February 2025
Behavioral Science & Policy
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February 2025
Behavioral Science & Policy
October 2023
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1 Read
Behavioral Science & Policy
March 2023
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115 Reads
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1 Citation
Academy of Management Learning and Education
October 2022
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1,853 Reads
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153 Citations
The Academy of Management Annals
April 2022
Behavioral Science & Policy
February 2022
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156 Reads
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23 Citations
Journal of Leadership & Organizational Studies
Academics have lamented that practitioners do not always adopt scientific evidence in practice, yet while academics preach evidence-based management (EBM), they do not always practice it. This paper extends prior literature on difficulties to engage in EBM with insights from behavioral integrity (i.e., the study of what makes individuals and collectives walk their talk). We focus on leader development, widely used but often critiqued for lacking evidence. Analyzing 60 interviews with academic directors of leadership centers at top business schools, we find that the selection of programs does not always align with scientific recommendations nor do schools always engage in high-quality program evaluation. Respondents further indicated a wide variety of challenges that help explain the disconnect between business schools claiming A but practicing B. Behavioral Integrity theory would argue these difficulties are rooted in the lack of an individually owned and collectively endorsed identity, an identity of an evidence-based leader developer (EBLD). A closer inspection of our data confirmed that the lack of a clear and salient EBLD identity makes it difficult for academics to walk their evidence-based leader development talk. We discuss how these findings can help facilitate more evidence-based leader development in an academic context.
May 2021
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360 Reads
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30 Citations
The Academy of Management Annals
April 2021
Behavioral Science & Policy
August 2020
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137 Reads
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1 Citation
Academy of Management Proceedings
April 2020
Behavioral Science & Policy
... For instance, authoritative leaders were described as being high on self-esteem and empathy (Drzewiecka & Roczniewska, 2018;Goleman, 2000). Since the turn of the millennium, an enormous number of novel leadership classifications have been developed, but substantial criticisms have been levied both at individual frameworks of leadership styles and at leadership categorization as a whole, from the standpoint of statistical misspecification and imprecise construct definition and measurement (Fischer & Sitkin, 2023). ...
October 2022
The Academy of Management Annals
... In the continuously changing environment of education, the responsibilities of school administrators go beyond mere administrative tasks to becoming crucial facilitators of academic quality and student success [1]. Among the various facets of effective school leadership, communication competency stands out as a critical skill that influences various educational outcomes [2]. ...
February 2022
Journal of Leadership & Organizational Studies
... As part of this development, we also aimed to examine whether propensity to trust and other-focused trust were differently associated with measures that have been previously shown to be related to trust. Previous research has shown that trust is associated with a range of personality traits (De Jong et al., 2016), as assessed by the Big Five Personality Inventory (Evans and Revelle, 2008), life satisfaction (Abbott et al., 2016), and personal self-esteem (Bao et al., 2016). For instance, perceived trustworthiness (other-focused trust) has been shown to be positively correlated with agreeableness and with conscientiousness (Evans and Revelle, 2008). ...
January 2016
Academy of Management Proceedings
... Self-awareness is fundamentally defined as the ability to perceive oneself clearly (Eurich, 2018), involving the capacity to become the focus of one's attention. Recent literature (Carden et al., 2022;Chon & Sitkin, 2021;Eurich, 2018;Rasheed et al., 2019) suggests that self-awareness can be understood through content and process dimensions. ...
May 2021
The Academy of Management Annals
... 7 (Gustafsson et al., 2021). Trust researchers also agree that distrust and trust are two different constructs, not ends of the same continuum, and that they develop differently (Guo et al., 2017;Sitkin and Bijlsma-Frankema, 2018). This is not irrelevant in OI, where relationships may break, and reputational effects are not solely positive. ...
March 2018
... In light of this situation, recent research calls for new work to revisit, specify, and extend existing models of trust by taking a richer and more processual perspective on trust (e.g. Dirks & de Jong, 2022;Searle et al., 2018;van der Werff et al., 2019). Moreover, recent work increasingly stresses that the assessment of trustworthiness and trust are context-dependent (Baer & Colquitt, 2018;Moore et al., 2023). ...
March 2018
... Adopting this approach, RTL is considered to exist independent of the context. Most studies on RTL focus on the individual level and explore individual psychological considerations without attending to variations in temporal, spatial, and socio-cultural contexts (e.g., Chon et al., 2020). The second approach involves treating context as fundamental in dynamically shaping RTL. ...
August 2020
Academy of Management Proceedings
... Several approaches are suggested for providing and ensuring meaning creation in the workplace, especially in leadership as such [14,15] and employee empowerment through participatory leadership and intrapreneurship [16]. Leadership and sensemaking are connected to moral legitimacy and the sacred, highlighting interdependencies [17]. ...
August 2019
Academy of Management Discoveries
... Google). The significance of collective forms of leadership will only increase in future as organizations adopt a dynamic approach to leadership processes (Ashford & Sitkin, 2019). Organizational commitment has been significantly associated with the turnover intention of employees (Ekhsan, 2019). ...
February 2019
The Leadership Quarterly
... Despite this recognition, few studies on populism have investigated charismatic leadership from the followers' perspective. Existing research often relies on researcher ratings (Pappas, 2016), expert surveys (Hawkins, 2011), popularity indexes (Donovan, 2021;Michel et al., 2020;van der Brug & Mughan, 2007), or interviews (Favero, 2022;McDonnell, 2016 Conceptual challenges persist, however, as charisma is frequently studied through ill-defined, overlapping, or theoretically inconsistent dimensions (Antonakis et al., 2016;van Knippenberg & Sitkin, 2013). To address these issues, it is crucial to analyse charisma attribution as a cognitive and emotional process within a well-defined theoretical and methodological framework. ...
June 2013
The Academy of Management Annals