Symposium 2024 - New Insights From Multifaceted Leadership Research: Mechanisms And Boundary Conditions, Experimental Evidence, And New Theoretical Developments

Antecedents of constructive/destructive leadership
Friday May 19   11:30 AM to 01:00 PM (1 hour 30 minutes)
Leadership and management
Outcomes of constructive/destructive leadership
New insights from multifaceted leadership research: Mechanisms and boundary conditions, experimental evidence, and new theoretical developments
J. L. Sparr 1,*
1University of Konstanz, Konstanz, Germany
Main Abstract Content: State of the Art
Being a leader is challenging in ever-changing organizations – state-of-the-art research suggests that to be successful leaders need to be ethical, empowering, craft the identity of their team, use both hands (ambidextrous leadership), give sense about paradoxes, and even let others take the lead (shared leadership). These diverse leadership approaches and foci are in different stages of theory development and testing, using increasingly sophisticated methods in lab and field.
New Perspectives/Contributions
This symposium reflects and extends the diversity of leadership research in both foci of leadership facets and methods. Three field studies by Pircher Verdorfer, Scholz and Kearney, and Kerschreiter test theory on mechanisms and / or boundary conditions of the established leadership styles of ethical and empowering leadership, as well as leader identity crafting. Tillmann et al. focus on the team-context and use power-dependency theory to further develop theory on antecedents of shared leadership. Innovation needs ambidextrous leaders as Gerlach et al. confirm with a lab experiment, while change requires leaders to successfully make and give sense about paradoxes as Sparr elaborates in a theoretical model. All six contributions in the symposium add to our understanding of effective leadership in the rapidly changing environment of contemporary organizations.
Research/Practical Implications
Future leadership research needs to differentiate and integrate theory and evidence of the different leadership approaches to develop a more complete understanding of effective and ineffective leadership and relevant boundary conditions for well-being and performance at the individual and team level.

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