Despite substantial investment in leadership development, organizations often struggle to implement relevant programs effectively. This reflects the fact that the success of program implementation is contingent on identity dynamics. Building on the Social Identity Model of Leadership, the ASPIRe model, and evidence-based programs such as 5R that apply these principles, we argue that, to be effective, implementation needs to ensure that the approach makes sense for “us”, aligns with who “we” are, and fits with “our” leadership. To guide this process, we present a Social Identity Model of Leadership Development Implementation (SIMoLDI) which specifies four phases of effective implementation: (1) identity activation, (2) identity alignment, (3) identity actualization, and (4) identity anchoring. Each phase draws on distinct identity leadership components: prototypicality, entrepreneurship, advancement, and impresarioship. The principles we outline have general relevance in providing a practical, theory- informed framework for translating leadership development initiatives into sustainable practice, while being particularly applicable when leadership development is focused on building collective capability.

ABSTRACT An extensive body of evidence supports the benefits of team training on team outcomes, yet the extent to which individuals themselves benefit from such training remains largely underexplored. Drawing on role and self‐regulation theories, this study examines how team role orientations influence the extent to which team members acquire the targeted competencies of team training. We explain how team role orientations direct team member cognitive and behavioral resources in team training contexts, and team members’ specific role orientations can either aid or hinder individual learning outcomes. From a sample of 84 student teams ( N = 330) engaged in a simulation‐based team training program, we find that the Doer role orientation enhances taskwork knowledge and skill outcomes from team training, the Team Builder orientation enhances teamwork skill and knowledge outcomes, and the Organizer role orientation inhibits taskwork knowledge and skill and teamwork knowledge outcomes. We also hypothesize regulatory learning behavior (i.e., planning, assessing, and adjusting individual contributions to teams) as a key mediating mechanism that explains these effects and find supporting evidence as it relates to the Doer and Team Builder orientations. Further, we find support for the amplifying top‐down influence of team learning effectiveness on the relationships between Doer and Organizer orientations and learning outcomes. Our findings underscore the complexity of individual learning transfer in team training settings, emphasizing the need to consider team contexts, individual tendencies, and regulatory learning behaviors when designing team training interventions.

This study provides an initial examination of data from a passion project of Tim Baldwin, known as the Kelley Career Progress Study (KCPS). The KCPS is a longitudinal study designed to track Kelley School of Business students and their subsequent career outcomes. As originally intended, the study was set to track students 30 years into their careers. With the unfortunate passing of Professor Baldwin, we sought to provide an initial analysis to honor his memory. Using information gathered beginning in 2002 and subsequent LinkedIn data from 2020, we provide observations focused on occupational attainment. Specifically, we describe first occupations attained along with later occupations and find that after 18 years, a majority of students had attained a managerial-level role. We further examined the level of occupational prestige associated with first and last occupations and related factors such as geography, initial job, and obtaining an advanced degree. Importantly, student characteristics like intelligence, gender, and race, as well as undergraduate grade point average, were not associated with managerial attainment or occupational prestige. We conclude with some advice for graduates and with suggestions for further research as the KCPS continues.

The Problem Human resource development (HRD) scholars and practitioners have given considerable attention to the topic of employee well-being; however, scholarship on the well-being of leaders in organizations is fragmented and comparatively understudied. The Solution We conducted an integrative literature review of empirical research on factors that influence leader well-being to synthesize research across various disciplines and generate novel insights that could benefit HRD scholars and practitioners. The findings of this review revealed factors that influence leader well-being at five levels: intra-individual, individual, dyadic/group, organizational, and environmental. We mapped these factors onto a model with mediating mechanisms (i.e., constructive or destructive leader behaviors) and outcomes of leader well-being. Outcomes included short- and long-term psychological, physical, and social outcomes in the domains of work and life in general. The Stakeholders This article contains implications for leaders in organizations as well as HR and HRD professionals interested in cultivating leader well-being.

Searching for Trust in the Global Economy offers a simple, but powerful evidenced-based framework explaining how managers in different parts of the world go about the process of deciding how to trust new business partners.

The deep roots of racial bias embedded in organizational (e.g., policing) systems and practices have had disturbing consequences for Black people in the US. This paper responds to the call to reduce racial bias against Black individuals in organizations by examining the policing decisions employed by narcotic enforcement agents when operating under different agency-driven performance strategies for controlling crime. Applying a multilevel design that considers narcotic offenses that are nested within individuals, we analyze narcotic arrest reports for a 19-month period from a US metropolitan city. Guided by recent research and theory on racial bias in policing, we develop and test hypotheses to determine (a) whether racial bias exist in the severity of charges issued to offenders, (b) whether these biases are influenced by two key organizational risk factors (officer job discretion and the organizational performance strategies employed to control crime), and (c) whether bias driven by risk factors occurs in the form of more severe charges for Black offenders, less severe charges for White offenders, or both. Findings from our study suggest that Black males received more severe charges for the same gram-for-gram narcotic offense than White males. Moreover, our findings suggest Black offenders received more severe charges in jurisdictions with a crime focus and less severe charges in jurisdictions that practice deterrence focus policing; however, White offenders received less severe charges under a crime-focused approach. Our findings offer several implications for organizational sciences and practice.

Individual extraversion is considered to be one of the most consistent predictors of leadership emergence according to meta-analytic support, but inconsistent empirical results indicate that their relationship may be more nuanced than scholars have concluded. We propose two key reasons for why the extraversion-emergence relationship has yielded inconsistent results. First, we challenge one of the fundamental theoretical assumptions regarding why extraverts emerge as leaders, namely, that extraverts have high levels of communication skill. Drawing on the personality literature, we argue that rather than being inextricably linked to extraversion, communication skill not only plays a separate role but also may determine when extraversion relates to emergence. Second, we test a multilevel model accounting for the team context by proposing in alignment with the social identity model of leadership that a team's overall level of extraversion impacts the team's leadership prototypes and thus the importance of extraversion and communication skill for leadership emergence. We test our hypotheses across two studies in assessment center contexts. We find broad support for our multilevel model and show that extraversion's effects may be much more conditional than previously assumed, whereas communication skill may be a more promising explanatory factor. Thus, we provide a more complete understanding of why and when interpersonal characteristics relate to leadership emergence. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

A large body of evidence has concluded that there are positive linear relationships between leadership behaviors and leadership emergence. Drawing on insights from the leadership and teams research, we hypothesized that above certain levels of task-oriented and relationship-oriented behaviors, such behaviors will have diminishing returns for leadership emergence. Hypotheses were tested using a sample of 105 leaderless teams within an assessment center setting. Our results indicate that team members’ behaviors have linear and non-linear relations with leadership emergence. We discovered that the association between relationship-oriented behaviors and leadership emergence in self-managed teams is curvilinear, whereas the association between task-oriented behaviors and leadership emergence is linear but not curvilinear. Overall, the relationships between member behaviors and leadership emergence are more complex than the independent, positive linear relationships observed throughout the literature.

Extant research suggests that when teams are composed of both White and racial/ethnic minority members, White individuals are more likely to be granted informal leadership status than racial/ethnic minorities. Given this unfortunate reality, we addressed an underexplored question: when or under what conditions do racial/ethnic minorities emerge as leaders? Using a multilevel approach, we examined individual (i.e., learning goal orientation) and team factors (i.e., team minority composition) as key moderators of the relationship between race/ethnicity and leadership emergence. Guided by insights from the social identity theory of leadership, we predicted racial/ethnic minorities would be more likely to emerge as leaders within teams composed of few minorities when they possess high (as opposed to low) levels of learning goal orientation. We tested our hypotheses with a sample of 80 self-managing teams within the context of an assessment center. Results demonstrated support for the notion that it is critical for racial/ethnic minorities to possess high levels of learning goal orientation when working in predominantly White teams to attain informal leadership status. As such, our findings help clarify the conditions under which racial/ethnic minorities emerge as leaders in self-managing teams.

Background: To anticipate the dynamics of future long-distance space exploration mission (LDSEM) teams, research is conducted in analog environments (e.g., Antarctic expeditions, space chamber simulations), or environments that share key contextual features of LDSEM such as isolation and confinement. We conducted a systematic review of research conducted on teams in LDSEM-analog environments to identify which factors have been examined with quantitative research, and to summarize what the studies reveal about team dynamics in LDSEM-analog environments. Methods: We used a comprehensive search strategy to identify research on teams that lived and worked together. Data on team dynamics were extracted where possible, and sources were coded for key contextual features. The data did not lend themselves to traditional meta-analysis. We used two approaches to summarize the data: a weighted averages approach when the study reported enough data to calculate an effect size, and descriptive figures when data across studies were directly comparable. Results: Seventy-two sources met our inclusion criteria, yielding 253 effect sizes and 1,150 data points. Results from our weighted averages approach suggested that the team cohesion and performance relationship may be operating differently in isolated and confined environments than other teams that lived and worked together (e.g., military teams), and that, given the available data, we can say very little about the magnitude and direction of the relationship. Our descriptive figures revealed important trends: (a) team members in longer missions generally spent less social time together than shorter missions; (b) consistent team efficiency over time was typical, whereas decreased team efficiency over time was atypical; (c) by 40% of mission completion or 90 days, all teams reported at least one conflict, (d) commanders' written communication with mission control decreased in length over time, and (e) team mood dynamics did not consistently support the third-quarter phenomenon. Conclusions: There are inherent limitations to our study, given the nature of the analog research (e.g., correlational studies, small sample size). Even so, our systematic review provides key insights into team dynamics in LDSEM-analog environments. We discuss the implications of our research for managing future space crews. Importantly, we also provide guidance for future research.

Purpose This study aims to address three important but under-researched questions in the trust and negotiation literature: What do negotiators do to determine the trustworthiness of a potential business partner? What trust criteria motivate their search and help them interpret the information their search reveals? Whether there are systematic cultural differences in search and criteria, and if different, why? Design/methodology/approach This study used qualitative methodology. The data are from interviews with 82 managers from 33 different national cultures in four regions of the world identified by cultural levels of trust in negotiation and tightness-looseness. Interviews focused on how negotiators determined the trustworthiness of potential business partners in intracultural negotiations. Findings Analyses revealed four search activities negotiators use to gather information about a potential business partner: due diligence, brokerage, good will building and testing; and five criteria for determining the trustworthiness of a new business partner: respect, mutual values, competence, openness and professionalism. Quotes illustrate how these search activities and criteria manifest in different cultures. Research limitations/implications This study used multiple cases to build a longitudinal picture of the process. It did not follow a single case in depth. The study focused on identifying cultural central tendencies at the same time recognizing that there is always variability within a culture. Practical implications Knowing what is culturally normative allows negotiators to anticipate, interpret and respect their counterpart’s behavior. Such knowledge should facilitate trust development. Originality/value This study provides an in-depth understanding of cultural similarities and differences in the process of trust development in negotiating new business relationships.

Within self-managing teams, do prosocial or impression management motives matter for leadership emergence? Although previous research has acknowledged the importance of prosocial and impression management motives across various interpersonal contexts, such motives have received little attention within the context of self-managing teams and could provide insights into the drivers of leadership emergence. The current research examines individual prosocial and impression management motives as predictors of leadership emergence, considering individual task coordination behavior—a group-serving behavior critical for leadership emergence—as a key moderator of the relationships between motives and leadership emergence. Drawing on insights from social psychology, we hypothesized that prosocial motivation would be positively related to leadership emergence regardless of the amount of task coordination behavior performed, whereas impression management motives would only predict leadership emergence when coupled with high levels of individual task coordination behavior. Hypotheses were tested and supported using a sample of 49 leaderless teams within an assessment center context. Our results help to clarify if and when prosocial and impression management motives matter for leadership emergence.

Lord and Dinh (2014) raise a number of important points that need to be considered in development of leadership research and practice. There are three main issues that we wish to address to support and develop their statements.