Robert Hooijberg

Leadership Complexity and Development of the leaderplex Model

Researchers have considered cognitive, social, and behavioral aspects of leadership, but except for Zaccaro (1996a, 1996b), not all three simultaneously. A comprehensive treatment of all three aspects in one model enhances the understanding of leadership. We review research in the areas of cognitive, social, and behavioral complexity and propose an integrative framework—the Leaderplex Model. We set forth propositions to stimulate integrative, empirical leadership research in such areas as diversity, global organizations, team-based organizations, charisma, and hierarchy.

The Impact of Organizational Characteristics on Leadership Effectiveness Models: An Examination of Leadership in a Private and a Public Sector Organization

Researchers have been criticized for applying generic organization and management theories to public sector organizations on the basis that such theories ignore significant public-private differences. To examine the extent to which generic theories can help us better understand public-private differences, the authors applied a generic leadership theory to both a private and a public sector organization and found interesting differences between the two organizations. The authors concluded that generic theories serve the useful purpose of allowing researchers to compare and contrast public sector management issues with those of other types of organizations. Theoretical and practical implications of these findings are discussed.

Diversity and the demands of leadership

Abstract In this paper we develop a framework for conceptualizing the research on diversity, examine the relationship between diversity and the demands of leadership, and attempt to link the literatures of diversity and leadership by expanding the conception of both. We discuss four types of work on diversity: (a) the management literature on interpersonal and intergroup interaction; (b) other management literature on organizational change which has implications for diversity; (c) literature from the social and behavioral sciences which is about diversity, but which has not been included in the management literature on diversity or leadership; and (d) literature on the ethics and morality of diversity and multiculturalism which the management literature has tended to ignore. We argue that leaders need to “do” diversity in the origination, interpolation, and use of structures; that they have responsibility for the impact their companies have on a diverse world; that they are implicated by their inaction and inattention as well as by their actions; that they need to take responsibility for the politics of diversity; and that they need to engage in “adaptive” and “emotion” work.

Which leadership roles matter to whom? An examination of rater effects on perceptions of effectiveness.

Using a 360-degree feedback approach, we examined the extent to which raters vary in the leadership roles they associate with effectiveness, as well as the extent to which self-ratings reflect those of other raters. Using data from 252 managers and their subordinates, peers, and superiors from the public utility industry, we found that, depending on the rater-ratee relationship, different leadership roles are associated with effectiveness. The managers themselves resembled their superiors the most in terms of the leadership roles they associated with effectiveness. These results lend support for the importance of 360-degree feedback for both practitioners and researchers. Organizational researchers, then, should not only examine levels of rater agreement, but also try to better understand what different raters consider critical leadership roles. This article is a step in that direction.

Leadership in and of demographically diverse organizations

Abstract The leadership literature has not adequately addressed leadership in and of demographically diverse organizations. In this article we examine what is known about male/female, white/non-white, and U.S./ non-U.S. differences and discuss the leadership implications. We examine the recent literature on leadership as it relates to diversity at different levels where leadership is exercised, including interpersonal, group, and organizational levels. We also propose an agenda for future research, especially on leader-member relations, the influence of biases and stereotypes on leadership evaluations, leading demographically diverse groups, organizational stratification, separating sex from gender effects, influence tactics, and multidirectional approaches to leadership. The articles in these two volumes on leadership and diversity provide a promising start in addressing the proposed agenda for future research.

A Model for Reflective Pedagogy

This article argues that quality business requires rediscovering pedagogy as a professional calling and studied activity. The authors chronicle forces driving reform in business and higher education. They then explore both the growing importance of reflective learning in professional education and a model that they have developed and implemented for encouraging such practice. The results of their training program are discussed in terms of interventions that promote reflective pedagogy by capitalizing on the competencies that faculty professionals already possess as researchers.

From selling peanuts and beer in yankee stadium to creating a theory of transformational leadership: An interview with bernie bass

This issues interview is with Bernard Bass. He started in academia in 1946 and began teaching 52 years ago. When he publishes in the year 2000, he will have published in seven different decades. Besides all of his work in the area of leadership, Dr. Bass is also the co-founder (with Bob House and Henry Tosi) of The Leadership Quarterly.

Chapter 13 Cascading Vision for Real Commitment

We explore how leaders get real commitment for their visions. We propose that leaders need to pay significant attention to and get broad involvement in three stages of the vision creation and dissemination process. First, they need involvement in the creation of the vision and buy-in from the senior levels. Second, when cascading the vision further down the organization, they need to allow for real discussion and input. Third, leaders need to seriously track and assess the impact of the vision implementation.

From Austria to the United States and from Evaluating Therapists to Developing Cognitive Resources Theory: An Interview with Fred Fiedler

The following interview represents the start of a series of interviews with researchers who have had a major impact on the field of leadership. Through these interviews we want to obtain a sense of the person behind the researcher, a few comments on the persons research ideas, and some insights on the state of the field. In addition, we have asked some of the people who worked with Dr. Fiedler to comment on what it was like to work with and for him. We will try to do this for other interviewees as well. We believe this interview is timely as Dr. Fiedler is this years recipient of the James McKeen Cattell Award of the American Psychological Society.

Chapter 17 Leading through Strategy, Structures and Systems: Concluding Thoughts

A key question with which many senior executives struggle concerns the development of future generations of leaders throughout their organizations. Because these senior leaders realize that they cannot personally groom these next generations of leaders, they have started to explore what conditions will make the leaders of the future “emerge.” They face the challenge of creating conditions that simultaneously provide opportunities for people to demonstrate their leadership potential and that keep the current business running well. Day, in Chapter 2 of Part 1 of the book, proposed the social architecture most conducive to such leader development. His social architecture has three main pillars: low power distance, psychological safety, and a learning orientation. The two application chapters in this part of the book presented two ways of building such a social architecture for leader development.