Robert G. Lord’s research while affiliated with Durham University and other places

... Our process perspective applies that authenticity and AL are better conceptualized in state than trait terms. Figures 1-3 put all the components we discussed into a comprehensive context that changes as identity activation changes throughout a workday as individuals address different events, interact with others, and fulfill different social roles (Nieberle, Acton, Braun, Lord, & Fu, 2023;Ryan & Ryan, 2019). These variations would likely also create variation in a leader's active self-identities, regulatory strategies, and authenticity. ...

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Rethinking authentic leadership: An alternative approach based on dynamic processes of active identity, self-regulation, and ironic processes of mental control

... Third, our study contributes to the literature on expectations by linking this topic to a significant feature of modern work environments: objectification. In today's fast-paced, unpredictable, and profit-driven business landscape (Belmi & Schroeder, 2021;Zhang et al., 2023), objectification has emerged as a prevalent phenomenon. Given that the effects of workplace expectations vary across industries such as military and education (Kierein & Gold, 2000;McNatt, 2000), numerous scholars have advocated for the investigation of these expectations in diverse work contexts Li et al., 2022;Tierney & Farmer, 2004). ...

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Overwhelmed by expectations? Exploring the curvilinear effects of leaders’ creativity expectations?

... • Individualized Consideration: Transformational leaders recognize that each employee has unique needs and aspirations. They provide personalized support and mentorship, fostering individual growth while aligning personal goals with organizational objectives (Avolio et al. 2022). The concept of transformational leadership has evolved through various theoretical frameworks. ...

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The Role of Transformational Leadership in Improving Organisational Performance: A Human Resource Management Perspective

... Participants were first asked to describe an example of their proactivity at work. This procedure is to activate their episodic memory associated with specific events, which can elicit reflections on behaviors that occurred and thus yield more accurate ratings (e.g., Hansbrough et al. 2021;Shondrick et al. 2010). Then, they were asked to complete measures on wise proactivity, taking charge, and the antecedents. ...

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Wise Proactivity: Antecedents, Outcomes, and a Mechanism

... Facilitating, is viewed as the creative woman leader focuses on fostering the creativity of employees; directing, highlighted as the creative woman leader focuses on realising her creative vision through the work of employees, and integrating, is defined as the creative woman leader focuses on synthesising her creative work with the heterogeneous creative work of other organisational members. However, little convergence is expected between creativity and leadership in facilitating contexts, where there is limited need for creative contributions by the woman leader (Epitropaki, Mueller, & Lord, 2019). Mainemelis et al. (2015) further observe that research into leadership by women undertaken in traditional work settings often fails to capture the unique aspects of leadership by women in the more fluid creative industries. ...

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Concepts of creative leadership of women leaders in 21st century

... Importantly, our work suggests that these contextual factors should hold greater influence when central leader-specific information is lacking or unclear. Given that implicit leadership theories vary across individuals (Offermann, Kennedy, and Wirtz 1994), there is also the question of whether distinct environmental features vary in their importance across cultures in leader prototype activation (Lord et al. 2020). Thus, scholars should pursue this future research direction so that the conditions under which other environmental factors, in addition to environmental awe, can promote charisma attributions (and beyond) can be identified. ...

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The Backdrop of Leadership: How Environmental Awe Influences Charisma Attributions

... On the one hand, narcissism predicts quicker career advancement (e.g., Rovelli & Curnis, 2021;Wille et al., 2019) and leader emergence (e.g., Grijalva et al., 2015;Nevicka et al., 2011) while narcissistic leaders are also more likely to be seen as charismatic than their less narcissistic counterparts (Galvin et al., 2010). On the other hand, narcissism has been linked to adverse outcomes because it undermines people's own performance at work (e.g., Judge et al., 2006) while also causing harm to the people they are working with (e.g., Braun et al., 2019;O'Boyle et al., 2012) and the organization as a whole (e.g., O'Reilly et al., 2018). ...

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Reciprocal Relationships Between Narcissism and Agentic Versus Communal Work Activities Across the First 6 Years of the Career

... However, scholarly research has highlighted a tenuous relationship between creativity and leadership (Epitropaki, Mueller & Lord, 2018;Mainemelis, Kark & Epitropaki, 2015). ...

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Creative and leader identities in conflict: Reconciling the artist and the leader within

... Teachers make their decisions about whether they are fit for leadership roles by considering environmental, cognitive, and individual factors (Medvedeff & Lord, 2007). Environmental factors such as the role ambiguity that leaders may experience and teachers' leadership prototypes (i.e., expectations and assumptions about characteristics that leaders should have and practices that they should perform) can be influential in such assessments (Acton et al., 2019). Teachers usually abstain from leadership roles when facing uncertainties (Hameiri et al., 2014). ...

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The influence of perceived role ambiguity and school leadership prototypes on teachers’ anxiety about school leadership: The mediating role of leadership self-efficacy

... We define PBE as the recruiters' perceptions about the value of a job candidate's personal brand, derived from its appeal, differentiation, and recognition. Furthermore, we draw upon the competence-based view on careers, which suggests that individuals develop three career competencies: knowing-why (Why do I work?), knowinghow (How do I work?), and knowing-whom (With whom do I work) (DeFillippi & Arthur 1994;Guan et al. 2019). Linking such a view on careers to PBE, we build on Gorbatov and associates (2021, p. 508) who argued that knowingwhy reflects the candidate's desired professional identity and image (i.e., brand appeal), knowing-how enables the candidate to establish the points of parity and differentiation in a professional field (i.e., brand differentiation), while knowing-whom comprises the candidate's communication and engagement strategy to bolster recognizability in their professional field (i.e., brand recognition). ...

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The effects of personal brand equity on hiring recommendation: why, how, when…?