Index
Leadership Now: Reflections on the Legacy of Boas Shamir
ISBN: 978-1-78743-201-7, eISBN: 978-1-78743-200-0
ISSN: 1479-3571
Publication date: 5 October 2018
This content is currently only available as a PDF
Citation
(2018), "Index", Katz, I., Eilam-Shamir, G., Kark, R. and Berson, Y. (Ed.) Leadership Now: Reflections on the Legacy of Boas Shamir (Monographs in Leadership and Management, Vol. 9), Emerald Publishing Limited, Leeds, pp. 325-334. https://doi.org/10.1108/S1479-357120180000009010
Publisher
:Emerald Publishing Limited
Copyright © 2018 Emerald Publishing Limited
INDEX
Abusive singular leadership
, 86, 95, 98
Adaptive cultures
, 270
Advice networks as influence networks
, 304–308
Affirmation of identities
, 147–148
Altruistic singular leadership
, 86, 88, 91–92, 96
Ambidexterity
, 102
Ambiguity
, 5, 23, 40, 128, 160, 229–230, 258, 261
Anatomy
, 302
“Anti-prototypical” characteristics
, 207
Apple Computer
, 264–265, 273
“Apple Way”
, 100
Appropriability
, 305
Attraction, selection, and attrition (ASA) processes
, 101
Attribution
, 145
Attribution of charisma
, 4–5, 31, 134, 136, 143, 179, 181, 230, 244–245, 258–259, 264, 318
Attribution-based explanations
, 134
attribution as mediating mechanism
, 136–137
charisma as mere attribution
, 134–136
Audiences
, 36
Authentic leader(ship)
, 52, 57–58
development
, 52
as finding cause, leadership development
, 62
as learning from experience, leadership development
, 62–63
life-stories as basis of leader authentication
, 65–67
life-stories in development of
, 59–61
from life-story approach
, 67–71
natural process, leadership development as
, 61
non-leaders
, 63
self-development as development of life-story
, 63–65
out of struggle, leadership development
, 61–62
Authenticity
, 66, 72
Bass’s theory of transformational leadership
, 227
Behavioral process
, (see Co-creation process)
Behaviors
, 237–239
charismatic leader
, 128, 138, 140–141, 146–148, 157, 180
empowering
, 147
follower citizenship
, 179
generic leadership
, 256
leader’s verbal
, 32
organizational
, 3
pro-social
, 144
proactive behavior of seeking advice
, 306
signaling
, 111
transactional
, 232–233, 265
Bureaucracy
, 100, 269
Charisma
, 118, 157, 170, 178, 180, 191, 225–226
as awe arousing centrality
, 133–134
charisma and citizenship
, 185
congruence and
, 183–184
convergence of
, 112–114
as mere attribution
, 134–136
origin in sociology
, 111–112
Pygmalion and
, 119
as recruitment of followers’ self-expressive motivations
, 137
Charismatic leader(ship)
, (see also Leader(ship)), 3, 10, 31–32, 39, 78–79, 128–129, 132–134, 137, 141–142, 147, 154, 157, 178–183, 228, 261, 273
behaviors
, 128, 138, 157, 180
charisma and citizenship
, 185
charismatic leader-follower relationship
, 157–158
congruence
, 183–184, 190–191
content analysis
, 236–237
discriminant analyses
, 240–241
distance, ambiguity, and romance of leadership
, 229–230
distance, consideration, and support
, 233–234
distance, familiarity and leader idealization
, 228–229
distance, transactional behaviors, and trust in leader
, 232–233
distance, vision, rhetorical skills, and personal example
, 234–235
distance and leader categorization
, 231–232
leader effects
, 239–240
Meindl’s criticism
, 246–247
method
, 185–187
organizational conditions for
, 22–24
organizational identification
, 182–183, 192
results
, 187–190, 237–241
sample and data collection
, 235–236
self-concept theory
, 178–179, 190
self-implicating effects
, 15–18
social contagion model
, 136
study
, 235–237
suggestions for further research
, 247–248
summary and interpretation of findings
, 242–246
theories
, 156
traits and behaviors
, 237–239
Charismatic Pygmalion
, 119
and charisma
, 119
charisma’s origin in sociology
, 111–112
convergence of Pygmalion and charisma
, 112–114
dark side of leadership and bad charisma, but not bad Pygmalion
, 118
follower’s role
, 114
followers’ influence on leaders
, 114–115
means efficacy
, 117–118
methods
, 115–116
Charismatic relationship
, 127, 153, 155
attribution-based explanations
, 134–137
charisma as recruitment of followers’ self-expressive motivations
, 137–140
charismatic leadership
, 128–129
comparing explanations
, 140
consequences of
, 169–170
formation
, 160–163
leader behaviors
, 140–141, 146–148
mediating processes
, 145–146
motivational assumptions underlying explanations
, 141
nature of psychological attachment to leader
, 141–145
psychoanalytic explanations
, 129–132
self-perceptions
, 145–146
sociological-symbolic explanation
, 133–134
types
, 158–160, 172
Charismatic rhetoric study
, 46–48
Chief executive officer (CEO)
, 208
Claiming process
, 212
Clan mode of governance
, 269
Classical identification
, (see Personal identification)
Climate for engagement
, 90–95
Co-construction process
, (see Meaning-making process)
Co-creation process
, 136, 213–216
Coding categories
, 252–254
Cognitive engagement
, 91
Cognitive reduction
, 298
Cognitive theory
, 12
Collective efficacy
, 145
“Collective followership” practices
, 211
Collective identity
, 181
Collectivistic orientation
, 144–145
Commitment
, 26n3, 35
moral
, 17
personal
, 17
unconditional
, 139
Competence
, 168
“Conditions of trust”
, 232–233
“Confidence”
, 113
Congruence
, 190
and charisma
, 183–184
Connectivity
, 308
Construal level theory (CLT)
, 284–286, 291
Content analysis
, (see also Jackson speech, content analysis of), 11, 32, 46–47, 226, 236–237, 244
Contingency model
, 155, 294
Controls
, 186
Cooperative climates for engagement
, 91, 96
Cross-validation
, 240
Cultural myths
, 260
Descriptive action verbs (DAV s)
, 289
Discriminant analyses
, 240–241
Discursive perspectives
, 215
Distance
, 228–229, 231–234
Distance
, 284–285
Dukakis’s speech
, 45–46
Dyadic approach
, 156
Dynamic climate for engagement
, 91–92, 96
Emergent leadership
, 299–302
Emotional distance implications on leadership
, 284, 291
leadership and distance
, 284–285
perceptions of leaders
, 286–287
psychological distance
, 285–286
reasons for sense of distance and closeness
, 292
Emotional/emotions
, 286–287
close leaders
, 288
distant leaders
, 288–289
engagement
, 91
events
, 287
Empowerment
, 167–168
behaviors
, 147
individuals
, 168
of charismatic leader
, 167–169
of followers
, 138
personalized
, 171
socialized
, 171
Engagement climate
, 91, 96, 98, 101
Enthusiasm
, 22–23, 48, 113
Exchange theory
, 12
Exchange-based leadership
, 268
Expectations
, 112–114
Experimenter effect
, 110
“Expressive” orientation
, 22
External efficacy
, 117
“Fashionable scripts”
, 212
Fire metaphor
, 158
Fitness principle
, 302
Focused climate for engagement
, 91, 97
Follower(ship)
, 95, 158, 170–171, 179, 191, 199, 201, 211, 215
antecedents
, 201
attributes
, 21–22
charismatic leader-follower relationship
, 157–158
citizenship behavior
, 179
consequences of charismatic relationships
, 169–170
empowerment of charismatic leader
, 167–169
identity
, 207
implications and opportunities for theoretical extension
, 170–173
influence on leaders
, 114–115
leader’s identification with
, 41–42
leadership
, 153–154
moderator
, 202
organizational identification
, 186
outcomes
, 201
positioning in leadership construct
, 200–202
references to self-efficacy
, 43
research
, 198
responses to charismatic leadership
, 166
role
, 114, 153, 155–157, 207
self-concepts
, 20–22, 154–155, 160–163
self-expressive motivations
, 137
susceptibility to charismatic influence
, 163–165
theory
, 196, 198, 202
types of charismatic relationships
, 158–160
“Form follows function” rule
, 302, 308n3
Formalization phase
, 264
Frame alignment
, 19, 35, 180
Frequency and time
, 98–100
Freudian theory
, 130–131
Fundamental attribution error
, (see Cognitive reduction)
Generative singular leadership
, 86, 92–93
Generic leadership behaviors
, 256
GLOBE study
, 256
Great Man theory
, 81–82
Greiner’s model
, 264–265
Group prototypical leaders
, 183
“Group-focused” leadership
, 114
Harmonious self-concept
, 98
Harmonized orientation
, 317
“Heroic leadership” stereotype
, 154
High-level construal
, 285–286, 290
Higher-level leaders
, 275
Humble leadership
, 88
Hybrid configuration
, 307
Ideal leader
, 119, 132
Identity/identification
, 59, 91, 141
affirmation of
, 147–148
collective identity
, 39–40, 181
construction process
, 212–213
elasticity or extensions
, 87
follower
, 207
formation and affirmation
, 147–148
identities
, 21–22
leader–follower identity construction process
, 213
organizational
, 91–92, 182–184, 191
Image-building activities
, 275
Impact
, 168
Implicit followership theories (IFTs)
, 207
Implicit leadership theories (ILTs)
, 231
“Individual-focused” leadership
, 114
Individualistic orientation
, 144–145
Individualized consideration
, 227
Inspirational leadership
, 10
Instrumental orientation
, 22
Instrumental singular leadership
, 86, 94
Inter-follower processes
, 146, 247
Interaction analysis
, 213–215
Internal resources
, 117
Internalization
, 141
Interpersonal expectancy effect
, 111
Interpretative action verbs (IAV s)
, 289
Intrinsic valence of effort
, 15
Jackson speech, content analysis of
, 37
collective identity
, 39–40
leader’s identification with followers
, 41–42
references to followers’ self-efficacy
, 43
references to history and tradition
, 38–39
references to hope and faith
, 42–43
references to values and moral justifications
, 42
reinforcing collective efficacy
, 40
Jackson’s speech to National Convention of Democratic Party in (1988)
, 36–37
Job engagement
, 91
Language
, 46, 198, 201, 210, 212, 215–216, 234, 289
Leader charisma
, (see Charismatic leader(ship))
Leader-centric approaches
, 3, 202, 204
of charismatic leadership
, 163
to collective leadership
, 1–6
Leader-member exchange approach (LMX approach)
, 155–156, 199, 301
Leader(ship)
, (see also Charismatic leader(ship)), 3, 54, 112–114, 136, 153, 163, 170, 179, 180, 182, 191, 199, 227, 284–285, 316
antecedent
, 202
approaches to leadership research shifting
, 81–85
behaviors
, 10, 14, 18–19, 146, 155, 181, 235
categorization
, 164, 231–232
as cause
, 62
change
, 272
co-creation
, 213, 215
crisis
, 264
current and future
, 319–322
dark side of
, 118
demands
, 265
effects
, 239–240
emergent
, 299–302
empowering behaviors
, 147
follower dependence vs. autonomy
, 143
followers’ influence on
, 114–115
formation and affirmation of identities
, 147–148
as ideal object
, 131–132
idealization
, 228–229
identification with followers
, 41–42
individualistic vs. collectivistic orientation
, 144–145
leader superiority vs. similarity
, 147
leader’s vision
, 146
as learning from experience
, 62–63
life-stories as basis of leader authentication
, 65–67
as natural process
, 61
nature of psychological attachment to
, 141
OCB
, 180
organizational identification
, 186
organizational level and distance from followers
, 273–276
outcomes
, 201
paradigms
, 299–301
positioning followership in leadership construct
, 200–202
as primal father
, 130–131
rhetoric
, 31–32
romance of
, 135
scholars
, 78
self-concept
, 86, 142–143, 168
Shamir’s work
, 316, 318
structural approach in leadership research and connection to functionality
, 302–308
out of struggle
, 61–62
styles
, 90
substitutes to leadership theory
, 155
succession
, 271–273
theory
, 10, 78–79, 156
in transformation
, 298
uncritical acceptance and unquestioning obedience
, 144
variables
, 247
verbal behavior
, 32
Leader–follower
frame alignment
, 35–36
identity construction process
, 213
relationship
, 2, 4
role switching
, 208
“Leadership Today”
, 1
Life-stories approach
authentic leaders and authentic leadership
, 52–58
authentic leaders from
, 67–71
in development of authentic leaders
, 59–67
practical implications
, 67
research implications
, 71–73
Lincoln myth
, 44
Linguistic category model (LCM)
, 289
Los Angeles Times
, 37
Low-level construal
, 285
Lower-level leaders
, 274–275
Managerial implications
, 102–103
Many-on-many (M:M)
, 301
Market
, 269–270
Meaning-making process
, 208–212
Meaningful realities
, 209
Means efficacy
, 117–118
Measurement model
, 186
Mechanistic organizations
, 268
“Mechanistic” structure
, 267
Mediating processes
, 145–146
Meindl’s criticism
, 246–247
Mode of governance
, 268–271
Moral commitment
, 17
Moral superiority
, 147
Motivational effects
, (see also Charismatic leader(ship))
assumptions
, 12–14
effects on followers’ self-concept
, 20
empirical evidence
, 10–11
follower attributes
, 21–22
leader behavior
, 18–19
organizational conditions
, 22–24
problem
, 11–12
self-concept as intervening variable
, 20–21
self-implicating effects
, 15–18
theory
, 14
Motivational theory
, 33, 270
Multifactor Leadership Questionnaire
, 129
Multilevel path analysis
, 186, 188
Narcissistic explanation
, 131–132, 147
Nations
, 13
Natural process, leadership development as
, 61
Nature of psychological attachment to leader
, 141–145
Neo-charismatic approaches
, 3
Network analysis approach
, 303
“Neutron Jack”
, 100
New York Times
, 36
Non-adaptive cultures
, 270
Non-charismatic leaders
, 181
effects
, 33
followers role
, 155–157
Non-leaders
, 63
Non-transformational leaders
, 54
Objective distance
, 284
Occupations
, 13
Oedipal explanation
, 132
Office charisma
, 231
One-on-many (1:M)
, 301
One-on-one (1:1)
, 301
Organic organizations
, 268
Organic structure
, 268
Organizational and contextual influences
, 255
crisis and charismatic leadership
, 257, 259
leader organizational level and distance from followers
, 273–276
leader succession
, 271–273
situational strength
, 261–262
values representing by organizational goals and tasks
, 276
Organizational citizenship behavior (OCB)
, 178, 181, 186
leader
, 180
Organizational/organizations
, 13
advice networks as influence networks in
, 304–308
behavior
, 3
conditions for charismatic leadership
, 22–24
culture
, 101, 268–271
environment
, 260, 262–263
goals and tasks
, 276
identity/identification
, 91–92, 182–184, 191
leadership
, 10
leadership theories
, 157, 226
life-cycle stage
, 263–265
network analysis
, 308n4
outcomes
, 96–98
processes
, 83
structure
, 267–268
task
, 23
technology and tasks
, 265–267
Pathological personalized orientation
, 317
Peer leadership
, 114
Peer-to-peer leadership
, 114
Perceived charisma
, 186, 189, 190
Perceptions of leaders
, 286–287
Personal charisma
, 231
Personal commitment
, 17
Personal identification
, 20, 141, 143, 159, 190
Personalized charismatic
leadership
, 90, 169
relationship
, 166
Personalized empowerment
, 171
Personalized leader
, 164
Personalized orientation
, 317
Personalized relationships
, 153, 155, 159
Position-based perspectives
, 202
co-production view
, 205
leader-centric perspective
, 202, 204
leader-centric view
, 204
reversing lens
, 204, 205
role-based view in followership
, 204–208
Positive correlations
, 232
Post-heroic leadership
, 299
Preserving distance from soldiers
, 287
Pro-social behavior
, 144
Proactive behavior of seeking advice
, 306
Process perspectives
, 208
co-creation process
, 213–216
combining views
, 216–217
identity construction process
, 212–213
leader/follower identity construction view
, 212
meaning-making process
, 208–212
Productive narcissists
, 89
Projection
, 130
Prototypical follower characteristics
, 207
Prototypical leader
, 164
Psychoanalytic explanations
, 129, 147
charismatic leadership
, 129–130
of charismatic leadership
, 258
Freudian theory
, 130–131
narcissistic explanation
, 131–132
Psychological/psychology
distance
, 285–287
Pygmalion’s origin in
, 109–111
safety
, 91
Pygmalion
convergence of
, 112–114
effect
, 4, 109–110, 115–116, 169
leadership
, 317
origin in psychology
, 109–111
theory
, 112
upward
, 114, 115
Pygmalion-in-Management theory
, 111
Pygmalion-in-Reverse
, 114
“Ratio of behaviors/traits”
, 291
Reductionist approaches
, 303
Reflected best self (RBS)
, 69
Reflection process
, 68
Reinforcement theory
, 12
collective efficacy
, 40
Relational focus
, 198
Relational leadership perspectives
, 300
Relational outcomes
, 201
Relational theories, principles of
, 304
Relational–construal models
, 2
Relationship-Based Approach to Leadership
, 156
Reversing lens in leadership
, 196–197, 204–205
alternative ways of positioning followership
, 203
balanced view
, 202–217
challenges
, 197–202
position-based perspectives
, 202–208
positioning followership in leadership construct
, 200–202
process perspectives
, 208–217
Reward power
, 233
Rhetoric of charismatic leadership
, 3
content analysis of Jackson speech
, 37–43
lack of transactional elements
, 45–46
leader–follower frame alignment
, 35–36
representativeness of speech
, 43–45
study of charismatic rhetoric
, 46–48
theory
, 33–35
Rhetorical skills
, 234–235
Role conduct
, 268
Role modeling
, 18–19, 35, 180
Role orientation
, 206–207
Role-based approach
, 207
Role-based view in followership
, 204–208
Role-person merger
, 65
Romance of leadership
, 135, 163, 229–230
Root mean square error of approximation (RMSEA)
, 186
“Schemata of interpretation”
, 19, 35, 180
Seeking advice
, 305–306
Self-attribution process
, 17
Self-clarification
, 65
Self-complexity theory
, 89
Self-concepts
, 13, 33, 158, 160
attributes
, 54
based explanation
, 137, 142–143, 147–148
based motivational theory of charisma
, 178, 180
based theory
, 144, 183, 185
clarity
, 55, 65
as foundational source for singular leadership
, 86–90
as intervening variable and further effects on followers
, 20–21
life-stories as source
, 59–60
orientations
, 317
theory of charisma
, 178–179, 181, 190, 192
Self-concordance
, 55, 65
Self-consistency
, 13, 16, 34, 38
Self-determination
, 168
Self-development as life-story development
, 63–65
Self-efficacy
, 16, 111–114, 117, 145
beliefs
, 240
Self-esteem
, 13, 15–16, 33, 113, 138, 145, 160
Self-evaluation
, 13, 34
Self-expression
, 16, 33–34, 55, 65
Self-fulfilling prophecy (SFP)
, 109–110
Self-implicating effects of charismatic leadership
, 15–18
Self-justifications
, 17
life-stories as
, 60–61
Self-knowledge
, 65
life-stories as source
, 59–60
Self-perceptions
, 145–146
Self-resolution
, 55
Self-worth process
, 16, 33, 138, 145
Servant leadership
, 88
Shared followership
, 214–215
Shared leadership
, 91, 102, 215
Shared responsibility
, (see Shared leadership)
Signaling behavior
, 111
“Significant others-based configuration”
, 307
Singular leadership
, 81
alternative forms
, 85–86
CEO effect
, 80
charismatic leader
, 79
climate for engagement
, 90–95
connection between singular and shared leadership
, 102
contextual considerations
, 100–101
effects
, 90
frequency and time
, 98–100
future theory and research implications
, 98
leadership scholars
, 78
managerial implications
, 102–103
organizational culture
, 101
organizational outcomes
, 96–98
paradoxes
, 102
relationship with performance
, 101
self-concept as foundational source for
, 86–90
shifting approaches to leadership research
, 81–85
Situational strength
, 261–262
Social attraction
, 165
Social capital
, 306
Social construction
, 197, 206
Social contagion
, 136, 146, 163, 247
Social distance
, 114, 228
Social identification
, 20, 79, 143, 159, 178
Social identity theory of leadership
, 165, 182
Social network analysis (SNA)
, 6, 302
in service of leadership research
, 303–304
Socialized charismatic
leadership
, 88
relationships
, 166, 169–170
Socialized empowerment
, 171
Socialized orientation
, 317
Socialized relationships
, 153, 155, 159
Socialized/personalized continuum
, 87
Sociology
charisma’s origin in
, 111–112
sociological-symbolic explanation
, 133
“Solo leader”
, 298–301, 307
“Solo performers”
, 318
Speech representativeness
, 43–45
Standardized root mean square residual (SRMR)
, 186
State verbs (SVs)
, 289
Structural approach in leadership research and connection
, 302
advice networks as influence networks
, 304–308
SNA in service of leadership research
, 303–304
Structural leadership
, 302
“Substitutes for leadership” theory
, 262
Time
, 98–100
Toxic climates for engagement
, 91, 97–98
Traditional configuration
, 307
Traditional leader-follower relationships
, 157
Traits
, 237–239
theory
, 304
Transactional behaviors
, 232–233, 265
Transactional elements lack
, 45–46
Transformational effects of charismatic leadership
, 12, 34
Transformational leader(ship)
, 10–11, 52, 54, 85, 93, 112–113, 128, 144, 190, 226–227, 232
Transforming leadership
, 158
Trust in leader
, 232–233
Two-level measurement model
, 186
U.S. Presidents’ charisma
, 258–259
Unconditional commitment
, 139
Uncritical acceptance
, 144
Unquestioning obedience
, 144
Upward Pygmalion
, 114–115
Utopian images of future
, 234
Value
follower
, 21–22
internalization
, 20, 143
value-oriented individuals
, 173
Vision
, 234–235
Visionary leadership
, 10–11, 234
Volatility, uncertainty, complexity, and ambiguity (VUCA)
, 297
- Prelims
- Introduction: From Leader-Centric to Collective Leadership
- Part I. Leader-Centric Approaches
- Chapter 1 The Motivational Effects of Charismatic Leadership: A Self-Concept Based Theory
- Chapter 2 The Rhetoric of Charismatic Leadership: A Theoretical Extension, a Case Study, and Implications for Research
- Chapter 3 “What’s Your Story?” A Life-Stories Approach to Authentic Leadership Development
- Chapter 4 Keeping the Baby While Refreshing the Bathwater: Revisiting the Role of Singular Leadership
- Chapter 5 Charismatic Pygmalion: The Most Effective Leadership Combo
- Part II. The Leader-Follower Relationship
- Chapter 6 The Charismatic Relationship: Alternative Explanations and Predictions
- Chapter 7 The Role of Followers in the Charismatic Leadership Process: Relationships and their Consequences
- Chapter 8 Great Minds Think Alike? Congruence in Leader and Follower Organizational Identification and Perceptions of Leader Charisma
- Chapter 9 Reversing the Lens in Leadership: Positioning Followership in the Leadership Construct
- Part III. The Context of Leadership
- Chapter 10 Social Distance and Charisma: Theoretical Notes and an Exploratory Study
- Chapter 11 Organizational and Contextual Influences on the Emergence and Effectiveness of Charismatic Leadership
- Chapter 12 The Implications of Emotional Distance on Construal Level of Leadership
- Chapter 13 Leadership in Transformation: From Maestro to a Jazz Orchestra
- Part IV. Epilogue
- Chapter 14 Leadership Now: Reflecting on the Legacy of Boas Shamir
- Index