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The Leadership Quarterly Yearly Review for 2015: Advances in leadership theory and research
The Leadership Quarterly 26 (2015) 909
Contents lists available at ScienceDirect
The Leadership Quarterly journal homepage: www.elsevier.com/locate/leaqua
The Leadership Quarterly Yearly Review for 2015: Advances in leadership theory and research
The late professor James G. (Jerry) Hunt initiated the Yearly Review issue of The Leadership Quarterly in 2000, and it has served to stimulate high quality articles that have been at the cutting edge of the leadership field. The editors of the YR issue of LQ have traditionally sought a balance of articles from new and emerging scholars, in addition to those from well-established and well-known authors. With this issue, the 2015 Yearly Review, I hope that this tradition has been continued and that the five articles contained herein are seen as informative, interesting, and perhaps provocative (even if only to some degree) by readers, helping advance our understanding of leadership phenomena from scientific and applied points-of-view. This year's YR was not themed, with the intent being to focus on papers that develop and/or test potentially important new theory or theoretical developments and extensions in leadership and related domains. Manuscripts were sought that challenge the status quo, offer new approaches to old ways of thinking, or propose entirely new ways of thinking about leadership and leadership-related phenomena. There are a total of five articles in this YR, all of which were competitively selected. Because these articles have descriptive abstracts, they will not be summarized here. However, it might be noted that these articles deal with very different research foci, and the following topical areas are included in this issue: (1) reconceptualizing the perception of leader behavior as an attitude toward the leader to help advance our understanding of how leadership impacts work-related outcomes, (2) synthesizing theoretical and empirical work on the emergence of individual and collective leadership, using two competing mechanisms (leadership achievement and leadership ascription), to explain individual leader emergence in task groups, (3) the existence of boundary conditions and whether the use of dyads produces higher leader–follower rating agreement than the use of whole groups, (4) drawing upon the anthropological literature on leadership in traditional and small-scale societies to yield new perspectives on leadership research questions and practices, and (5) applying a social exchange perspective to begin the process of developing theoretical explanations of how and why leader reinforcement and omission behavior impact key subordinate work outcomes. As with Yearly Review issues of the past, these articles are intended to encourage future work and to serve as required reading for anyone intending to develop theory or conduct research in their areas of focus. Additionally, while one or more of these areas may be the subject of follow-up articles in LQ, all are intended to stimulate future research in their domains. As mentioned in earlier Yearly Reviews and reiterated here, the Yearly Review process now more closely mirrors the process that is used in regular issues of LQ. The current 2016 Call for Papers, authored by the incoming YR editor, Shelley D. Dionne (Binghamton University), outlines the principal steps in the current Yearly Review process, and we would like to encourage readers to consider submitting one or more proposals for the next YR issue. Finally, as before, the authors and I appreciate the reviewers' efforts in providing timely and detailed feedback to the authors and in enabling the Yearly Review to once again offer articles that readers of The Leadership Quarterly should find interesting and informative. Chester A. Schriesheim1 Department of Management, School of Business Administration, University of Miami, 5250 University Drive, Coral Gables, FL 33146, USA E-mail address: [email protected]. 1 Tel.: +1 305 284 3758.
http://dx.doi.org/10.1016/j.leaqua.2015.10.005 1048-9843/© 2015 Elsevier Inc. All rights reserved.
Contents lists available at ScienceDirect
The Leadership Quarterly journal homepage: www.elsevier.com/locate/leaqua
The Leadership Quarterly Yearly Review for 2015: Advances in leadership theory and research
The late professor James G. (Jerry) Hunt initiated the Yearly Review issue of The Leadership Quarterly in 2000, and it has served to stimulate high quality articles that have been at the cutting edge of the leadership field. The editors of the YR issue of LQ have traditionally sought a balance of articles from new and emerging scholars, in addition to those from well-established and well-known authors. With this issue, the 2015 Yearly Review, I hope that this tradition has been continued and that the five articles contained herein are seen as informative, interesting, and perhaps provocative (even if only to some degree) by readers, helping advance our understanding of leadership phenomena from scientific and applied points-of-view. This year's YR was not themed, with the intent being to focus on papers that develop and/or test potentially important new theory or theoretical developments and extensions in leadership and related domains. Manuscripts were sought that challenge the status quo, offer new approaches to old ways of thinking, or propose entirely new ways of thinking about leadership and leadership-related phenomena. There are a total of five articles in this YR, all of which were competitively selected. Because these articles have descriptive abstracts, they will not be summarized here. However, it might be noted that these articles deal with very different research foci, and the following topical areas are included in this issue: (1) reconceptualizing the perception of leader behavior as an attitude toward the leader to help advance our understanding of how leadership impacts work-related outcomes, (2) synthesizing theoretical and empirical work on the emergence of individual and collective leadership, using two competing mechanisms (leadership achievement and leadership ascription), to explain individual leader emergence in task groups, (3) the existence of boundary conditions and whether the use of dyads produces higher leader–follower rating agreement than the use of whole groups, (4) drawing upon the anthropological literature on leadership in traditional and small-scale societies to yield new perspectives on leadership research questions and practices, and (5) applying a social exchange perspective to begin the process of developing theoretical explanations of how and why leader reinforcement and omission behavior impact key subordinate work outcomes. As with Yearly Review issues of the past, these articles are intended to encourage future work and to serve as required reading for anyone intending to develop theory or conduct research in their areas of focus. Additionally, while one or more of these areas may be the subject of follow-up articles in LQ, all are intended to stimulate future research in their domains. As mentioned in earlier Yearly Reviews and reiterated here, the Yearly Review process now more closely mirrors the process that is used in regular issues of LQ. The current 2016 Call for Papers, authored by the incoming YR editor, Shelley D. Dionne (Binghamton University), outlines the principal steps in the current Yearly Review process, and we would like to encourage readers to consider submitting one or more proposals for the next YR issue. Finally, as before, the authors and I appreciate the reviewers' efforts in providing timely and detailed feedback to the authors and in enabling the Yearly Review to once again offer articles that readers of The Leadership Quarterly should find interesting and informative. Chester A. Schriesheim1 Department of Management, School of Business Administration, University of Miami, 5250 University Drive, Coral Gables, FL 33146, USA E-mail address: [email protected]. 1 Tel.: +1 305 284 3758.
http://dx.doi.org/10.1016/j.leaqua.2015.10.005 1048-9843/© 2015 Elsevier Inc. All rights reserved.