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Article Feed: Leading From Within
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Journals
Academy of Management JournalISSN: 1948-0989 The mission of Academy of Management Journal (AMJ) is to publish empirical research that tests, extends, or builds management theory and contributes to management practice. All empirical methods including, but not limited to, qualitative, quantitative, field, laboratory, meta-analytic, and mixed methods are welcome.
Business Strategy and the EnvironmentISSN: 0964-4733 | eISSN: 1099-0836 Business Strategy and the Environment is a leading sustainable business journal aiming to advance the understanding of green business strategies for improving the natural environment. Covering topics including corporate environmental management, eco-innovation, green finance, and the circular economy, the journal welcomes contributions which examine the role of environmental regulation and policy in the business sector.
Global Business and Organizational ExcellenceISSN: 1932-2054 | eISSN: 1932-2062 Global Business and Organizational Excellence (GBOE) is an international, multidisciplinary business research journal. Publishing theoretical and empirical articles, feature articles, and reviews, the journal provides insights to business leaders, executives, consultants, educators and researchers. With a broad scope, the journal's coverage includes business intelligence and analytics, entrepreneurship and innovation, human resource management, international business strategy and operations, general and strategic management, and marketing and sales.
International Small Business JournalISSN: 1741-2870 The International Small Business Journal (ISBJ) is a leading peer reviewed journal that publishes the highest quality original research papers on small business and entrepreneurship. The emphasis of the journal is on high quality, research based studies which contribute to theory, critical understanding and policy formulation on small firms. Papers published in the ISBJ cover theoretical, methodological and empirical studies of small firms from a broad range of disciplines and perspectives. The emphasis is on research excellence in the field of enquiry, as the journal endeavours to provide a critical forum for world class contributions on the analysis of entrepreneurship and entrepreneurial behaviour.
Journal of Business ResearchISSN: 0148-2963 | eISSN: 1873-7978 The Journal of Business Research aims to publish research that is rigorous, relevant, and potentially impactful. Recognizing the intricate relationships between the many areas of business activity, JBR examines a wide variety of business decision contexts, processes and activities, developing insights that are meaningful for theory, practice, and/or society at large.
Journal of Leadership and Organizational StudiesISSN: 1548-0518 | eISSN: 1939-7089 The purpose of JLOS is to publish research aimed at helping us understand and predict effective leadership – leadership of people, groups, and organizations. JLOS continuously renews and reinvigorates leadership scholarship, practice and policy by promoting forward thinking scholarship. While leadership in organizations can be informal, it occurs in the context of people holding and acting within the scope of formal positions of management. Thus we seek to advance research that has clear functional value to managers and leaders across organizations and cultures.
Journal of Leadership StudiesISSN: 1935-2611 | eISSN: 1935-262X The mission of the Journal of Leadership Studies is to publish leadership research and theoretical contributions that bridge scholarship and practice and that exemplify critical inquiry into contemporary issues and paradigms. We promote interdisciplinary and interorganizational theory and foster dialogue that transcends specific contexts by exploring the primacy of leadership's role. Our audience includes scholars, business leaders, managers, administrators, and others seeking to further their leadership understanding and competence.
Journal of Personnel PsychologyISSN: 1866-5888 | eISSN: 2190-5150 The Journal of Personnel Psychology is a periodical dedicated to international research in psychology as it relates to the working environment and the people who “inhabit” it. The journal welcomes excellent empirical and theoretical contributions to basic and applied research in personnel psychology and related methodology. Reviews are also welcome. Articles deal with all fields in personnel psychology, including selection, performance measurement, motivation, leadership, organizational commitment, personnel development and training, new test developments, and job analysis.
Journal of Small Business ManagementISSN: 0047-2778 | eISSN: 1540-627X The primary purpose of the Journal of Small Business Management (JSBM) is to publish scholarly research articles in the fields of small business management and entrepreneurship. As the official journal of the International Council for Small Business (ICSB), the JSBM is recognized as a primary instrument for projecting and supporting the goals and objectives of this organization, which include scholarly research and the free exchange of ideas.
LeadershipISSN: 1742-7150 | eISSN: 1742-7169 Leadership advances the understanding and significance of leadership in the economic, political, technological and social relations of organization and society. The journal encourages debate about the changing nature of leadership and leadership research and the dilemmas, ambiguities and complexities of leadership theory and practice, past and present.
Leadership QuarterlyISSN: 1048-9843 | eISSN: 1873-3409 The Leadership Quarterly is a social-science journal dedicated to advancing our understanding of leadership as a phenomenon, how to study it, as well as its practical implications. The journal seeks contributions from various disciplinary perspectives, including psychology broadly defined (i.e., industrial-organizational, social, evolutionary, biological, differential), management (i.e., organizational behavior, strategy, organizational theory), political science, sociology, economics (i.e., personnel, behavioral, labor), anthropology, history, and methodology. Equally desirable are contributions from multidisciplinary perspectives.
Military PsychologyISSN: 0899-5605 | eISSN: 1532-7876 Military Psychology is the bimonthly journal of Division 19 (Society for Military Psychology) of the American Psychological Association. The journal seeks to publish groundbreaking articles on research and clinical practice addressing the application of psychological principles to the military environment. The journal publishes research articles, reviews, communications, and case studies having military applications in the areas of Clinical and Counseling Psychology, Health, Social and Personality Psychology, Industrial and Organizational Psychology and Human Factors. Timely topics of major concern to military psychology will also be covered in special journal issues.
Open Journal of LeadershipISSN: 2167-7743 | eISSN: 2167-7751 Open Journal of Leadership (OJL) is an open access journal published quarterly. The goal of this journal is to provide a platform for scholars and academicians all over the world to promote, share, and discuss various practices, developments and theories of leadership and leadership abilities, and achievements of distinguished leaders all over the world and of all time in history.
Strategy and LeadershipISSN: 1087-8572
Strategy & Leadership articles insightfully define a strategic management or leadership problem, dilemma or opportunity from a leader’s perspective and propose a creative solution to the problem or take advantage of the opportunity.
Select Articles and Studies
"Do you feel like becoming a leader?" Emotions and the likelihood of self-nomination for leadership; The Leadership Quarterly; April 2023There is increasing recognition that emerging as a leader is a choice, which has been implicitly assumed by the leadership emergence literature. Recently, the agentic perspective in leader emergence has been explicitly discussed by those who opened the black box of self-nomination. The present study aims at contributing to leader emergence literature, which focuses on who is perceived as leader-like in an informal group setting and overlooks the self-selection mechanisms. In this study, we define leader emergence as “...the extent to which an individual is likely to become a leader and whether an individual actually becomes a leader” by way of self-nomination or nomination by others.
Being and becoming beginning military leaders: Implications for leadership learning; Military Psychology; June 2022The purpose of the study is to describe junior military officers’ leadership development experiences and to draw implications for leadership learning in their professional development. The research uses a systematic grounded theory design. Through in-depth interviews of 19 military officers, the data were coded and analyzed with a paradigm model that was developed to describe the development of military officers’ experiences as leaders. The findings show that military leadership development is a process that is defined by the experiences of establishing oneself as a vocational leader, developing confidence in leadership skills, and leading with mission clarity and genuine concern for their “subordinates.”
Ethical Leadership: Mapping the terrain for concept cleanup and a future research agenda; The Leadership Quarterly; April 2021Ethical leadership has attracted massive attention in the twenty-first century. Yet despite this vast literature, knowledge of ethical leadership suffers from two critical limitations: First, existing conceptualizations conflate ethical leader behaviors with followers' evaluations of leaders' characteristics, values, traits, and followers' cognitions. Second, we know little to nothing regarding the causes and consequences of ethical leadership behaviors as most of the evidence not only confounds concepts, but also precludes causal inferences due to design problems. Thus, we first present a review of the definitions of ethical leadership that alarmingly reveals a hodgepodge of follower evaluations of leader behaviors, traits, and values.
Ethics beyond leadership: can ethics survive bad leadership?; Journal of Global Responsibility; 2020The purpose of this paper is to contribute to the relaxion on what can be done to develop ethical cultures that may be less permeable and more resilient to changes in leadership from an ethical point of view. The influence of leaders on organisational ethics is recognised, and there are even those who consider that it is not possible to maintain an ethical culture when leaders are not engaged. But, if this theory is true, all business ethics programmes that can be created, and the cultures that can gradually be developed in organisations, will always have their existence and robustness suspended at each leadership change. How to maintain an ethical culture beyond leadership?
Five Strategies for Leading When You Aren't in Charge; LinkedIn; May 2020During this time of uncertainty, we need leadership now more than ever. Our world is looking for leaders with vision. Someone who has the capability to not only have vision but be able to turn that vision into reality. You may be saying to yourself, this sounds great but I’m not in a position of power. I’m not able to effect change at a macro level given my current role, experience, situation etc. Let me assure you, yes you can. There is always an opportunity to flex your leadership muscle. If you were to take leadership and boil it down, you would see that it is entirely about an individual and their sphere of influence onto others. It is about supporting others and having them willing to follow you anywhere, through anything.
The Future of Leadership: The Courage to Be Both Leader and Follower; Journal of Leadership Studies; May 2019We are in a massive leadership crisis worldwide. Although business schools and leadership professors, and the International Leadership Association as a global organization, have tried to develop methods of selecting, training, and developing “good” leaders, we too often see incompetency's dominance. Money and power are prevailing in contemporary society, instead of a combination of effective, authentic, and ethical behavior. The answer in changing this trend is not so easy as it requires future leaders to be trained in reconciling inner polarities, by which one becomes more aware of the role of power, status, and money.
Leader-to-Follower Transitions: Flexibility and Awareness; Journal of Leadership Studies; July 2020Middle managers can be both leaders and followers by virtue of their placement in the organizational hierarchy. Their position requires that they be adept at both leading and following and transitioning between the two roles. Such transitions may even occur multiple times within a single interaction with followers, peers, or top management. Ten randomly selected community college deans in the United States, representing academic middle management, were interviewed about how they differentiate between follower and leader roles, embrace a follower self-concept, perceive their effectiveness in transitioning between follower and leader roles, and engage in the process of transitioning between roles.
Leadership in a Constant Liminal Loop: How can I be Authentic when I don't know who I am?; Journal of Leadership Studies; November 2019The search for leader authenticity implies that somewhere there is a true self. Yet the self, like anything else, is constantly changing, passing through a series of liminal phases. Authenticity, therefore, would capture the liminal condition within which all leaders operate. What this process yields, however, is a web of paradoxes, such as the need to stabilize while remaining open to a shifting reality and interpreting that reality at both the micro and the macro levels in a never-ending loop known as the hermeneutic circle. Only a complex and fluid leader can cope with a complex and fluid reality.
Leadership Styles and Psychological Empowerment: A Meta-Analysis; Journal of Leadership & Organizational Studies; January 2022Psychological empowerment has become a popular construct in organizational research and practice. Leadership ranks high among the best predictors of employees’ psychological empowerment, yet little is known about which leadership styles prove more effective than others. This meta-analysis investigates the effects of four leadership styles on psychological empowerment. More specifically, we test whether empowering leadership evokes more psychological empowerment than transformational leadership, servant leadership, or transactional leadership.
Leading from Below; Leadership Lessons for Health Care Providers; 2017Leadership is not confined to the named “leaders” at the top of an organization. In fact, with regard to many groups of professionals, particularly those who are highly trained with large responsibilities such as physicians, nurses, and other health professionals, it is safe to say that the knowledge, skills, and capabilities to lead are probably widely distributed even if they are not widely used. This chapter focuses on how to lead even when you are not the designated “leader.”
Rethinking Leadership Theories; Open Journal of Leadership; March 2018Leadership is governed by over 66 theories which leaves many leaders and leadership scholars searching for an inclusive leadership theory. The existence of too many leadership theories obstructs progressive practice and research of leadership, hence there is need for leadership theory consolidation. This paper is an attempt to integrate leadership theories. The integration efforts are based on representative leadership theories and the review of the wider relevant leader-ship literature.
Servant Leadership, Team Reflexivity, Coworker Support Climate, and Employee Creativity: A Multilevel Perspective; Journal of Leadership & Organizational Studies; April 2021Based on input–process–outcome model and contingency theory, we develop a research model that depicts the influence of coworker support climate on the cross-level process linkages among servant leadership, team reflexivity, and employee creativity. Using data collected from 442 participants in 92 teams, we conducted a multilevel analysis, which demonstrated that servant leadership promotes team reflexivity which, in turn, enhances employee creativity. In addition, our study suggests that the coworker support climate moderated the relationship between servant leadership and team reflexivity. Finally, servant leadership and coworker support climate jointly affect employee creativity via team reflexivity (multilevel-mediated moderation effect).
Servant Leadership: A systematic review and call for future research; The Leadership Quarterly; February 2019Notwithstanding the proliferation of servant leadership studies with over 100 articles published in the last four years alone, a lack of coherence and clarity around the construct has impeded its theory development. We provide an integrative and comprehensive review of the 285 articles on servant leadership spanning 20 years (1998–2018), and in so doing extend the field in four different ways.
