Jay A Conger

Claremont McKenna College | CMC · Department of Psychology

Research confirms the adage showing a linkage between superior human capital management practices and superior organizational performance. However, research also suggests that boards lack both the human resource (HR) information and expertise, and consistently fail to get them from outside experts, their human resource systems, and HR executives. O...

This chapter is dedicated to featuring new ways of thinking about HR from eight academic leaders in the HR field, including John Boudreau, Wayne Cascio, Denver, Jay Conger, Ed Lawler, David Lewin, Dave Ulrich, Al Vicere, and Theresa Welbourne. These thought leaders prepared their contributions to this book independently, and their views are their o...

At the individual level of analysis, empowerment is ultimately experienced when followers engage in effective self-leadership where self-leadership is defined as a process through which people influence themselves to achieve the self-direction and self-motivation needed to perform. The empirical evidence on empowerment suggests that it has a powerf...

Few corporations have in place the sophisticated processes that can groom managers and executives to lead successfully across countries and cultures. Most have failed to build rigorous and standardized performance management systems to assess their leadership talent across the globe. Few organizations have true global leadership pools supported by...

This article examines the theories and research on character and leadership by the authors in the Special Issue on “Defining and Measuring Character in Leadership” (Thompson & Riggio, 2010). It explores the variety of definitions and frameworks and identifies similarities across them. We note that the dominant foundations of the frameworks are tran...

Companies have long been interested in identifying high-potential employees, but few firms know how to convert top talent into game changers — people who can shape the future of the business. Doug Ready, Jay Conger, Linda Hill and Emily Stecker have found the ‘X factors’ that can make your high-potential list into a strong competitive advantage.

As part of an ongoing research program on charismatic leadership, Conger and Kanungo (1994) developed and tested a questionnaire to measure the perceived behavioural dimensions of charismatic leadership as proposed in their model (1987, 1988). This article reports on further analyses of the dimensionality and validity of the Conger‐Kanungo‐scale. I...

]Critical to the success of a high performance board is the ability of its directors to share leadership and to work as a dynamic team. Yet historically boardrooms have proven to be one of the most difficult places to build an effective team. Numerous factors work against boards operating as teams such as the small amount of time directors have tog...

Previous distance-related theories and concepts (e.g., social distance) have failed to address the sometimes wide disparity in perceptions between leaders and the teams they lead. Drawing from the extensive literature on teams, leadership, and cognitive models of social information processing, the authors develop the concept of leader-team perceptu...

"This war for talent is like nothing we've ever seen before," write the authors, who have spent decades studying talent management and leadership development. Recently they interviewed executives at more than 20 global companies to identify strategies for attracting talent in developing economies - where, they learned, brand, opportunity, purpose,...

Edwin Locke contributed a chapter to the critique section of Craig Pearce and Jay Conger's (2003a) edited book, Shared Leadership: Reframing the Hows and Whys of Leadership, published by Sage. In this letter exchange, they continue their dialogue on this important topic. They focus in particular on clarifying what each means by “shared leadership”...

This article examines the critical role that on-boarding processes play in the successful development of executive leadership talent. It is based on an in-depth case analysis of one organization's sophisticated on-boarding intervention. Specifically, we explore the potential of these interventions both to pre-empt leadership failures and to acceler...

Despite the great sums of money companies dedicate to talent management systems, many still struggle to fill key positions - limiting their potential for growth in the process. Virtually all the human resource executives in the authors' 2005 survey of 40 companies around the world said that their pipeline of high-potential employees was insufficien...

Edwin Locke contributed a chapter to the critique section of Craig Pearce and Jay Conger's edited book, Shared Leadership: Reframing the Hows and Whys of Leadership (Sage, 2003a). In this letter exchange, they continue their dialogue on this important topic. They focus in particular on clarifying what each means by “shared leadership” and on what s...

When we think of leadership and its development, we often assume that it belongs in the 'black box' category of life's phenomena—something that is complex and mysterious and therefore largely un- fathomable. Contrary to this popular opinion, how- ever, we know a great deal about what lies inside this particular black box. As a matter of fact, the l...

Despite their widespread use, leadership competency models are not flawless.

In recent years, leaders at such high-profile companies as Xerox, Procter & Gamble, Lucent, Coca-Cola and Mattel have flamed out early in their tenures. Why did such promising and previously successful individuals fail so quickly in the CEO role? And why is such failure happening today with relatively high frequency? The individuals in charge bear...

Se examinan una serie de empresas con visión de futuro, que han desarrollado un proceso que se denomina "gestión de la sucesión". Basándose en sus experiencias, se exponen cinco reglas para la organización de un sistema de gestión de la sucesión que permita crear un proceso constante y fiable de producción de talento de liderazgo

Why do so many newly minted leaders fail so spectacularly? Part of the problem is that in many companies, succession planning is little more than creating a list of high-potential employees and the slots they might fill. It's a mechanical process that's too narrow and hidebound to uncover and correct skill gaps that can derail promising young execu...

One of the most popular management development tools in use today is the 360-degree assessment instrument. In recent years, however, its popularity has led to uses beyond its original application for management development. In particular, 360-degree assessment is now replacing the traditional performance appraisal. This trend toward multiple uses--...

Action learning and multi-rater feedback are today among the most widely used interventions for leadership development. Despite their popularity, the authors believe that both have been poorly deployed. For example, while grounded in real company issues, action-learning formats often fail to provide the multiple learning experiences necessary to de...

All those years ago: The historical underpinnings of shared leadership The purpose of this book is to articulate a model of a particular form of leadership—shared leadership—and to stimulate future research on this poorly understood form of leadership. We define shared leadership as a dynamic, interactive influence process among individuals in grou...

A landscape of opportunities: Future research on shared leadership Though this volume conveys the impression of significant progress in our understanding of the dynamics of shared leadership, we would argue that the field is still in its infancy. Like other fledgling fields, the initial research on shared leadership was shaped by a pioneering but s...

Shared Leadership: Reframing the Hows and Whys of Leadership brings together the foremost thinkers on the subject and is the first book of its kind to address the conceptual, methodological, and practical issues for shared leadership. Its aim is to advance understanding along many dimensions of the shared leadership phenomenon: its dynamics, modera...

Companies have, and new ideas still largely in the proposal stage may lead to further progress. Looking ahead, greater concern for multiple stakeholders may some day have a major impact on board practices and structure. The article shows that boards must have three key ingredients in order to be effective: knowledgeable members, up-to-date, company...

A rubber-stamp board serves everyone—especially the CEO—poorly.

In this chapter, we propose a theory of perceptual distance and its implications for team leadership and team outcomes. Perceptual distance is defined as the variance in the perceptions of the same social stimulus, which in this case, is either a team leader's behavior or the team's behavior. The general research question that we will address is, “...

On the basis of the current theories of charismatic leadership, several possible follower effects were identified. It is hypothesized that followers of charismatic leaders could be distinguished by their greater reverence, trust, and satisfaction with their leader and by a heightened sense of collective identity, perceived group task performance, a...

On the basis of the current theories of charismatic leadership, several possible follower effects were identified. It is hypothesized that followers of charismatic leaders could be distinguished by their greater reverence, trust, and satisfaction with their leader and by a heightened sense of collective identity, perceived group task performance, a...

Executive education is changing. As we move into the 21st century, numerous forces are causing a transformation in not only its delivery but also its purpose. According to executives from 25 global firms, executive education will be more directly geared to making leadership and change management work. We describe shifts in six areas: learning needs...

The pervasiveness of transformational and charismatic leadership in recent academic and practitioner writings is striking, indeed. In Part I, we described this as a "remarkable flowering... over the last decade-and-a-half or so." Given this pervasiveness and flowering, an assessment is certainly in order. One way of doing this is through a literatu...

Over the last decade and a half, the topic areas of charismatic and transformational leadership in organizational settings have undergone a significant evolution in terms of both theory development and empirical investigations. As a result, our knowledge about these leadership forms has deepened, and there are several dominant theories that are now...

Over the last decade and a half, the topic areas of charismatic and transformational leadership in organizational settings have undergone a significant evolution in terms of both theory development and empirical investigations. As a result, our knowledge about these leadership forms has deepened, and there are several dominant theories that are now...

Discusses why qualitative methods must play a central role in leadership research. One qualitative method that has been underutilized in leadership research–observation is included. The author discusses his own experiences employing observation methods in several research projects. A discussion of the challenges of managing the volumes of data gene...

Over the last two decades, the Center for Effective Organizations has been studying organizations considered to be leaders in the field of boardroom appraisals. Based on the studies conducted by the Center, this article first describes the positive outcomes that occur when CEO evaluations are implemented well and looks at what is needed for a board...

Business today is largely run by teams and populated by authority-averse baby boomers and Generation Xers. That makes persuasion more important than ever as a managerial tool. But contrary to popular belief, the author asserts, persuasion is not the same as selling an idea or convincing opponents to see things your way. It is instead a process of l...

Rare is the company that does not periodically review the performance of its staff, business units, and suppliers. But rare, as well, is the company that does such a review of one of its most important contributors--its board of directors. Reviewing a board's performance is not an easy proposition: it has to be done by the members themselves, peopl...

Recent interest in the charismatic leadership role of managers in organizations calls for the identification and measurement of perceived behavior characteristics of such leadership. This article reports on the development of a questionnaire measure of the perceived behavioral dimensions of charismatic leadership proposed by the Conger and Kanungo...

We present a new method of modeling the output conductance dispersion of GaAs MESFET's. High frequency model parameters are extracted and then used to model high frequency output conductance over a wide range of bias conditions. The model is then used to simulate and analyze the effect of output conductance dispersion on the performance of DCFL and...

Max Weber's conceptualization of charismatic authority as a force for change has had a profound influence on the ideas and research of social scientists for several decades. The article explores the impact of Weber's conceptualization upon one particular group of researchers-the organizational behaviorists. Starting in the 1970s, they began to form...

Argues that much of what has been called leadership training and development is based on the requirements of previous decades, not necessarily on the upcoming challenges of the 1990s. To meet the demands of a changing marketplace, future leaders will have to become strategic opportunists, globally aware, and capable of managing highly decentralized...

As we prepare to enter the twenty-first century, there are two forces whose accelerating pace will alter fundamentally how organizations will be effectively led. They are: (1) dramatically heightened competitive pressures and (2) significant changes in the backgrounds and needs of employees. This article examines the critical competencies that will...

Executive Overview “Altruism” is a word rarely associated with the world of business. After all, the game of business is played in a competitive arena and hence few expect business people to be altruistic. The path to profits, it is widely believed, is not paved with caring concern but with Darwinian cleverness. Add to these expectations a North Am...

Outdoor adventures are part of the curriculum, as are exercises that put participants 'in touch with their emotions.'' Popularly called ''personal growth training,'' this approach is being enthusiastically embraced as the ''latest'' in leadership development. As an outgrowth of the humanist psychology movement of the 1960s and 1970s, the basic obje...

A power law model for the GaAs MESFET is presented. It is shown that the model is applicable to MESFETs with high or low pinch-off voltages by simply varying the exponent of the power law term. The model parameters are quickly and easily obtained by a straightforward characterization process. The model was implemented in a GaAs integrated circuit s...

The paper explores charismatic leadership as a new dimension. A three stage model to understand the charismatic leader's influence process in organisations is proposed. Stage 1 is that of evaluation of status quo, Stage 2 that of formulation of organisational goals, and Stage 3 is the means of achieving these goals. In all stages, the essential and...

Examined a behavioral model by J. A. Conger and R. N. Kanungo (see record 1988-12397-001) for studying charismatic leadership in organizational settings. 121 employees completed questionnaires based on the model. Results suggest that charismatic leadership can be studied as a dimension of leadership much like task or consideration roles. Results a...

While we have learned a great deal about the necessity of strategic vision and effective leadership, we have overlooked the critical link between vision and the leader's ability to powerfully communicate its essence. In the future, leaders will not only have to be effective strategists, but rhetoricians who can energize through the words they choos...

In this new book, Jay A. Conger reveals how the charismatic leader's qualities of creativity, inspiration, unconventionality, vision, and risk-taking can help bring about radical change in organizations damaged by long periods of inertia - and shows why we need charismatic leadership now more than ever before. Drawing on findings from organizationa...

Charisma is a Greek word meaning gift. It is presumed to be characterized by some mystical qualities of leadership divinely bestowed upon rare persons. Recently, Kanungo and Conger have attempted to “strip the aura of mysticism” from charisma by proposing a model that deals with charismatic leadership within organizations strictly as a behavioural...

Despite increasing attention on the topic of empowerment, our understanding of the construct and its underlying processes remains limited. This article addresses these shortcomings by providing an analytical treatment of the construct and by integrating the diverse approaches to empowerment found in both the management and psychology literatures. I...

The authors present experimental data that show that the drain-to-source voltage dependence of the subthreshold current in GaAs MESFETs is determined by the variation of threshold voltage with drain-source voltage and not by Schottky-barrier lowering. This model, incorporating gate-to-drain and gate-to-source diode currents, is shown to be in good...

Gallium arsenide (GaAs) source-coupled FET logic (SCFL) circuits have demonstrated a wide range of tolerance to threshold voltage and a partial immunity to temperature variation. A complete SCFL implementation including the voltage reference circuit for both high-speed and low-power applications is described

influence process model of leadership / stage one: charisma and sensitivity to the environmental context stage two: charisma and the future vision stage three: achieving the vision personal power and charisma charisma as a constellation of behaviors implications for research and practice (PsycINFO Database Record (c) 2012 APA, all rights...

Despite increasing attention on the topic of empowerment, our under-standing of the construct and its underlying processes remains limited. This article addresses these shortcomings by providing an analytical treatment of the construct and by integrating the diverse approaches to empowerment found in both the management and psychology literatures....

review Kelman's (1958) theory on social influence processes and deduce from it hypotheses concerning a differential use of social influence processes by socialized and personalized leaders [review] the work of McClelland and his colleagues on the power motive and deriving hypotheses concerning the two types of charismatic leadership based on a di...

Charismatic leadership has been largely overlooked by organizational theorists. In part, the problem can be attributed to the lack of a systematic conceptual framework Drawing from political science, sociology, and social psychology, this paper addresses the problem by proposing a model linking organizational contexts to charismatic leadership. A s...

The book opens with an Introduction, which explains the rationale for studying charismatic leadership as well as the problems for prospects involved in its study. The chapters that follow are divided into four parts. Part One delves into the nature and dynamics of charismatic leadership. Examining theory and empirical research, this section's autho...

purpose . . . is to address the importance of altruistic behavior in organizations, to explore the reasons for its neglect [in the organizational behavior literature], and to offer a tentative framework for identifying, describing, and understanding the phenomenon (PsycINFO Database Record (c) 2012 APA, all rights reserved)

My purpose in undertaking this book is to penetrate the mystery of charisma and help us see its shape and form. More precisely, I hope to accomplish the following objectives: to outline the behavior that appears to distinguish charismatic leaders from others; to discover how this constellation of behavior, when taken together, creates the perceptio...

The qualities that make leaders great can also cause their downfall. Success and self-confidence often breed narcissism and a sense of infallibility. Jay A. Conger is a professor of organisational behaviour at London Business School. Recent corporate scandals have highlighted the dangers and temptations that come with power. Narcissistic leaders ca...

Traducción de: Building Leaders Sobre la base de la investigación en diez organizaciones norteamericanas, los autores buscan identificar los principales enfoques educativos para el liderazgo que dichas instituciones ponen en práctica tales como el desarrollo de destrezas y la preparación individual de los ejecutivos.

Thesis (D.B.A.)--Harvard University, 1985. Includes bibliographical references (leaves 329-337). Photocopy.

Traducción de: The charismatic leader: behind the mystique of exceptional leadership Incluye bibliografia e índice