Benjamin M. Galvin

The Development of Motivation to Lead and Leader Role Identity

Leadership development has been continually recognized by organizations as a competence and a mind-set that is worthy of substantial time and resources. Although various approaches have stressed the development of skills or behaviors, it is becoming increasingly apparent that the development of attitudes and belief systems is also relevant. In an effort to increase knowledge in this area, the authors conducted a quasi-experimental study to understand whether motivation to lead (social-normative) and leader role identity would increase in business students exposed to behavior-modeling methods emphasizing the importance of transformational leadership. The results show that, in comparison with students in an introduction to management course, the quasi-experimental–condition students significantly increased the value that they placed on the leader role, as well as their identity as leaders. The findings are discussed in terms of both theoretical and practical implications.

A multilevel systems model of leadership

This study uses a control theory to develop a multilevel systems model of leadership. The model outlines the processes that senior leaders can use to influence others across hierarchical levels of management and clarifies the mechanisms that link leadership across levels of management—goal cascading, alignment, and the bypass channel of communication. The authors discuss leadership behaviors needed to effectively influence others across a cybernetic process of leadership. Embedded within the multilevel systems model of leadership is a micro-level cybernetic model that focuses on the temporal process that leaders use to influence individuals in the pursuit of goal achievement.

Situational Strength as a Moderator of the Relationship Between Organizational Identification and Work Outcomes

Organizational identification theory suggests that the extent to which employees perceive a sense of oneness with their employer positively influences their workplace attitudes and behavior. We investigated situational strength as a potential moderator by exploring the extent to which the relationship between organizational identification and employee outcomes is attenuated when employee discretion is restricted. In particular, we examined whether the workplace cues that signal appropriate conduct in strong situations would mitigate the potentially positive effects of organizational identification on job satisfaction and performance. Consistent with this perspective, results from a field study point to the notion that organizational identification has a more pronounced, positive influence on employee job satisfaction and performance when employees experience behavioral discretion (i.e., in weak situations) compared with situations wherein behavior is more externally controlled (i.e., strong situations). We discuss theoretical and practical implications, as well as suggest avenues for future research.

The Role of Dark Side Personality in Work and Career Contexts: Exploring New Avenues

Under the influence of positive psychology, the ‘bright side’ of employees’ workplace behavior has dominated applied research for the past few decades. In particular, personality research designed ...