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This article examines transformational leadership and servant leadership to determine what similarities and differences exist between the two leadership concepts. The authors posit that the primary difference between transformational leadership and servant leadership is the focus of the leader. The transformational leader's focus is directed toward the organization, and his or her behavior builds follower commitment toward organizational objectives, while the servant leader's focus is on the followers, and the achievement of organizational objectives is a subordinate outcome. The extent to which the leader is able to shift the primary focus of leadership from the organization to the follower is the distinguishing factor in classifying leaders as either transformational or servant leaders. This article also looks at the next stage of developmental issues in servant leadership, such as the challenges facing empirical investigation and measurement, and the changes that are occurring in current thinking about the servant leadership approach. Ultimately, the case is made that although different, both transformational leadership and servant leadership offer the conceptual framework for dynamic leadership.

Leadership is different from management, but not for the reasons most people think. Leadership isn't mystical and mysterious. It has nothing to do with having "charisma" or other exotic personality traits. It is not the province of a chosen few. Nor is leadership necessarily better than management or a replacement for it. Rather, leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today's business environment. Management is about coping with complexity. Its practices and procedures are largely a response to the emergence of large, complex organizations in the twentieth century. Leadership, by contrast, is about coping with change. Part of the reason it has become so important in recent years is that the business world has become more competitive and more volatile. More change always demands more leadership. Most U. S. corporations today are overmanaged and underled. They need to develop their capacity to exercise leadership. Successful corporations don't wait for leaders to come along. They actively seek out people with leadership potential and expose them to career experiences designed to develop that potential. Indeed, with careful selection, nurturing, and encouragement, dozens of people can play important leadership roles in a business organization. But while improving their ability to lead, companies should remember that strong leadership with weak management is no better, and is sometimes actually worse, than the reverse. The real challenge is to combine strong leadership and strong management and use each to balance the other.

A role congruity theory of prejudice toward female leaders proposes that perceived incongruity between the female gender role and leadership roles leads to 2 forms of prejudice: (a) perceiving women less favorably than men as potential occupants of leadership roles and (b) evaluating behavior that fulfills the prescriptions of a leader role less favorably when it is enacted by a woman. One consequence is that attitudes are less positive toward female than male leaders and potential leaders. Other consequences are that it is more difficult for women to become leaders and to achieve success in leadership roles. Evidence from varied research paradigms substantiates that these consequences occur, especially in situations that heighten perceptions of incongruity between the female gender role and leadership roles.

The goal of this study was to examine the effects of transformational leadership behaviors, within the context of Kerr and Jermier's (1978) substitutes for leadership. Data were collected from 1539 employees across a wide variety of different industries, organizational settings, and job levels. Hierarchical moderated regression analysis procedures generally showed that few of the substitutes variables moderated the effects of the transformational leader behaviors on followers' attitudes, role perceptions, and “in-role” and “citizenship” behaviors in a manner consistent with the predictions of Howell, Dorfman and Kerr (1986). However, the results did show that: (a) the transformational leader behaviors and substitutes for leadership each had unique effects on follower criterion variables; (b) the total amount of variance accounted for by the substitutes for leadership and the transformational leader behaviors was substantially greater than that reported in prior leadership research; and (c) several of the transformational behaviors were significantly related to several of the substitutes for leadership variables. Implications of these findings for our understanding of the effects of transformational leader behaviors and substitutes for leadership are then discussed.

Summary Climate change is a serious global issue that poses many risks to environmental and human systems. Although human activity is cited as the main cause of climate change and organizations significantly contribute to climate change, research that investigates workplace pro‐environmental behaviors remains scarce. We develop and test a model that links environmentally‐specific transformational leadership and leaders' workplace pro‐environmental behaviors to employees' pro‐environmental passion and behaviors. Structural equation modeling on data from 139 subordinate–leader dyads ( M ages = 37.42 and 40.17 years, respectively) showed that leaders' environmental descriptive norms predicted their environmentally‐specific transformational leadership and their workplace pro‐environmental behaviors, both of which predicted employees' harmonious environmental passion. In turn, employees' own harmonious environmental passion and their leaders' workplace pro‐environmental behaviors predicted their workplace pro‐environmental behaviors. These findings show that leaders' environmental descriptive norms and the leadership and pro‐environmental behaviors they enact play an important role in the greening of organizations. Conceptual and practical implications are discussed. Copyright © 2012 John Wiley & Sons, Ltd.

Abstract Scholars for a long time theorized about the role of political leaders, but empirical research has been limited by the lack of systematic data about individual leaders. Archigos is a new dataset with information on leaders in 188 countries from 1875 to 2004. We provide an overview of the main features of this data. Archigos specifically identifies the effective leaders of each independent state; it codes when and how leaders came into power, their age, and their gender, as well as their personal fate one year after they lost office. We illustrate the utility of the Archigos dataset by demonstrating how leader attributes predict other features of interest in International Relations and Comparative Politics. Crisis interactions differ depending on whether leaders face each other for the first time or have had prior interactions. Irregular leader changes can help identify political change in autocracies not apparent from data that consider only the democratic nature of institutions. Finally, transitions to democracy in the third wave are more likely to fail in instances where autocratic rulers were punished after leaving office. Our examples illustrate new empirical findings that simply could not be explored in existing data sources. Although selective, our overview demonstrates how Archigos bears considerable promise in providing answers to new and old research questions and opens up new avenues for research on individual leaders as decisionmakers.

Tech companies are not modelling their own claims of the technology giving people more free time

Purpose To provide an inventory of leader behaviours likely to enhance employees' innovative behaviour, including idea generation and application behaviour. Design/methodology/approach Based on a combination of literature research and in‐depth interviews, the paper explores leadership behaviours that stimulate employees' idea generation and application behaviour. The study was carried out in knowledge‐intensive service firms (e.g. consultants, researchers, engineers). Findings It was found that there were 13 relevant leadership behaviours. Although innovative behaviour is crucial in such firms, it has received very little attention from researchers. Leaders influence employees' innovative behaviour both through their deliberate actions aiming to stimulate idea generation and application as well as by their more general, daily behaviour. Research limitations/implications Future quantitative research could condense our overview of leader practices, explore which practices are most relevant to employees' idea generation and/or application behaviour, which contingency factors influence the leadership‐innovative behaviour connection and provide information as to whether different practices are relevant in other types of firms. Originality/value Neither the innovation nor the leadership field provides a detailed overview of specific behaviours that leaders might use to stimulate innovation by individual employees. This paper fills that void.

Despite real progress, women remain rare enough in elite positions of power that their presence still evokes a sense of wonder. In Through the Labyrinth, Alice Eagly and Linda Carli examine why women's paths to power remain difficult to traverse. First, Eagly and Carli prove that the glass ceiling is no longer a useful metaphor and offer seven reasons why. They propose the labyrinth as a better image and explain how to navigate through it. This important and practical book addresses such critical questions as: How far have women actually come as leaders? Do stereotypes and prejudices still limit women's opportunities? Do people resist women's leadership more than men's? And, do organisations create obstacles to women who would be leaders?This book's rich analysis is founded on scientific research from psychology, economics, sociology, political science, and management. The authors ground their conclusions in that research and invoke a wealth of engaging anecdotes and personal accounts to illustrate the practical principles that emerge. With excellent leadership in short supply, no group, organisation, or nation can afford to restrict women's access to leadership roles. This book evaluates whether such restrictions are present and, when they are, what we can do to eliminate them.

This article reviews research on the evaluation of women and men who occupy leadership roles. In these experiments, the characteristics of leaders other than their sex were field constant, and the sex of the leader was varied. These experiments thus investigated whether people are biased against female leaders and managers. Although this research showed only a small overall tendency for subjects to evaluate female leaders less favorably than male leaders, this tendency was more pronounced under certain circumstances

Since the Second World War, congressional parties have been characterized as declining in strength and influence. Research has generally attributed this decline to policy conflicts within parties, to growing electoral independence of members, and to the impact of the congressional reforms of the 1970s. Yet the 1980s witnessed a strong resurgence of parties and party leadership-especially in the House of Representatives. Offering a concise and compelling explanation of the causes of this resurgence, David W. Rohde argues that a realignment of electoral forces led to a reduction of sectional divisions within the parties-particularly between the northern and southern Democrats-and to increased divergence between the parties on many important issues. He challenges previous findings by asserting that congressional reform contributed to, rather than restrained, the increase of partisanship. Among the Democrats, reforms siphoned power away from conservative and autocratic committee chairs and put control of those committees in the hands of Democratic committee caucuses, strengthening party leaders and making both party and committee leaders responsible to rank-and-file Democrats. Electoral changes increased the homogeneity of House Democrats while institutional reforms reduced the influence of dissident members on a consensus in the majority party. Rohde's accessible analysis provides a detailed discussion of the goals of the congressional reformers, the increased consensus among Democrats and its reinforcement by their caucus, the Democratic leadership's use of expanded powers to shape the legislative agenda, and the responses of House Republicans. He also addresses the changes in the relationship between the House majority and the president during the Carter and Reagan administrations and analyzes the legislative consequences of the partisan resurgence. A readable, systematic synthesis of the many complex factors that fueled the recent resurgence of partisanship, Parties and Leaders in the Postreform House is ideal for course use.

Purpose : A subgroup of principals—leaders for social justice—guide their schools to transform the culture, curriculum, pedagogical practices, atmosphere, and schoolwide priorities to benefit marginalized students. The purpose of the article is to develop a theory of this social justice educational leadership. Research Design : This empirical study examined the following questions: (a) In what ways are principals enacting social justice in public schools? (b) What resistance do social justice—driven principals face in their justice work? (c) What strategies do principals develop to sustain their ability to enact social justice in light of the resistance they face in public schools? Data Collection and Analysis : A critical, qualitative, positioned-subject approach combined with principles of autoethnography guided the research methods. Seven public school leaders who came to the principalship with a social justice orientation, who make issues of race, class, gender, disability, sexual orientation, and other historically marginalizing factors central to their advocacy, leadership practice, and vision, and who have demonstrated success in making their schools more just, were studied through interviews. Findings: A description of (a) how the principals enacted social justice, (b) the resistance they faced as well as the toll the resistance had on them, and (c) the strategies they developed to sustain their social justice work is provided in detail. Implications for administrator preparation are made at the close of this article.

This article presents a synthesis of research on the relative effectiveness of women and men who occupy leadership and managerial roles. Aggregated over the organizational and laboratory experimental studies in the sample, male and female leaders were equally effective. However, consistent with the assumption that the congruence of leadership roles with leaders' gender enhances effectiveness, men were more effective than women in roles that were defined in more masculine terms, and women were more effective than men in roles that were defined in less masculine terms. Also, men were more effective than women to the extent that leader and subordinate roles were male-dominated numerically. These and other findings are discussed from the perspective of social-role theory of sex differences in social behavior as well as from alternative perspectives.

This article reviews 10 techniques used to identify opinion leaders to promote behavior change. Opinion leaders can act as gatekeepers for interventions, help change social norms, and accelerate behavior change. Few studies document the manner in which opinion leaders are identified, recruited, and trained to promote health. The authors categorize close to 200 studies that have studied or used opinion leaders to promote behavior change into 10 different methods. They present the advantages and disadvantages of the 10 opinion leader identification methods and provide sample instruments for each. Factors that might influence programs to select one or another method are then discussed, and the article closes with a discussion of combining and comparing methods.

Finding pertinent information is not limited to search engines. Online communities can amplify the influence of a small number of power users for the benefit of all other users. Users' information foraging in depth and breadth can be greatly enhanced by choosing suitable leaders. For instance in delicious.com, users subscribe to leaders' collection which lead to a deeper and wider reach not achievable with search engines. To consolidate such collective search, it is essential to utilize the leadership topology and identify influential users. Google's PageRank, as a successful search algorithm in the World Wide Web, turns out to be less effective in networks of people. We thus devise an adaptive and parameter-free algorithm, the LeaderRank, to quantify user influence. We show that LeaderRank outperforms PageRank in terms of ranking effectiveness, as well as robustness against manipulations and noisy data. These results suggest that leaders who are aware of their clout may reinforce the development of social networks, and thus the power of collective search.

Many people talk about the decline of the work ethic. In reality, it is not the work ethic which has declined. Rather, it is leaders who have failed. Leaders have failed to instill vision, meaning and trust in their followers. They have failed to empower them. Regardless of whether we're looking at organizations, government agencies, institutions or small enterprises, the key and pivotal factor needed to enhance human resources is leadership.