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The Leadership Quarterly
Leadership
Research questions matter: A five-criterion framework for centering decisions in congruence research
The Leadership Quarterly
Training & Development
Leadership
Measuring CEO responsible leadership: Development and validation of a linguistic-based instrument
Abstract
Responsible leadership (RL) has gained growing attention in both academia and organizational practice. However, extant research faces three key limitations: a lack of conceptual clarity (i.e., tautologies and overlaps with other leadership constructs), a conflation of leader behaviors with follower evaluations, and overreliance on surveys, which typically capture supervisory rather than top-executive perspectives. To address these issues, we introduce a novel behavioral measure of responsible…
Responsible leadership (RL) has gained growing attention in both academia and organizational practice. However, extant research faces three key limitations: a lack of conceptual clarity (i.e., tautologies and overlaps with other leadership constructs), a conflation of leader behaviors with follower evaluations, and overreliance on surveys, which typically capture supervisory rather than top-executive perspectives. To address these issues, we introduce a novel behavioral measure of responsible CEOs based on linguistic markers. We leverage computer-aided text analysis (CATA) to develop and validate a keyword-based CEO RL measure, combining deductively derived words with inductively derived words from machine learning (ML) and human raters. We then empirically examine the relationship between CEO RL and firm Corporate Social Responsibility (CSR). Using a sample of 955 CEOs over 19 years, we find that CEO RL is positively associated with CSR. Finally, we derive a taxonomy of RL behaviors (RLBs) and show overlaps and distinctions with Ethical Leader Signals (ELS). We conclude with a roadmap for future research.
Journal of Vocational Behavior
Diversity & Inclusion
Research Methods
Equalizing networking opportunities: How women can leverage incubators in entrepreneurship
Abstract
Entrepreneurship remains a male-dominated field, with women facing persistent disparities in areas such as representation and innovation. This paper examines whether and how incubators contribute to reducing the gender gap in entrepreneurial innovation. Using a mixed-methods approach—combining large-scale quantitative data with qualitative interviews—we find that women-led ventures benefit more from incubator participation, which helps them close the innovation gap. Women tend to engage with…
Entrepreneurship remains a male-dominated field, with women facing persistent disparities in areas such as representation and innovation. This paper examines whether and how incubators contribute to reducing the gender gap in entrepreneurial innovation. Using a mixed-methods approach—combining large-scale quantitative data with qualitative interviews—we find that women-led ventures benefit more from incubator participation, which helps them close the innovation gap. Women tend to engage with incubators more strategically across three dimensions: strengthening individual resources (e.g., confidence and expertise), building relationships with key stakeholders, and accessing role models and mentors who help them navigate gendered expectations. In contrast, men are more likely to use incubators in a targeted, transactional way, primarily to acquire technical or business knowledge. These findings suggest that incubators can serve as equalizing spaces that offer women critical support to overcome barriers and enhance innovation outcomes.
Journal of Vocational Behavior
Careers
Research Methods
A meta-analytic review of 60 years of role stressor research
Organizational Behavior and Human Decision Processes
The downside of generosity: How rare giving fosters stronger social connection
Abstract
Giving serves not only to benefit others and society but also to foster social connections between givers and recipients. However, more giving is not necessarily merrier. This research finds that social connection depends not only on the act of giving but also on how many others receive the gesture from the same giver. Rare givers—those who give to fewer recipients—are perceived as more socially connected to each recipient than broad givers—those who give to many (the rare giving effect). This…
Giving serves not only to benefit others and society but also to foster social connections between givers and recipients. However, more giving is not necessarily merrier. This research finds that social connection depends not only on the act of giving but also on how many others receive the gesture from the same giver. Rare givers—those who give to fewer recipients—are perceived as more socially connected to each recipient than broad givers—those who give to many (the rare giving effect). This effect emerges across diverse contexts, including interpersonal gift exchanges in both new and existing relationships and corporate donations. As a result, rare givers enjoy a relational advantage: their gifts are valued more, and they are more likely to receive reciprocation (e.g., a gift in return or purchasing from the firm), even though they are perceived as less generous than broad givers. However, the negative effect of the number of recipients on perceived connection is attenuated when recipients are closely connected (e.g., donations to multiple charities supporting the same cause) or when gifts reinforce connections between recipients (e.g., friends sharing items in a matching set). These findings highlight an overlooked cost of broad generosity, with implications for managing interpersonal relationships and firms’ giving strategies.
Academy of Management Journal
Work Design
Artificial Intelligence and Responsible Research at AMJ
Journal of Organizational Behavior
Teams & Groups
Diversity & Inclusion
Whose Status Is Higher? How and When Dyadic Status Incongruence Influences Team Members' Interactions and Coordination
Abstract
A critical challenge for diverse teams is ensuring that members coordinate their work effectively. While research has examined how diversity triggers social categorization that harms coordination, we know little about how the social status attached to these differences influences coordination, especially when members hold different ranks across multiple attributes simultaneously. We introduce a construct called dyadic status incongruence, which occurs when two team members hold conflicting…
A critical challenge for diverse teams is ensuring that members coordinate their work effectively. While research has examined how diversity triggers social categorization that harms coordination, we know little about how the social status attached to these differences influences coordination, especially when members hold different ranks across multiple attributes simultaneously. We introduce a construct called dyadic status incongruence, which occurs when two team members hold conflicting ranks across different status hierarchies (e.g., one has higher education but shorter organizational tenure than the other). Drawing on status inconsistency theory, we argue that this incongruence generates ambiguity and disagreement over who has higher status, which in turn reduces interpersonal liking and ultimately hinders dyadic coordination. We further propose that team specialization mitigates these adverse effects by clarifying task roles and redirecting members' attention from status‐based comparisons to respective expertise for task execution. We tested our hypotheses using round‐robin data from 743 dyads among 221 members in 57 teams at a technology firm, employing polynomial regression, response surface analysis, and social relations modeling. These results were supplemented by a qualitative study using semi‐structured interviews with 15 employees from this firm to provide contextual evidence for the observed effects. Our findings support the proposed model, advancing a more precise, status‐based account of why coordination breaks down in diverse teams and how these effects can be mitigated.
Journal of Organizational Behavior
Leadership
Careers
How Narcissistic Followers Navigate Leader Relationships: Bonding Efforts, Strategic Support‐Seeking, and Gossip
Abstract
The grandiose self‐concept of narcissistic individuals is at odds with occupying subordinate positions in organizations. We examine how narcissistic followers navigate this tension through distinctive leader‐directed relational strategies. In three studies, we find that narcissistic followers are (1) more likely to strive to cultivate a personal bond with their leaders, (2) more likely to seek career‐enhancing support from them, and (3) more willing to share negative gossip about co‐workers…
The grandiose self‐concept of narcissistic individuals is at odds with occupying subordinate positions in organizations. We examine how narcissistic followers navigate this tension through distinctive leader‐directed relational strategies. In three studies, we find that narcissistic followers are (1) more likely to strive to cultivate a personal bond with their leaders, (2) more likely to seek career‐enhancing support from them, and (3) more willing to share negative gossip about co‐workers with them. Narcissistic followers also believe that they enjoy superior relationships with their leaders compared to their peers (high LMXSC), and this perceived relational advantage partly explains their leader‐directed behaviors. These effects persist after controlling for followers' absolute relationship quality, psychopathy, and Machiavellianism, indicating that they reflect uniquely narcissistic tendencies. This work advances our understanding of narcissistic followers, identifies narcissism as an antecedent of LMXSC, and demonstrates that narcissists' grandiosity extends to relational perceptions when the relationship has instrumental value. Overall, the findings suggest that narcissistic followers do not passively accept their subordinate status but actively seek to reduce both psychological and hierarchical distance from their leaders.
Journal of Management
Job Attitudes
Where Do Transitioning Executives Go? Exploring Demand-Side and Supply-Side Drivers of Destination Rivalry
Abstract
Executive movement to close rivals can have significant implications for firm competitiveness. While prior research has provided valuable insights into the antecedents of executive search and turnover in general, the theoretical understanding of where ...
Executive movement to close rivals can have significant implications for firm competitiveness. While prior research has provided valuable insights into the antecedents of executive search and turnover in general, the theoretical understanding of where executives go when they move remains underdeveloped. We extend research in this area by introducing the concept of destination rivalry, defined as the degree of market commonality and resource similarity between an executive’s departure firm and destination firm. We then develop a theoretical model of key demand-side and supply-side factors associated with an executive’s position in the departure firm that explains movement to a closer versus more distant rivals. We theorize that among executives moving between firms, destination rivalry will be higher when the executive possesses competition-specific human capital (e.g., via core functional experience or corporate or divisional experience at the departure firm), has a larger pay gap to the CEO, and especially when both factors are present. Empirical tests of the theoretical model using a sample of executive movements from S&P 1500 firms to other public companies between 1993 and 2023 are largely consistent with these predictions. Our findings contribute to research on executive mobility and competitive strategy by providing novel insights into factors shaping the degree of rivalry in executive moves.
Journal of Occupational and Organizational Psychology
Motivation
The effect of crew rostering policies on flight crew safety behaviours
Abstract
Crew rostering (i.e., designing and assigning work schedules for cockpit and cabin crew) is a core personnel management function in commercial airlines. Surprisingly, little is known about how rostering policies shape flight crews' psychological resources and safety performance. Combining Conservation of Resources theory and the Job Demands–Resources model, we investigate if rostering policies that provide greater opportunities to state schedule preferences foster perceived autonomy and…
Crew rostering (i.e., designing and assigning work schedules for cockpit and cabin crew) is a core personnel management function in commercial airlines. Surprisingly, little is known about how rostering policies shape flight crews' psychological resources and safety performance. Combining Conservation of Resources theory and the Job Demands–Resources model, we investigate if rostering policies that provide greater opportunities to state schedule preferences foster perceived autonomy and inclusion in decision making, thereby reducing fatigue and strengthening dedication, with implications for safety behaviours. Study 1, a vignette experiment with flight crew members (N = 160), shows that policies with more extensive preferential bidding options are perceived as providing greater autonomy and inclusion and, in turn, are associated with lower fatigue and greater dedication. Study 2, a one‐month time‐lagged panel study (N = 221), extends these findings: perceived autonomy and inclusion predict extra‐role safety behaviour and upward safety communication via increased dedication, with autonomy also reducing fatigue to enhance upward safety communication. Indirect effects on in‐role safety behaviour were not significant. Overall, the findings suggest that rostering policies can shape flight crew safety performance, offering airlines actionable, evidence‐based guidance for rostering‐system design.
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