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2017 Leadership Research Trends & Insights White Paper

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Discover the top 10 Leadership Research trends and insights from 2017. Learn how you can improve your organizational success through these leadership tips.

Published in: Leadership & Management
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2017 Leadership Research Trends & Insights White Paper

  1. 1. To learn more, download the full whitepaper here. Top Leadership Research Trends & Insights IOatWork.com
  2. 2. IOatWork.com Read our free leadership white paper: Trends & Insights 2017: Leadership We’ve scoured the past few years of top-journal leadership research. Here are ten interesting takeaways we found.
  3. 3. Ethical leadership can have pitfalls. For some leaders, doing the right thing can lead to “ego depletion,” or running out of willpower, leading to employee abuse.
  4. 4. When leaders have poor sleep quality, it can increase “ego depletion,” which can lead to a higher likelihood of employee abuse.
  5. 5. Medium levels of narcissism are associated with the most effective leadership. Very low and very high levels of narcissism are associated with less effective leadership.
  6. 6. Transformational leadership may improve the moods of leaders who practice it, even more than other altruistic leadership styles would.
  7. 7. Charismatic leadership can lead to a climate for organizational learning. These leaders inspire trust through promotion of collective goals and cooperation.
  8. 8. Access the full leadership white paper for free: Trends & Insights 2017: Leadership Want to learn more? IOatWork.com or keep scrolling
  9. 9. Better connected leaders have more creative employees, regardless of how well connected the employees themselves were.
  10. 10. Framing situations as opportunities instead of threats helps increase creative performance among employees.
  11. 11. Leaders who use holistic or “big-picture” thinking and integrate different approaches can thrive in paradoxical situations. They do not rely on “one size fits all” approaches when faced with complexity or ambiguity.
  12. 12. Leaders who inspire positive attitudes see their teams experience an increase in information sharing and innovation.
  13. 13. The most effective leaders convey lots of vision (rich and vivid description of goals) but focus on only a few core values. In reality, leaders tend to do the opposite.
  14. 14. Want to learn more? IOatWork.com Access the full leadership white paper for free: Trends & Insights 2017: Leadership
  15. 15. 1) Lin, S., Ma, J., & Johnson, R. E. (2016). When ethical leader behavior breaks bad: How ethical leader behavior can turn abusive via ego depletion and moral licensing. Journal of Applied Psychology, 101(6), 815-830. doi:10.1037/apl0000098 2) Barnes, C. M., Lucianetti, L., Bhave, D. P., & Christian, M. S. (2015). "You Wouldn't Like Me When I'm Sleepy": Leaders' Sleep, Daily Abusive Supervision, and Work Unit Engagement. Academy of Management Journal, 58(5), 1419-1437. doi:10.5465/amj.2013.1063 3) Grijalva, E., Harms, P. D., Newman, D. A., Gaddis, B. H., & Fraley, R. C. (2015). Narcissism and Leadership: A Meta-Analytic Review of Linear and Nonlinear Relationships. Personnel Psychology, 68(1), 1-47. doi:10.1111/peps.12072 4) Lanaj, K., Johnson, R. E., & Lee, S. M. (2016). Benefits of transformational behaviors for leaders: A daily investigation of leader behaviors and need fulfillment. Journal of Applied Psychology, 101(2), 237-251. doi:10.1037/apl0000052 5) Berson, Y., Da'as, R., & Waldman, D. A. (2015). How Do Leaders and their Teams Bring about Organizational Learning and Outcomes? Personnel Psychology, 68(1), 79-108. doi:10.1111/peps.12071 6) Venkataramani, V., Richter, A. W., & Clarke, R. (2014). Creative benefits from wellconnected leaders: Leader social network ties as facilitators of employee radical creativity. Journal of Applied Psychology, 99(5), 966-975. doi:10.1037/a0037088 7) Naidoo, L. J. (2016). Leader opportunity versus threat verbal framing and nonverbal emotional expressions impact followers' creative performance. The Leadership Quarterly, 27(6), 869-882. doi:10.1016/j.leaqua.2016.06.001 8) Zhang, Y., Waldman, D. A., Han, Y., & Li, X. (2015). Paradoxical Leader Behaviors in People Management: Antecedents and Consequences. Academy of Management Journal, 58(2), 538-566. doi:10.5465/amj.2012.0995 9) Madrid, H. P., Totterdell, P., Niven, K., & Barros, E. (2016). Leader affective presence and innovation in teams. Journal of Applied Psychology, 101(5), 673-686. doi:10.1037/apl0000078 10) Carton, A. M., Murphy, C., & Clark, J. R. (2014). A (Blurry) Vision of the Future: How Leader Rhetoric about Ultimate Goals Influences Performance. Academy of Management Journal, 57(6), 1544-1570. doi:10.5465/amj.2012.0101 References

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