Managing for the common good: Prosocial leadership.
ABSTRACT Leadership is a pervasive, public construct. Leadership, for practical and theoretical description, is systematic, purposeful influence. Leadership theories have focused on what leaders are like (personality or trait-based approaches), what leaders say(charismatic), what leaders do (style-based), and when leaders do it (contingency theories). While the implicit, accompanying message to any leadership theory is that the leader needs to produce results, less has been studied or written concerning the leader's specific, articulated and accepted aspirations and the social value or valence of these aspirations. More important, what and whose results matter most in the analysis? Should the results please the leader or his or her followers? The public or the leader's organization? While we have developed a cult of leadership, we have also developed leadership models that can be used to produce and to explain leadership's banal or evil side. We offer approaches to leadership that can lead us to hell. Leadership entails risk, change and accountability. A person engaging in systematic, purposeful influence behavior must be willing to accept accountability for his or her decisions and actions. A good leader places the concerns of followers and customers ahead of the leader's own interests. A good leader is prosocial. This article looks at prosocial leadership across organizations. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
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ABSTRACT: Community-based natural resource management (CBNRM) institutions are challenged with finding common ground as a basis for action among diverse resource users and stakeholders. Establishing and maintaining institutional credibility within their regions, catchments, communities and among their membership is fundamental to overcoming the challenge. So too is applying appropriate institutional and governance structures and appointing appropriate leaders. Drawing on triangulated case study data collected over a 12-month period using multiple methods, this paper examines the influence of institutional credibility and leadership on the functioning, decision-making and governance of two CBNRM institutions in Queensland, Australia. The paper shows that stakeholders have very different expectations of what makes a CBNRM institution credible. Satisfying the multiple expectations requires CBNRM institutions to incorporate diverse stakeholder representation, assert their legitimacy and demonstrate accountability, transparency, fairness and justice. The paper also draws attention to the value and importance of appointing inspirational leaders who focus on encouraging followers to pursue collective goals. Comparing the merits and constraints of appointing average Joes versus community elites to the Boards of CBNRM institutions, the paper highlights the urgent need for community-based natural resource governance and inspirational leadership education and training programs to improve the availability and quality of CBNRM leadership in rural Australia. Since combining credible CBNRM institutions with inspirational leaders does not necessarily equate to sustainable on-ground NRM outcomes, it is critical that the education and training programs emphasise the importance of monitoring and evaluating the improvements in decision-making processes and in decision outcomes.Regional Environmental Change 03/2008; 8(1):15-29. DOI:10.1007/s10113-007-0042-4 · 2.26 Impact Factor
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ABSTRACT: This study developed and tested a theory-based measure of authentic leadership using five separate samples obtained from China, Kenya, and the United States. Confirmatory factor analyses supported a higher order, multidimensional model of the authentic leadership con-struct (the Authentic Leadership Questionnaire [ALQ]) comprising leader self-awareness, rela-tional transparency, internalized moral perspective, and balanced processing. Structural equation modeling (SEM) demonstrated the predictive validity for the ALQ measure for important work-related attitudes and behaviors, beyond what ethical and transformational leadership offered. Finally, results revealed a positive relationship between authentic leadership and supervisor-rated performance. Implications for research and practice are discussed.Journal of Management 03/2008; 34(1):89-126. DOI:10.1177/0149206307308913 · 6.86 Impact Factor