate the interface between team leadership and team diversity, by
focusing on how leadership behaviors and skills moderate the effects of team diversity. Our comprehensive
review of this literature reveals inconsistent findings pertaining to the interplay of leadership and team
diversity.
Our Leading Diversity (LeaD) model provides a dynamic perspective to diversity management that goes
beyond prevailing static empirical approaches, which explicitly or implicitly assume that particular leadership
behaviors have similar effects across diverse team contexts. LeaD accounts for variations in team-specific
needs and the ability of leaders to adapt to those anticipated or existing needs. Moreover, LeaD generates
actionable insights by revealing antecedents of functional leadership in diverse teams that can be influenced by
organizations through, for example, training and selection. As such, LeaD can help leaders more effectively
manage diverse teams as well as aid organizations in pairing leaders with teams to enhance performance. LeaD
specifies how leaders’ diversity-related competencies shape their proactive and reactive behaviors vis-à-vis
diverse teams, and when and how the exhibited leadership behaviors improve or deteriorate the relationship
between team diversity and team performance.
Diversity is defined as “differences between individuals on any attribute that may lead to the perception that
another person is different from the self”
Diversity Effects: Two Overarching Processes
The effects of diversity on team performance can be understood by considering the favorable and unfavorable
processes that diversity may instigate. The negative effects of diversity arise from subgroup categorization and
intergroup bias, as this can impair the team performance. People tend to favor members of their ingroup over
outgroup members, which may result in negative intrateam interactions, conflict, distrust, disliking, and limited
communication between members of different subgroups. The positive effects of diversity can be explained by
the availability of a richer pool of information. Team information elaboration refers to “the degree to which in-
formation, ideas, or cognitive processes are shared, and are being shared, among the group members” and
involves “feeding back the results of individual-level processing into the group, and discussion and integration
of their implications”. Information elaboration is related to positive outcomes of diverse teams, such as
increased creativity and enhanced decision-making quality.
These processes are not mutually exclusive, but they tend to be negatively related, and at any given point in
time one process will typically be more dominant and predict performance better than the other If diverse
teams experience intergroup bias, information elaboration is less likely to occur.
Review of Research
First, our review corroborates meta-analytical findings that team diversity often has no consistent direct effects
on team processes and outcomes. Second, our review reveals that a large variety of leadership styles, behaviors,
skills, and characteristics have been examined, as well as leader behaviors that contribute to positive leader-
member exchange (LMX) patterns in diverse teams.
Third, across studies we observe that scholarly attention for leadership styles and behaviors and leader
characteristics has developed in isolation. Fourth, team leadership has been found to moderate the relationship
between team diversity and emergent states or processes as well as the relationship between the processes
instigated by diversity and team outcomes.
