Sa-OR-S121-2 - Shaped by Passive Leaders? The Moderated Curvilinear Effects of Experienced Passive Leadership on Executives’ Exemplification Tendency

Track:
Outcomes of constructive/destructive leadership
What:
Oral Presentation
Part of:
When:
15 minutes
Where:
GM Auditorium
Discussion:
0
 
Leadership and management
Outcomes of constructive/destructive leadership
Sa-OR-S121-2
Shaped by Passive Leaders? The Moderated Curvilinear Effects of Experienced Passive Leadership on Executives’ Exemplification Tendency
S. Razinskas 1,*, M. Hoegl 1
1Institute for Leadership & Organization, LMU Munich, Munich, Germany
 
Content:  
 
Purpose
Passive leadership is controversially discussed in organizational behavior literature. Leadership styles like laissez-faire (LF) and management-by-exception (MbE) are found to potentially increase followers’ autonomy at the expense of their perception of being adequately led, suggesting more complex relationships on desirable outcomes than simple linear ones. However, as all leaders have been followers themselves, the question as to how being passively led in the past has influenced their understanding of leadership today is crucial to address potential trickle-down effects of passive leadership.
 
Design/Methodology
We use well-established measures to operationalize the study’s research model, which is tested on a sample of 126 executives enrolled in a global executive MBA program.
 
Results
By applying multiple regression analysis, we show that the effects of LF and MbE leadership experienced during one’s own followership on executives’ exemplification tendency are U-shaped. Moreover, our analyses reveal that these effects are contingent upon the executives’ leadership aspirations such that leaders with strong (weak) aspirations are less (more) sensitively affected in their exemplification when being passively led.
 
Limitations
Our single-source cross-sectional data do not allow conclusions about absolute causality.
 
Research/Practical Implications
Our research shows that experiencing passive leadership may take its toll on how leaders exemplify in their own leadership roles. As such, the findings increase the awareness for trickle-down effects of passive leadership, especially by disclosing individuals with weak leadership aspirations to be particularly sensitive toward passive leadership.
 
Originality/Value
This article integrates passive leadership literature with impression management theory and offers an explanation of (anti-)role modeling as to how certain types of leadership may shape future leaders.
 
 
 

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