Personality and Past Experiences as Predictors of Implicit Leadership Theories

2011 ◽  
Author(s):  
Candace M. Younkins ◽  
Terry A. Beehr
Keyword(s):  
Leadership Theories ◽  
Implicit Leadership ◽  
Implicit Leadership Theories ◽  
Past Experiences

scholarly journals Host country employees’ negative perceptions of successive expatriate leadership: the role of leadership transference and implicit leadership theories

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sylwia Ciuk ◽  
Doris Schedlitzki
Keyword(s):  
Host Country ◽  
Structured Interviews ◽  
Leadership Theories ◽  
Implicit Leadership ◽  
Content Type ◽  
Implicit Leadership Theories ◽  
Negative Perceptions ◽  
Expatriate Assignments ◽  
Past Experiences

PurposeDrawing on socio-cognitively orientated leadership studies, this paper aims to contribute to our understanding of host country employees’ (HCEs) negative perceptions of successive expatriate leadership by exploring how their memories of shared past experiences affect these perceptions. Contrary to previous work which tends to focus on HCEs’ attitudes towards individual expatriates, the authors shift attention to successive executive expatriate assignments within a single subsidiary.Design/methodology/approachThe paper is based on an intrinsic case study carried out in a Polish subsidiary of an American multinational pharmaceutical company which had been managed by four successive expatriate General Managers and one local executive. The authors draw on interview data with 40 HCEs. Twenty-one semi-structured interviews were conducted with staff who had been managed by at least three of the subsidiary’s expatriate leaders.FindingsThe authors demonstrate how transference triggered by past experiences with expatriate leaders as well as HCEs’ implicit leadership theories affect HCEs’ negative perceptions of expatriate leadership and lead to the emergence of expatriate leadership schema.Originality/valueTo the best of the authors’ knowledge, this is the first study that explores the role of transference and implicit leadership theories in HCEs’ perceptions of successive executive expatriate assignments. By focussing on retrospective accounts of HCEs who had been managed by a series of successive expatriate leaders, our study has generated a more nuanced and contextualised understanding of the role of HCEs’ shared past experiences in shaping their perceptions of expatriate leadership. The authors propose a new concept – expatriate leadership schema – which describes HCEs’ cognitive structures, developed during past experiences with successive expatriate leaders, which specify what HCEs believe expatriate leadership to look like and what they expect from it.

Culture specific and cross-culturally generalizable implicit leadership theories

1999 ◽  
Vol 10 (2) ◽  
pp. 219-256 ◽  
Author(s):  
Deanne N Den Hartog ◽  
Robert J House ◽  
Paul J Hanges ◽  
S.Antonio Ruiz-Quintanilla ◽  
Peter W Dorfman ◽  
...  
Keyword(s):  
Leadership Theories ◽  
Implicit Leadership ◽  
Implicit Leadership Theories

Personal and Situational Antecedents of Workers’ Implicit Leadership Theories: A Within-Person, Between-Jobs Design

2018 ◽  
Vol 26 (2) ◽  
pp. 204-216 ◽  
Author(s):  
Winny Shen
Keyword(s):  
Organizational Culture ◽  
Situational Factor ◽  
Future Research ◽  
Personal Factor ◽  
Limited Evidence ◽  
Leadership Theories ◽  
Implicit Leadership ◽  
Implicit Leadership Theories ◽  
The Relationship ◽  
Job Context

Despite a flourishing literature demonstrating the consequences of implicit leadership theories (ILTs) for workplace phenomena, relatively little is known about the antecedents of ILTs, particularly those that are malleable or can be changed to shape ILTs. In two studies of dual-job holders, which allows for the modeling of between- and within-person predictors, I examined the extent to which workers’ ILTs were stable versus dynamic across work contexts. In line with connectionist perspectives, trait identities, a personal factor, promoted stability in ILTs across situations in both studies, whereas there was some limited evidence that organizational culture, a situational factor, only predicted ILTs within a given job context. Furthermore, the relationship between independent identity and ILTs differed when examining workers’ typical versus ideal leadership conceptualizations. Implications for future research on ILTs are also discussed.

The conquest of gender prejudices over sales negotiations: which will prevail?

2021 ◽  
pp. 1-11
Author(s):  
Ela Unler ◽  
Didem Yildiz
Keyword(s):  
Gender Stereotypes ◽  
Cultural Background ◽  
Subject Area ◽  
Sales Manager ◽  
Implicit Beliefs ◽  
Leadership Theories ◽  
Implicit Leadership ◽  
Implicit Leadership Theories ◽  
Subjective Beliefs ◽  
Doing Business

Study level/applicability Students from undergraduate and graduate levels. Subject area Leadership, implicit leadership theories, decision-making, gender stereotypes and discrimination. Case overview Defne was working as a sales manager in Diel Turkey, an international technology company. Diel focuses on software, hardware, network and business consultancy services. Defne had worked as a computer engineer before starting to work in the sales department. In her leadership, she gave importance to long-term relationships and justice. Defne had two meetings this week. The first one was with T&X, a big scale fast moving consumer goods company; and the other one was with Q-Coding, a medium-scale technology company. Defne had negotiated with T&X two years ago, and the project got canceled. Defne worked on T&X new contract very cautiously, as this time she wanted to finish the project and make the deal. Defne had to deal with prejudices during the T&X meeting. Implicit beliefs are grounded in the cultural background of the country, which determines the perceptual framework for the society. Male-dominated countries have implicit beliefs that women’s priorities should be their families, thus being successful at work is not expected. Defne faced male-oriented stereotypes, which challenged her in doing business. Even though she was a successful manager, these subjective beliefs made her perform poorly. During the meeting with Q-Coding, Defne discussed the prejudice for women leaders with a women entrepreneur Suzan. Expected learning outcomes This case is trying to achieve two main objectives: first, to make all students be aware of implicit leadership theories and beliefs, which are rooted in the countries’ cultural background; second, to make female students be aware of these dysfunctional coping behaviors and increase their self-efficacy without thinking about their gender roles. Subject code CSS 7: Management science

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