The Best Combination of Leadership and Organizational Culture

Leadership and organizational culture are two very important parts of I-O Psychology. Yet, researchers are still discovering how the two concepts interact with each other to drive organizational performance. For example, are certain types of leaders more beneficial in certain organizational cultures? New research (Hartnell, Kinicki, Schurer Lambert, Fugate, & Doyle Corner, 2016) considers two different types of organizational culture and two different types of leadership behavior. The results show that CEO behavior can be more effective by tailoring it based on the type of organizational culture already in place.

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How to Increase the Proportion of Women in Higher-Level Management Positions


Publication: The Leadership Quarterly, 2016
Article: Help or hindrance? Work-life practices and women in management
Reviewed by: Ashlyn Patterson

How do we increase the proportion of women in higher-level management positions? One strategy organizations take involves implementing work-life practices. The theory is that giving women greater control over their work schedules and reducing the burden of family responsibilities will help women stay in the workforce and perform better, making them more likely to get promotions. In reality, do work-life practices actually help women reach higher levels of management? The researchers (Kalysh, Kulik & Perera, 2016) analyzed data over a twelve-year period from 675 organizations in Australia to find out.

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How Can Leaders Effectively Manage Employees’ Negative Emotions?


Publication: Leadership Quarterly (2016)
Article: The role of leader emotion management in leader-member exchange and follower outcomes
Reviewed by: Kevin Leung

Leaders often have to deal with employees’ negative emotions. Whether employees are feeling anxious about a project, feeling sad about being turned down for promotion, or feeling angry about being unfairly treated, leaders play a part in managing these emotions. New research (Little, Gooty, & Williams, 2016) has shown that how these emotions get handled can affect employees’ performance and how they feel about their jobs.

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How Childhood Social Class Influences CEO Risk Taking


Publication: Academy of Management Journal
Article: You don’t forget your roots: The influence of CEO social class background on strategic risk taking
Reviewed by: Kayla Weaver

The American Dream symbolizes the opportunity for individuals from any social class or background to achieve occupational success via a “rags to riches” transformation. In fact, some of the most successful CEOs were born into very humble beginnings, including Howard Schultz (Starbucks), Ursula Burns (Xerox), and Lloyd Blankfein (Goldman Sachs).

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Power Disparity on Teams: Now We Know When It Works


Publication: Journal of Applied Psychology
Article: When Does Power Disparity Help or Hurt Group Performance?
Reviewed by: Ben Sher

Power is what makes people obey even when they don’t want to, and power disparity on teams refers to a situation in which power is not evenly distributed among team members. Imagine a situation in which a powerful and experienced executive works with several junior associates on a project. This might be called high power disparity, because one person will have all of the power.

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Can Leadership or Climate Influence Underreporting of Workplace Accidents?

Workplace accidents threaten the lives or well-being of employees, and if that’s not enough of a reason to prevent them, they are also very costly to organizations. Missed work time, potential lawsuits, and increases in health care costs are all among many reasons why accidents affect an organization’s bottom line. But if organizations want to reduce the likelihood of accidents, they need to be aware of their occurrences. Labor statistics vary, but all estimate that the majority of workplace accidents go unreported. New research (Probst, 2015) uncovers two factors that influence the degree to which accidents go unreported.

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Transformational Leadership: Good for You and Good for Them


Publication: Journal of Applied Psychology (Online First Publication, 2015)
Article: Benefits of Transformational Behaviors for Leaders: A Daily Investigation of Leader Behaviors and Need Fulfillment
Reviewed by: Ben Sher

Transformational leadership is characterized by motivating, inspiring, and coaching employees to achieve change and innovation. As you can imagine, research has supported the benefits of this leadership style for the followers of such an inspirational leader. For example, research has found that followers of transformational leaders have greater job satisfaction and more creativity. But new research (Lanaj, Johnson, & Lee, 2015) has found that transformational leadership is also beneficial to the leader. How does that happen?

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Narcissistic Leaders Can Use Humility to Succeed


Publication: Journal of Applied Psychology (2015)
Article: Leader Narcissism and Follower Outcomes: The Counterbalancing Effect of Leader Humility
Reviewed by: Ben Sher

Are narcissistic leaders good for business? Are they good for employees? It’s a difficult question to answer, especially considering that research has found mixed results. Narcissistic people may be bold risk-takers with supreme confidence and unshakeable vision. This sounds like the kind of person we’d want leading, right? On the other hand, they have personal grandiosity, a feeling of superiority, and the constant need for admiration. Well, maybe we don’t want this person in charge. Fortunately, new research (Owens, Wallace, & Waldman, 2015) helps us resolve this dilemma. They found that narcissism can be good for leadership, but only when it’s tempered with a healthy dose of humility.

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How is Personality Linked to Charismatic Leadership in Different Work Conditions?


Publication: Personnel Psychology (2015)
Article: Personality and Charismatic Leadership in Context: The Moderating Role of Situational Stress
Reviewed by: Kevin Leung, Ph.D.

When we think of charismatic leadership, we see someone who is energetic, inspiring, and likeable. Maybe famous CEOs like Jack Welch and politicians like Barack Obama come to mind. Charismatic leaders can be powerful agents of change by getting others on board to achieve their vision. In fact, research has shown that charismatic leaders tend to have more satisfied followers and better company performance.

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The Role of HR as a Strategic Partner: Forming the G3


Publication: Harvard Business Review
Article: People Before Strategy: A New Role for the CHRO
Reviewed by: Susan Rosengarten

What is the role of HR in the modern workplace? The world of work has changed a great deal over the last few decades, but there is one truth that continues to stand the test of time; people are a firm’s greatest asset. Human capital, or the knowledge and collective intelligence inherent in a company’s workforce, can be a businesses’ strongest competitive advantage, and also its greatest source of risk. It is incumbent upon CEOs and CHROs, or Chief Human Resources Officers, to work together to manage their firm’s people assets, and to unlock the potential in every employee. The authors of the current article suggest that organizational decision making can be enhanced through open dialogue and discussion among the “G3” or the CEO, the CFO, and the CHRO.

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