Indiana University-Purdue University Indianapolis (IUPUI) / Black representation in American business leadership ranks is not proportionate to America’s demographics. Previous research into this issue has mostly focused on the relationship between majority racial group and minority racial groups. However, research in identity denial and backlash shows that ingroup members may also play a negative role in undermining leadership efforts. African Americans may react negatively to a Black business leader because of the mismatch between negative stereotypes of African Americans and the positive prototype of a leader. The current study hypothesizes that resembling a business leader as an African American leads to negative reaction from other African Americans in the form of lowered trust, lowered endorsement as leader, and lowered intention to engage in organizational citizenship behavior. The current study also hypothesizes that participant’s ingroup identification level will act as a moderator, and that perceived racial identification will act as a mediator. To test the hypotheses, participants recruited from Amazon Mechanical Turk were randomly assigned to either the strong match to leader prototype condition, weak match condition, or control condition in which no information about leader prototype was provided. The results revealed a simple main effect in which strongly matching the leader prototype led to lower levels of the outcome variables. The current study brings attention to an area of research that should be further explored and suggests that organizations should create interventions to counteract this negative ingroup effect.

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The purpose of this study was to assess whether participation in a community college student leader program had an effect on the leadership behaviors of students based on five (5) practices measured by a student leadership practices inventory. By assessing these leadership behaviors, the community college was able to determine the effectiveness of the program and ways to improve the program's curriculum. This study addressed the following: 1) whether students who participated in a student leader program in a community college showed significant growth in leadership behaviors; 2) whether the growth in leadership behaviors of students who participated in a student leader program in a community college were significantly different from each other in regard to gender; 3) whether the growth in leadership behaviors of students who participated in a student leader program in a community college were significantly different from each other in regard to age. The student Leadership Practices Inventory (LPI) developed by Kouzes and Posner (2002) was used as the main instrument in this study. The student Leadership Practices Inventory (LPI) is a questionnaire with thirty (30) behavioral statements--six (6) for each of The Five Practices. The population of this study consisted of 62 student leaders who were participants in a student leader program at a community college. A pre LPI was given to 62 student leaders in the beginning of the school term. A post LPI was given to 62 student leaders at the end of the school term. Thirteen of the original student leaders dropped out of the program and were replaced by new student leaders. Thus, the total number of useable inventories for data input in this study was 49; this yielded a 79% return rate. This study supports the research that students who were involved in a leadership program gained leadership behaviors. In comparing the student leaders' pretest and posttest scores of the LPI, it showed that there was a significant difference in each leadership behavior. These leadership behaviors were: Challenging the Process, Inspiring a Shared Vision, Enabling Others to Act, Modeling the Way, and Encouraging the Heart. The results of this study also showed no significant difference in the student leaders' scores in the LPI in relation to the student's age group. According to Astin (1993), the student's age at the time of college entry was not significantly associated with changes in Leadership scores. This evidence supports the argument that increases in leadership skills during undergraduate years is associated with the college experience rather than the student's maturation. There were no significant differences between the male and female student leaders in regard to the five leadership practices with the exception of the leadership practice Challenging the Process. In this study, the male student leaders scored higher, 24.79, than the female student leaders, 22.37, in Challenging the Process. The focus group in this study highlighted the leadership behaviors the student leaders gained as a result of their involvement in the student leader program. Not only did the students grow in the leadership behaviors measured by the LPI, they also gained other leadership skills. In regard to their growth as a student leader, the students felt that they grew in many different areas. The opportunity allowed them to network with students, faculty, administration and staff, and gain leadership skills. These leadership skills included: listening skills, communication skills, stress management, multitasking and customer service. The students also believed in the importance of taking initiative, practicing patience and developing others.

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<p>The literature on how employees conceptualize organizational citizenship behaviour (OCB) has not been well integrated. Research on employee conceptualizations of OCB is comprehensively reviewed and a model is proposed linking leader-member exchange (LMX), employee conceptualizations of OCB and supervisory ratings of OCB. I found support for the discriminant validity of three key facets of how employees conceptualize OCB: perceived role breadth, perceived instrumentality of OCB and perceived leader expectations for OCB. These facet conceptualizations mediated the relationship between LMX and OCB. My findings challenge past practices of blurring distinctions among facets of employee conceptualizations of OCB and provide new insights into the process by which LMX influences OCB. Implications for research and for practice are discussed.</p> / Thesis / Doctor of Philosophy (PhD)

Thèse de doctorat présenté en vue de l'obtention du doctorat en psychologie - recherche intervention, option psychologie du travail et des organisations (Ph.D) / Les gestionnaires d’aujourd’hui sont constamment exposés à des discours sur le leadership qui leur demandent d’être des leaders. Mais qu’est-ce que signifie être un leader ? Plus que jamais, la notion même du leader est ambiguë. La complexité grandissante des environnements organisationnels fait en sorte qu’elle est sujette à de multiples interprétations. En réponse à cette ambiguïté, un nombre croissant d’études tente de se rapprocher de l’expérience vécue des gestionnaires pour mieux comprendre comment ils s’y prennent pour répondre à la question : Qui suis-je en tant que leader ? Dans leur ensemble, ces études suggèrent qu’un travail identitaire en continu soit nécessaire pour développer et maintenir une identité de leader. Cela dit, à ce jour, les études se sont principalement intéressées aux contextes de transition. Par conséquent, nous en savons peu sur le travail identitaire que font les gestionnaires dans leur contexte usuel de travail. La présente thèse explore donc la question suivante : Comment les gestionnaires en position de leadership s’engagent-ils dans un travail identitaire face à la notion de leader ? La thèse a pour objectif d’explorer et d’approfondir cette question en s’intéressant au travail identitaire de 12 gestionnaires issus de différents types de milieux organisationnels. Un devis qualitatif a été utilisé pour explorer leur expérience subjective. Une méthode d’analyse abductive basée sur l’analyse thématique réflexive proposée par Braun et Clarke a été utilisée. Cinq grands résultats ressortent de cette thèse. L’analyse a mis en lumière que les leaders peuvent ressentir trois types de tensions identitaires : 1) une incompatibilité entre deux de leurs idéaux identitaires de leader, 2) une divergence entre leur identité de rôle de leader et les attentes organisationnelles y étant rattachées et 3) une incompatibilité entre leur identité de leader et une autre de leur identité. L’analyse des idéaux identitaires a notamment mis en lumière que les leaders se retrouvent à cheval entre deux paradigmes de leadership. Cela en aspirant à des idéaux du paradigme post-héroïque qui conçoit le leadership comme un processus d’influence partagé et bidirectionnel ; tout en aspirant à des idéaux du paradigme héroïque qui conçoit le leader comme la principale source d’influence. Les identités et aspirations identitaires conflictuelles amènent les leaders à faire appel à diverses stratégies pour tenter de gérer les tensions ressenties. Afin d’en rendre compte avec parcimonie, une typologie schématisée de 16 stratégies de travail identitaire a été créée en s’appuyant sur la littérature. La mise en relation des différentes tensions et stratégies a permis de faire ressortir cinq dynamiques intégratrices qui synthétisent le travail identitaire que font les leaders de l’étude. Ce travail intégrateur a également permis de formuler des propositions théoriques quant au lien entre l’interprétation des tensions comme des menaces ou opportunités et le type de dynamiques identitaires dans lesquelles les leaders s’engagent. Ces résultats offrent des contributions théoriques à la littérature générale sur le travail identitaire ainsi qu’à la littérature sur le travail identitaire des leaders, plus spécifiquement la théorie de la construction de l’identité de leader, la théorie de l’identité narrative, la théorie critique et la théorie de l’identité de rôle. Finalement, la thèse offre des contributions pratiques quant aux formules pédagogiques entourant le développement des leaders. / Managers today are constantly exposed to leadership discourses that ask them to be leaders. But what does it mean to be a leader? More than ever, the very notion of a leader is ambiguous. As the complexity of organizational environments grows, so too does the multiple interpretations of the concept of leader. In response to this ambiguity, a growing number of studies are trying to get closer to the lived experience of managers to better understand how they go about answering the question: Who am I as a leader? Taken together, these studies suggest that ongoing identity work is necessary to develop and maintain a leadership identity. That said, to date, studies have mainly focused on transitional contexts. Consequently, we know little about the identity work that managers do in their usual work context. This thesis therefore explores the following question: How do managers in a leadership position engage in identity work in the face of the notion of leader? It aims to deepen this question by focusing on the identity work of 12 managers from different types of organizational backgrounds. A qualitative design was used to explore their subjective experience. An abductive analysis method based on the reflexive thematic analysis proposed by Braun and Clarke was used. Five main results emerge from this thesis. The analysis highlighted that leaders can experience three types of identity tensions: 1) an incompatibility between two of their leader identity ideals, 2) a divergence between their leader role identity and the organizational expectations attached to it, and 3) an incompatibility between their leader identity and another of their identities. The analysis of identity ideals has highlighted that leaders find themselves straddling two paradigms of leadership. This by aspiring to ideals of the post-heroic paradigm which sees leadership as a shared, two-way process of influence; while aspiring to ideals of the heroic paradigm which sees the leader as the main source of influence. Conflicting identities and identity aspirations lead leaders to use various strategies to try to resolve the tensions they feel. Building on existing literature and the result of this study, a schematic typology of sixteen identity work strategies was created. The linking of the different tensions and strategies has helped identify five integrative dynamics that synthesize the identity work in which the leaders engaged. This integrative work has also allowed to formulate theoretical proposals regarding the link between the interpretation of tensions as threats or opportunities and the type of identity dynamics in which the leaders engage. These results offer theoretical contributions to the general literature on identity work as well as to the literature on leader identity work, more specifically on leadership identity construction theory, narrative identity theory, critical theory and role identity theory. Finally, the thesis offers practical contributions regarding the pedagogical formulas surrounding the development of leaders.

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Individfokuserad forskning tyder på att Leader member exchange (LMX) är en prediktor för ökad self-efficacy medan gruppfokuserad forskning visar ett positivt samband mellan LMX och virtuell collective efficacy. Räddningstjänstpersonals unika arbetsform och relation mynnade ut i intresse att undersöka hur mycket av den totala variationen i  Collective efficacy (CE) som kan förklaras av LMX respektive sju bakgrundsvariabler. En enkät bestående av två skalor, LMX-7 och Collective Efficacy Belief Scale samt sju bakgrundsvariabler besvarades av 135 räddningstjänstpersonal. 129 svar analyserades. Urvalet bestod av 115 män och 14 kvinnor från 13 olika räddningstjänstregioner. Medelvärdet för ålder var 38.98 år (SD=9.62). En hierarkisk multipel regressionsanalys visade att 15,1 % av variationen i CE förklarades av LMX tillsammans med bakgrundsvariablerna. Män tenderar att ha högre CE än kvinnor. Resultatet kan inspirera chefer att arbeta med ledarskap för att stärka arbetsgruppers tro på sin förmåga samt vara en grund för vidare forskning om andra yrkesgrupper.

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