Leadership & Organization Development Journal: Volume 43 Issue 7

Exploring an inverted U-shaped relationship between top management team task-related faultlines and top executive hubris

Qing Xie, Wuwei Li, Xu Lou

Top executive hubris is associated with positive/negative outcome. Little is known about the antecedent of hubris in top management team (TMT) and how they can be weakened to…

The impacts of knowledge-oriented leadership on employees' knowledge management behaviors in Chinese based organizations: a qualitative study

Yi Liu, Haitao Zheng, Koustab Ghosh, Yaozhou Zheng, Chao Liu

This study aims to minimize the research gap by finding out what are the current state of knowledge management (KM) in the Chinese private science and technology organizations…

Virtuous leadership, moral behavior, happiness and organizational citizenship: the mediating effect of virtues-centered moral identity

Gordon Wang, Rick D. Hackett

Guided by the importance ascribed to the self-cultivation of virtue, the authors examined virtues-centered moral identity (VCMI) as a mediator of the positive relationship between…

Innovative culture and rewards-recognition matter in linking transformational leadership to workplace digitalisation?

Lai Wan Hooi, Ai Joo Chan

This paper aims to examine the mediating effect of innovative culture in the relationship between transformational leadership and workplace digitalisation; and the moderating…

Factors associated with general self-efficacy of women leaders in India

Anita Sarkar

The purpose of the study was to examine the impact of both work and non-work domain contextual factors (family support, workplace social support, mentoring support, networking and…

Building-up resilience and being effective leaders in the workplace: a systematic review and synthesis model

Mengye Yu, Jie Wen, Simon M. Smith, Peter Stokes

Psychological resilience, defined here as the capacity to bounce back from adversity and failure, has been studied in various leadership contexts. However, the literature…

Contextual, interpersonal, and personal predictors of young adults' affective-identity motivation to lead

Julian Barling, Julie G. Weatherhead, Shani Pupco, Nick Turner, A. Wren Montgomery

Why some people are motivated to become leaders is important both conceptually and practically. Motivation to lead compels people to seek out leadership roles and is a distinct…

Comparing models of follower outcomes: destructive and constructive leader behavior

Tago L. Mharapara, Helena D. Cooper-Thomas, Matthias Stadler, Ann Hutchison

To provide evidence-based recommendations on the types of leader behaviors organizations should target for a better return on leader training investment the authors draw on the…