Preferencje help
Widoczny [Schowaj] Abstrakt
Liczba wyników
2019 | 27 | nr 2 | 2--32
Tytuł artykułu

Managerial Discretion and Constraints : a Bounded Leadership Model

Warianty tytułu
Języki publikacji
Purpose: We propose and test a new leadership model. Our model is an extension of the leaderplex model which proposes that leader cognitive and social complexities are linked with leader effec tiveness indirectly, in a mediation scheme, through behavioral complexity. We enhance the leader plex model with a leader's degree of managerial discretion as the moderator of the links in this mediation format.

Methodology: We test our model with a moderated mediation approach (Baron-Kenny four-step procedure and Preacher-Hayes bootstrapping methods).

Findings: We use results of interviews with top leaders in Poland and demonstrate that a leader's managerial discretion is a moderator affecting the mediation scheme assumed in the leaderplex model.

Limitations: The sample size is only 29 leaders. To preserve the respondents' anonymity, their opinions were evaluated by only one researcher who interviewed them directly. The results may be country specific (Poland).

Originality: We define new boundary conditions for the leaderplex model by showing importance of a leader's real position (managerial discretion) in an organization. Specifically, we show that the nature of the relationships between the variables of interest will change when a leader operates in one physical environment (e.g., high managerial discretion) rather than another (e.g., low managerial discretion.(original abstract)
Opis fizyczny
  • Brock University, Kanada
  • Kozminski University
  • Ahearn, K.K., Ferris, G.R., Hochwarter, W.A., Douglas, C. and Ammeter, A.P. (2004). Leader political skill and team performance. Journal of Management, 30(3), 309-327,
  • Aiken, L.S., West, S.G. and Reno, R.R. (1991). Multiple Regression: Testing and Interpreting Interactions. Newbury Park: Sage Publications,
  • Ajzen, I. (1991). The theory of planned behavior. Organizational Behavior and Human Decision Processes, 50(2), 179-211,
  • Alban-Metcalfe, J. and Alimo-Metcalfe, B. (2013). Reliability and validity of the "leadership competencies and engaging leadership scale". International Journal of Public Sector Management, 26(1), 56-73,
  • Ammeter, A.P., Douglas, C., Gardner, W.L., Hochwarter, W.A. and Ferris, G.R. (2002). Toward a political theory of leadership. The Leadership Quarterly, 13(6), 751-796,
  • Antonakis, J., Bendahan, S., Jacquart, P. and Lalive, R. (2010). On making causal claims: A review and recommendations. The Leadership Quarterly, 21(6), 1086-1120,
  • Barker III, V. L., Patterson Jr, P. W. and Mueller, G. C. (2001). Organizational causes and strategic consequences of the extent of top management team replacement during turnaround attempts. Journal of Management Studies, 38(2), 235-269,
  • Baron, R.M. and Kenny, D.A. (1986). The moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistic, al considerations. Journal of Personality and Social Psychology, 51, 1173-1182,
  • Bass, B.M. (1985). Leadership and Performance Beyond Expectations. New York: Free Press. .
  • Bass, B.M. and Avolio, B.J. (2000). Multifactor Leadership Questionnaire: Manual Leader Form, Rater, and Scoring Key for MLQ. Redwood City, CA: Mind Garden.
  • Belasen, A. and Frank, N. (2008). Competing values leadership: Quadrant roles and personality traits. Leadership and Organization Development Journal, 29(2), 127-143,
  • Boal, K.B. and Hooijberg, R. (2000). Strategic leadership research: Moving on. The Leadership Quarterly, 11(4), 515-549,
  • Bruch, H. and Walter, F. (2007). Leadership in context: Investigating hierarchical impacts on transformational leadership. Leadership and Organization Development Journal, 28(8), 710-726,
  • Carmeli, A. and Halevi, M.Y. (2009). How top management team behavioral integration and behavioral complexity enable organizational ambidexterity: The moderating role of contextual ambidexterity. The Leadership Quarterly, 20(2), 207-218,
  • Clark, J.R., Murphy, C. and Singer, S.J. (2014). When do leaders matter? Ownership, governance and the influence of CEOs on firm performance. The Leadership Quarterly, 25(2), 358-372,
  • Crant, M.J. (2000). Proactive Behavior in Organizations. Journal of Management, 26(3), 435-462,
  • Denison, D.R., Hooijberg, R. and Quinn, R.E. (1995). Paradox and performance: Toward a theory of behavioral complexity in managerial leadership. Organization Science, 6(5), 524-540,
  • Dionne, S.D. et al. (2014). A 25-year perspective on levels of analysis in leadership research. The Leadership Quarterly, 25(1), 6-35,
  • Espedal, B. (2009). Maneuvering space for leadership. Journal of Leadership and Organizational Studies, 16(2), 197-212,
  • Federici, R.A. (2013). Principals' self-efficacy: Relations with job autonomy, job satisfaction, and contextual constraints. European Journal of Psychology of Education, 28(1), 73-86,
  • Fischer, T., Dietz, J. and Antonakis, J. (2017). Leadership process models: A review and synthesis. Journal of Management, 43(6), 1726-1753,
  • Fishbein, M. and Ajzen, I. (1975). Belief attitude, intention, and behavior: An introduction to theory and research. Reading, MA: Addison-Wesley. .
  • Hambrick, D.C. and Finkelstein, S. (1987). Managerial discretion: A bridge between polar views on organizations. In: L. Cummings and M. Staw (eds.), Research in organizational behavior, vol. 9: 369-406. Greenwich. .
  • Hart, S.L. and Quinn, R.E. (1993). Roles Executives Play: CEOs, Behavioral Complexity, and Firm Performance. Human Relations, 46(5), 543-574,
  • Hayes, A.F. (2015). An index and test of linear moderated mediation. Multivariate Behavioral Research, 50(1), 1-22.
  • Hayes, A.F. (2018). Partial, conditional, and moderated moderated mediation: Quantification, inference, and interpretation. Communication Monographs, 85(1), 4-40,
  • Hayes, A.F. and Rockwood, N.J. (2017). Regression-based statistical mediation and moderation analysis in clinical research: Observations, recommendations, and implementation. Behaviour Research and Therapy, 98, 39-57,
  • Heyler, S.G., Armenakis, A.A., Walker, A.G. and Collier, D.Y. (2016). A qualitative study investigating the ethical decision making process: A proposed model. The Leadership Quarterly, 27(5), 788-801,
  • Hoogh de, A.H. et al. (2004). Charismatic leadership, environmental dynamism, and performance. European Journal of Work and Organizational Psychology, 13(4), 447-471,
  • Hooijberg, R. (1996). A multidirectional approach toward leadership: An extension of the concept of behavioral complexity. Human Relations, 49(7), 917-946,
  • Hooijberg, R., Hunt, J.G. and Dodge, G.E. (1997). Leadership complexity and development of the leaderplex model. Journal of Management, 23(3), 375-408,
  • Hooijberg, R. and Quinn, R.E. (1992). Behavioral complexity and the development of effective managers. In: R.L. Phillips and J.G. Hunt (eds.), Strategic management: A multiorganizational- level perspective. New York: Quorum. .
  • Howell, J.P., Dorfman, P.W. and Kerr, S. (1986). Moderator variables in leadership research. Academy of Management Review, 11(1), 88-102,
  • Jacques, E. (1986). The Development of Intellectual Capability: A Discussion of Stratified Systems Theory. Journal of Applied Behavioral Science, 22(4), 361-383,
  • Johns, G. (2006). The essential impact of context on organizational behavior. Academy of Management Review, 31(2), 386-408,
  • Jung, D. I., Chow C. and Wu, A. (2003). The role of transformational leadership in enhancing organizational innovation: Hypotheses and some preliminary findings. The Leadership Quarterly, 14, 525-544,
  • Kellerman, B. (2012). The end of leadership. New York: Harper-Collins.
  • Kozminski, A.K. (2015). Bounded Leadership: Empirical Study of Polish Elite. Polish Sociological Review, 4(192), 425-453.
  • Kyndt, E. and Baert, H. (2015). Entrepreneurial competencies: Assessment and predictive value for entrepreneurship. Journal of Vocational Behavior, 90, 13-25,
  • Lawrence, K.A., Lenk, P. and Quinn, R.E. (2009). Behavioral complexity in leadership: The psychometric properties of a new instrument to measure behavioral repertoire. The Leadership Quarterly, 20(2), 87-102,
  • Leavitt, H.J. (2003). Why hierarchies thrive. Harvard Business Review, 81(3), 96-102. .
  • Litano, M.L., Major, D.A., Landers, R.N., Streets, V.N. and Bass, B.I. (2016). A meta-analytic investigation of the relationship between leader-member exchange and work-family experiences. The Leadership Quarterly, 27(5), 802-817,
  • Lussier, D.N. (2010). From solidarity to division: An analysis of Lech Wałęsa's transition to constituted leadership. The Leadership Quarterly, 21(5), 703-715,
  • Miller, D. (2002). Successful change leaders: what makes them? What do they do that is different? Journal of Change Management, 2(4), 359-368,
  • Mintzberg, H. (1983). Power in and around organizations. Englewood Cliffs, NJ: Prentice-Hall.
  • Neubert, M.J., Hunter, E.M. and Tolentino, R.C. (2016). A servant leader and their stakeholders: When does organizational structure enhance a leader's influence? The Leadership Quarterly, 27(6), 896-910,
  • Ng, K. Y., Ang, S. and Chan, K. Y. (2008). Personality and leader effectiveness: a moderated mediation model of leadership self-efficacy, job demands, and job autonomy. Journal of Applied Psychology, 93(4), 733-743,
  • Oc, B. (2018). Contextual leadership: A systematic review of how contextual factors shape leadership and its outcomes. The Leadership Quarterly, 29(1), 218-235,
  • Osborn, R.N., Hunt, J.G. and Jauch, L.R. (2002). Toward a contextual theory of leadership. The Leadership Quarterly, 13(6), 797-837,
  • Parker, S.K. and Collins, C.G. (2010). Taking Stock: Integrating and Differentiating Multiple Proactive Behaviors. Journal of Management, 36(3), 633-662,
  • Pereira, C.M. and Gomes, J.F. (2012). The strength of human resource practices and transformational leadership: impact on organisational performance. The International Journal of Human Resource Management, 23(20), 4301-4318,
  • Podsakoff, P.M., MacKenzie, S.B., Lee, J.Y. and Podsakoff, N.P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879-903,
  • Porter, L.W. and McLaughlin, G.B. (2006). Leadership and the organizational context: like the weather? The Leadership Quarterly, 17(6), 559-576,
  • Pounder, J.S. (1999). Organizational effectiveness in higher education: managerial implications of a Hong Kong study. Educational Management and Administration, 27(4), 389-400,
  • Preacher, K.J. and Hayes, A.F. (2004). SPSS and SAS procedures for estimating indirect effects in simple mediation models. Behavior Research Methods, Instruments, and Computers, 36(4), 717-731,
  • Preacher, K.J. and Hayes, A.F. (2008). Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models. Behavior Research Methods, 40, 879-891,
  • Preacher, K.J., Rucker, D.D. and Hayes, A.F. (2007). Addressing moderated mediation hypotheses: Theory, methods, and prescriptions. Multivariate Behavioral Research, 42(1), 185-227,
  • Quinn, R.E. (1984). Applying the Competing Values Approach to Leadership: Toward an Integrative Model. In: J.G. Hunt, R. Stewart, C. Schriesheim and D. Hosking (eds.), Managers and Leaders: An International Perspective. New York: Pergamon,
  • Quinn, R.E. (1988). Beyond Rational Management: Mastering the Paradoxes and Competing Demands of High Performance, San Francisco, CA: Jossey-Bass Inc.
  • Quinn, R.E. and Rohrbaugh, J. (1983). A spatial model of effectiveness criteria: towards a competing values approach to organizational analysis, Management Science, 29(3), 363-377,
  • Salancik, G. and Pfeffer, J. (1977). Constraints on administrator discretion: The limited influence of mayors on city budgets. Urban Affairs Quarterly, 12, 475-498,
  • Schilling, J. (2009). From ineffectiveness to destruction: A qualitative study on the meaning of negative leadership. Leadership, 5(1), 102-128,
  • Simon, H.A. (1957). A behavioral model of rational choice, in: Models of Man: Social and Rational. Mathematical Essays on Rational Human Behavior in a Social Setting. New York: Wiley.
  • Spangenberg, H.H. and Theron, C.C. (2001). Manual for the Leadership Behaviour Inventory: Guidelines for Administration, Scoring and Interpretation. Stellenbosch: University of Stellenbosch. .
  • Stentz, J.E., Clark, V.L. and Matkin, G.S. (2012). Applying mixed methods to leadership research: A review of current practices. The Leadership Quarterly, 23(6), 1173-1183,
  • Strang, S.E. and Kuhnert, K.W. (2009). Personality and leadership developmental levels as predictors of leader performance. The Leadership Quarterly, 20(3), 421-433,
  • Sturm, R.E., Vera, D. and Crossan, M. (2017). The entanglement of leader character and leader competence and its impact on performance. The Leadership Quarterly, 28(3), 349-366,
  • Tepper, B.J. (2000). Consequences of Abusive Supervision. Academy of Management Journal, 43, 178-190,
  • Waldman, D.A., Ramirez, G.G., House, R.J. and Puranam, P. (2001). Does leadership matter? CEO leadership attributes and profitability under conditions of perceived environmental uncertainty. Academy of Management Journal, 44(1), 134-143, .
  • Wang, P. and Rode, J.C. (2010). Transformational leadership and follower creativity: The moderating effects of identification with leader and organizational climate. Human Relations, 63(8), 1105-1128, .
  • Wangrow, D.B., Schepker, D.J. and Barker III, V.L. (2015). Managerial discretion: An empirical review and focus on future research directions. Journal of Management, 41(1), 99-135,
  • Yang, L.R., Yen, H.F. and Chiang, Y.F. (2012). A framework for assessing impacts of leadership competency on police project performance: Mediating role of job satisfaction and moderatingrole of project type. Policing: An International Journal of Police Strategies and Management, 35(3), 528-550,
  • Yukl, G. (1989). Managerial Leadership: A Review of Theory and Research. Journal of Management, 15(2), 251-289,
  • Zaccaro, S.J., Green, J.P., Dubrow, S. and Kolze, M.J. (2018). Leader individual differences, situational parameters, and leadership outcomes: A comprehensive review and integration. The Leadership Quarterly, 29, 2-43,
Typ dokumentu
Identyfikator YADDA

Zgłoszenie zostało wysłane

Zgłoszenie zostało wysłane

Musisz być zalogowany aby pisać komentarze.
JavaScript jest wyłączony w Twojej przeglądarce internetowej. Włącz go, a następnie odśwież stronę, aby móc w pełni z niej korzystać.