Predicting Leadership Competency Development and Promotion Among High-Potential Executives: The Role of Leader Identity.

We propose that distinct leadership competencies differ in their development over time. Extending the integrative model of leader development (Day et al., 2009), we further propose that leader identity will form complex relationships with leadership competencies over time. To test these propositions, we use longitudinal data (i.e., 5 months, four measurement points) of the 80 in total high-potential executives in a corporate leadership development program. We find a significant difference in the initial levels and the changes of eight distinct leadership competencies. We also find that leader identity relates to the development of certain - but not all - leadership competencies. Finally, we demonstrate the importance of developing leadership competencies by linking them to career advancement (i.e., job promotion). These findings are discussed in light of their theoretical and practical implications.

Leader development begins at home: Overparenting harms adolescent leader emergence.

There is increasing interest in the early roots and influencing factors of leadership potential from a life span development perspective. This conceptual and empirical work extends traditional approaches focusing on adults in organizational settings. From the perspective of early influences on leader development, the goal of this study was to examine the effects of overparenting on adolescent leader emergence, influencing mechanisms, and sex differences. Students (N = 1,255) from 55 classrooms in 13 junior high schools participated, with additional responses from their parents, peers, and teachers. The results indicated that overparenting is negatively related to adolescent leader emergence as indicated by parent ratings, teacher ratings, and peer nominations in addition to leader role occupancy. The negative effects of overparenting on leader emergence (perceived and actual) were serially mediated by self-esteem and leader self-efficacy. In addition, sex difference analysis revealed that male adolescents received more overparenting and showed less leader emergence (perceived and actual) than female adolescents. Female adolescents' self-esteem was more likely to be negatively related to overparenting, and female adolescents' leader emergence (perceived and actual) was more strongly related to their leader self-efficacy when compared with male adolescents. Implications for life span leader development theory, for youth and adult leadership development practices, and for parenting practices on future generations are discussed. (PsycINFO Database Record (c) 2019 APA, all rights reserved).

Leadership in applied psychology: Three waves of theory and research.

Although in the early years of the Journal leadership research was rare and focused primarily on traits differentiating leaders from nonleaders, subsequent to World War II the research area developed in 3 major waves of conceptual, empirical, and methodological advances: (a) behavioral and attitude research; (b) behavioral, social-cognitive, and contingency research; and (c) transformational, social exchange, team, and gender-related research. Our review of this work shows dramatic increases in sophistication from early research focusing on personnel issues associated with World War I to contemporary multilevel models and meta-analyses on teams, shared leadership, leader-member exchange, gender, ethical, abusive, charismatic, and transformational leadership. Yet, many of the themes that characterize contemporary leadership research were also present in earlier research. (PsycINFO Database Record

Does agreement on institutional values and leadership issues between deans and surgery chairs predict their institutions' performance?

PURPOSE: To gain a better understanding of the values that medical school deans and surgery chairs consider most essential for effective leadership, to assess their perceptions of the values and leadership climate in their institutions, and to test the premise that agreement on leadership values and climate predict greater organizational effectiveness and performance. METHOD: From June 2005 through March 2006, questionnaires designed to assess leadership core values and organizational leadership climate were mailed to medical school deans and surgery chairs of the 125 U.S. academic health centers. Institutional performance measures used were the National Institutes of Health (NIH) standing and U.S. News and World Report ranking of each institution. RESULTS: Sixty-eight surgery chairs (54%) and 60 deans (48%) returned surveys. Q-sort results on 38 positive leadership values indicated that integrity, trust, and vision were considered the most important core values for effective leadership by both chairs and deans. Both groups ranked business acumen, authority, and institutional reputation as least important. Deans consistently ranked the leadership climate as being healthier (more positive) than did their surgery chairs on multiple scale items: leadership is widely shared (P = .005), information is widely shared (P = .002), missions are aligned (P = .003), open communication is the norm (P = .009), good performance is rewarded (P = .01), teamwork is widely practiced (P = .01), and leaders are held accountable (P = 002). Tighter alignment between chairs and deans on core values and on the leadership climate scale correlated with higher school and department NIH standing and higher U.S. News and World Report medical school and hospital ranking (P < .05). CONCLUSIONS: Although surgery chairs and deans espouse similar core leadership values, deans believe that a healthier leadership climate exists in their institutions than their surgery chairs do. The study findings suggest that tighter leadership alignment between deans and surgery chairs may predict a higher level of institutional performance in the clinical and academic arenas.

Self-monitoring at work: a motive-based perspective.

It is argued that the recent study of personality in industrial and organizational (I-O) psychology is characterized by two limitations: (a) almost complete reliance on the Big Five to the exclusion of other personality variables (most notably, self-monitoring) and (b) insufficient theoretical attention paid to the criteria in work-related personality research. In an attempt to overcome both of these limitations, we review theoretical and empirical evidence for the relevance of self-monitoring in organizational life, with particular attention paid to the criteria grounded in socioanalytic theory of getting along, getting ahead, and making sense. Extant research indicates that high self-monitors are particularly good at getting along (e.g., meeting others' social expectations) and getting ahead (e.g., job performance and leadership emergence), but the evidence is more mixed with regard to making sense. We conclude with a discussion of practical concerns in considering the use of self-monitoring for managerial selection and a research agenda for the future to further elaborate a theory of self-monitoring at work.

Leadership values in academic medicine.

PURPOSE: To gain a deeper understanding of the guiding core values that deans of academic medical centers (AMCs) considered most essential for their leadership and the major leadership challenges that confront them. METHOD: In 2003-04, semistructured interviews of 18 deans at U.S. colleges of medicine or AMCs were organized around four dimensions: background, leadership challenges, organizational effectiveness, and systems enablers/restrainers for leadership. A values Q-sort was used to determine how widely core values were shared among deans and how the complex challenges they faced did or did not align with these values. RESULTS: Fourteen of the 18 (78%) deans identified financial difficulties as their most pressing leadership challenge, followed by weak institutional alignment (61%), staffing problems (33%), and poor morale (28%). Open, candid communication was reported as the most effective means of addressing these complex problems. Enacting espoused shared values and having a positive attitude were identified as the most important enablers of systemic leadership, whereas micromanagement and difficult people were the major restraints. Q-sort results on 38 positive leadership values indicated that participants considered integrity most essential. Integrity was positively correlated with humanistic values and negatively correlated with results. Vision, another highly espoused value, correlated strongly with performance-oriented values but correlated negatively with humanistic values. CONCLUSIONS: A dynamic tension exists in AMCs between humanistic values and performance-based core values. The ability to manage that tension (i.e., when to prioritize one set of values over the other) is inherent in a dean's work.

A new frame for frame-of-reference training: enhancing the construct validity of assessment centers.

The authors undertook a comprehensive examination of the construct validity of an assessment center in this study by (a) gathering many different types of evidence to evaluate the strength of the inference between predictor measures and constructs (e.g., reliability, accuracy, convergent and discriminant relationships), (b) introducing a theoretically relevant intervention (frame-of-reference [FOR] training) aimed at improving construct validity, and (c) examining the effect of this intervention on criterion-related validity (something heretofore unexamined in the assessment center literature). Results from 58 assessees and 122 assessors suggested that FOR training was effective at improving the reliability, accuracy, convergent and discriminant validity, and criterion-related validity of assessment center ratings. Findings are discussed in terms of implications and future directions for both FOR training and assessment center practice.

Self-monitoring personality at work: a meta-analytic investigation of construct validity.

The validity of self-monitoring personality in organizational settings was examined. Meta-analyses were conducted (136 samples; total N = 23,191) investigating the relationship between self-monitoring personality and work-related variables, as well as the reliability of various self-monitoring measures. Results suggest that self-monitoring has relevance for understanding many organizational concerns, including job performance and leadership emergence. Sample-weighted mean differences favoring male respondents were also noted, suggesting that the sex-related effects for self-monitoring may partially explain noted disparities between men and women at higher organizational levels (i.e., the glass ceiling). Theory building and additional research are needed to better understand the construct-related inferences about self-monitoring personality, especially in terms of the performance, leadership, and attitudes of those at top organizational levels.