A configurational approach to leadership behavior through archetypal analysis.

The behavioral approach to leadership, which has introduced leadership styles, has been of great importance to the leadership field. Despite its importance, scholars have recently argued and demonstrated that these styles have various conceptual, methodological, and empirical limitations that could hamper further development of the leadership field. Consequently, they have called for alternative approaches to study leadership.

Reaching the top but not feeling on top of the world: Examining women's internalized power threats.

More and more women are breaking the glass ceiling to obtain positions of power. Yet with this rise, some women experience threats to their power. Here we focus on women's perceived threats to the stability of their power and the degree to which women feel they do not deserve their power positions, as reflected in their impostor feelings.

The pandemic that shocked managers across the world: the impact of the COVID-19 crisis on leadership behavior.

In March 2020, the COVID-19 virus turned into a pandemic that hit organizations globally. This pandemic qualifies as an exogenous shock. Based on the threat-rigidity hypothesis, we hypothesize that this shock led to an increase in directive leadership behavior.

Leading and Working From Home in Times of COVID-19: On the Perceived Changes in Leadership Behaviors.

Due to the COVID-19 crisis, managers and employees in many organizations suddenly are forced to work from home. Although working from home (WFH) is not a new phenomenon, it is new in its current scale and scope because of COVID-19. Against this background, we investigate the effect of WFH during the COVID-19 crisis on changes in leadership behaviors, and associated changes in perceived manager quality and productivity, at different hierarchical levels in organizations.

Relating Cultural Distance to Self-Other Agreement of Leader-Observer Dyads: The Role of Hierarchical Position.

Multisource feedback is important for leadership development and effectiveness. An important asset of such feedback is that it provides information about the self-other agreement between leaders and observers. Self-other agreement relates to several positive individual, dyadic, and organizational outcomes.

Contextualizing the Impostor "Syndrome".

The impostor "syndrome" refers to the notion that some individuals feel as if they ended up in esteemed roles and positions not because of their competencies, but because of some oversight or stroke of luck. Such individuals therefore feel like frauds or "impostors." Despite the fact that impostor feelings are often linked to marginalized groups in society, to date, research predominantly approaches this phenomenon as an issue of the individual: pointing toward individuals for the roots and solutions of the "syndrome.

Gender Differences in How Leaders Determine Succession Potential: The Role of Interpersonal Fit With Followers.

This paper examined the existence of gender differences in the degree to which leaders' perceptions of successor potential is influenced by interpersonal fit. In Study 1 ( = 97 leaders,  = 280 followers), multi-source field data revealed that for male leaders, ratings of followers' potential as successors were positively related to interpersonal fit, measured by the degree to which followers' saw their leadership as being close and interpersonal (i.e.

Power Affects Sexual Assertiveness and Sexual Esteem Equally in Women and Men.

Common stereotypes hold that men and women differ strongly in their attitudes toward sex and that such differences are amplified by social power. In contrast, an emerging literature suggests that social power affects both sexes similarly, thus potentially attenuating differences between the sexes. Four samples obtained in the Netherlands, the U.

The Facial Appearance of CEOs: Faces Signal Selection but Not Performance.

Research overwhelmingly shows that facial appearance predicts leader selection. However, the evidence on the relevance of faces for actual leader ability and consequently performance is inconclusive. By using a state-of-the-art, objective measure for face recognition, we test the predictive value of CEOs' faces for firm performance in a large sample of faces.

To Have Control Over or to Be Free From Others? The Desire for Power Reflects a Need for Autonomy.

The current research explores why people desire power and how that desire can be satisfied. We propose that a position of power can be subjectively experienced as conferring influence over others or as offering autonomy from the influence of others. Conversely, a low-power position can be experienced as lacking influence or lacking autonomy.

Influence in times of crisis: how social and financial resources affect men's and women's evaluations of glass-cliff positions.

In two scenario-based studies, we found that women and men evaluate glass-cliff positions (i.e., precarious leadership positions at organizations in crisis) differently depending on the social and financial resources available.

Factors Relating to Managerial Stereotypes: The Role of Gender of the Employee and the Manager and Management Gender Ratio.

PURPOSE: Several studies have shown that the traditional stereotype of a "good" manager being masculine and male still exists. The recent changes in the proportion of women and female managers in organizations could affect these two managerial stereotypes, leading to a stronger preference for feminine characteristics and female leaders. This study examines if the gender of an employee, the gender of the manager, and the management gender ratio in an organization are related to employees' managerial stereotypes.

Power increases infidelity among men and women.

Data from a large survey of 1,561 professionals were used to examine the relationship between power and infidelity and the process underlying this relationship. Results showed that elevated power is positively associated with infidelity because power increases confidence in the ability to attract partners. This association was found for both actual infidelity and intentions to engage in infidelity in the future.

Differentiating social and personal power: opposite effects on stereotyping, but parallel effects on behavioral approach tendencies.

How does power affect behavior? We posit that this depends on the type of power. We distinguish between social power (power over other people) and personal power (freedom from other people) and argue that these two types of power have opposite associations with independence and interdependence. We propose that when the distinction between independence and interdependence is relevant, social power and personal power will have opposite effects; however, they will have parallel effects when the distinction is irrelevant.