Bouquillon, E.A., Sosik, J.J., & Lee, D.Y. (In press). It’s only a phase: Examining trust, identification and mentoring functions received across the mentoring phases. Mentoring and Tutoring.

ABSTRACT:    Kram (1985) proposed that mentoring relationships develop and mature over time, providing different levels of mentoring functions as they progress through a sequence of four distinct phases: Initiation, Cultivation, Separation, and Redefinition. However, the influence of these mentoring phases on the dynamics and functions of mentoring has received little research attention. This quantitative field study examined the effect of mentoring phases on protégés’ perception of trust and identification with their mentors and mentoring functions received using data from 88 working professionals from industry and education. Results of MANCOVA indicated that protégés in the Redefinition phase reported higher levels of psychosocial support than other protégés, and protégés in the Separation phase reported lower levels of career development and role modeling than other protégés. No significant differences across the mentoring phases were found for trust and identification among protégés towards their mentors; however, protégés from education reported lower levels of identification with their mentors than those from industry.

Sosik, J.J. (In press). The role of personal values in the charismatic leadership of corporate managers: A model and preliminary field study. The Leadership Quarterly.

ABSTRACT:      This study used multi-source field data collected in five organizations to examine linkages among managers’ personal value system (i.e., intensity of openness to change, traditional, collectivistic work, self-transcendent, and self-enhancement values), charismatic leadership of managers, and three outcome measures. Two-hundred eighteen managers provided self-reports of their personal values and ratings of their followers’ extra effort and organizational citizenship behavior (OCB). Nine-hundred and forty-five subordinates rated the focal managers’ charismatic leadership. Superiors of the focal managers provided ratings of managerial performance two months after collecting the managers’ and subordinates’ ratings. Results indicated that traditional, collectivistic work, self-transcendent and self-enhancement values related positively to charismatic leadership, which predicted managerial performance and followers’ extra effort and OCB. Managerial performance moderated the relationships between leaders’ values, charismatic leadership, and followers’ outcomes.

Sosik, J.J., Godshalk, V.M., & Yammarino, F.J. (In press). Transformational leadership, learning goal orientation, and expectations for career success in mentor-protégé relationships: A multiple levels of analysis perspective. The Leadership Quarterly.

ABSTRACT: Prior research has assumed that traditional mentor-protégé relationships based on mutual learning and development orientations operate at the dyadic level of analysis. This study examines this assumption by providing a multiple levels of analysis (individual and dyad) test of the relationships between learning goal orientation, transformational leadership and expectations of career success (career achievement and development, and career balance) reported by 217 mentors and their protégés from 11 different industries. Results of within and between analysis (WABA) indicated that learning goal orientation/transformational leadership and transformational leadership/expected career balance relationships were based on differences between dyads. Learning goal orientation/expected career success and transformational leadership/expected career achievement and development relationships were based on differences between individuals. Implications for research and practice on mentoring relationships are discussed.

Sosik, J.J., & Jung, D.I. (In press). Impression management strategies and performance in information technology consulting: The role of self-other rating agreement on charismatic leadership. Management Communications Quarterly.

ABSTRACT: This study examined the extent to which subordinates’ and superiors’ perceptions of the five basic impression management strategies of ingratiation, self-promotion, intimidation, exemplification, and supplication were associated with the self-awareness and performance of 83 information technology consulting managers. Self-awareness was operationalized by categorizing managers as over-estimators, under-estimators, in-agreement/poor or in-agreement/good based on the difference between the manager’s and his/her subordinates’ rating of the manager’s charismatic leadership (Atwater & Yammarino, 1997). Results of multivariate analysis of covariance indicated that according to subordinates, over-estimators used less ingratiation and exemplification and more intimidation than under-estimators or those in-agreement. According to superiors, over-estimators used more intimidation than under-estimators and in-agreement/poor managers, whereas in-agreement/poor managers used more supplication and less exemplification than under-estimators and in-agreement/good managers. In-agreement/good managers outperformed over-estimators and in-agreement/poor managers.

Kahai, S.S., Sosik, J.J., & Avolio, B.J. (in press). Effects of anonymity, rewards, and leadership style in an electronic meeting system context.  The Leadership Quarterly.

ABSTRACT: Thirty-nine student groups participated in a laboratory experiment conducted to study the effects of leadership style (transactional vs. transformational), anonymity (identified vs. anonymous interaction), and rewards (individual vs. group) on group process and outcomes in two decision-making tasks supported by an Electronic Meeting System. Social loafing was observed; that is, anonymity led to lower participation and cooperation in the group rewards condition relative to the individual rewards condition. Further analysis revealed that social loafing was confined to the transactional leadership condition. Corresponding to the social loafing effect, anonymity led to lower group efficacy and satisfaction with the task and higher originality of solutions in the group rewards condition relative to the individual rewards condition. Transactional leadership was associated with greater group efficacy and solution originality than transformational leadership. Anonymity moderated the effects of leadership on group efficacy and satisfaction with the task; transactional leadership was associated with higher group efficacy and satisfaction with the task in the identified condition only.

Godshalk, V.M., & Sosik, J.J. (In press). Aiming for success: The role of learning goal orientation in mentoring relationships. Journal of Vocational Behavior.  

ABSTRACT: Learning goal orientation of mentors and protégés was investigated as it relates to protégés’ mentoring functions received and outcomes (i.e., managerial career aspirations and career satisfaction). Data from 217 mentor-protégé dyads comprised of working professionals from a variety of industries were analyzed using multivariate analysis of covariance. Results indicated that protégés who possessed high levels of learning goal orientation similar to their mentor were associated with the highest levels of psychosocial support, and higher levels of career development, idealized influence, enacted managerial aspirations, desired managerial aspirations, and career satisfaction when compared to mentor-protégé dyads who possessed low levels of learning goal orientation or dyads with dissimilar levels of learning goal orientation. Implications for practice and future research are discussed.

Jung, D.I., & Sosik, J.J. (2002). Transformational leadership in work groups: The role of empowerment, cohesiveness, and collective-efficacy on perceived group performance.  Small Group Research, 33 (3), 313-336. 

ABSTRACT: It has been argued that transformational leaders increase group effectiveness by empowering followers to perform their job independently from the leader, highlight the importance of cooperation in performing collective tasks, and realign followers’ values to create a more cohesive group. A study was conducted to examine whether transformational leadership would be positively related to followers’ perceptions of empowerment, group cohesiveness, and effectiveness. Forty-seven groups from four Korean firms participated in this study. Results of partial least squares analysis indicated that transformational leadership was positively related to empowerment, group cohesiveness, and group effectiveness. Empowerment was positively related to collective-efficacy, which in turn was positively related to group members’ perceived group effectiveness. Implications for research and practice are discussed.

Jung, D.I., Sosik, J.J., & Baik, K.B. (2002). Investigating work group characteristics and performance: A replication and cross-cultural extension. Group Dynamics, 6(2), 153-171.  

ABSTRACT: We tested a longitudinal work group performance model developed by Jung and Sosik (1999) that focuses on the effects of perceptions of functional heterogeneity, preference for group work, group potency, and outcome expectations on group performance. Our main objective was to replicate and extend their findings by conducting a comparable study in both individualistic and collectivistic cultures to test cross-cultural applicability of the model. Accordingly, we tested the model with 43 student work groups in the United States and 40 student work groups in Korea performing two decision-making tasks over a 15-week semester. Results of partial least squares analysis indicated that potency had a consistently positive relation to performance in the U.S. sample, as it did in the 1999 study. This generalized to the Korean sample at Time 2 (but not at Time 1). Performance at Time 1 had a positive relation to subsequent perceived homogeneity and outcome expectations in the U.S. sample, as in the 1999 study, and this also held true for the Korean sample. Several new and interesting patterns emerged in the current study. For example, preference for group work had no relation to group performance at Time 1 in either sample, then at Time 2 was negatively related to performance in the Korean sample, and positively in the U.S. sample. Implications for conducting cross-cultural group research and for implementing group-based work systems in organizations are discussed.

Sosik, J.J., & Godshalk, V.M. (In press). Self-other rating agreement in mentoring: Meeting protégé expectations for development and career advancement. Group & Organization Management.  

ABSTRACT: This study used Atwater and Yammarino’s (1997) self-other rating agreement process model to examine whether mentor-protégé agreement regarding mentor transformational leadership would influence mentoring functions (i.e., psychosocial support and career development) and protégé outcomes (i.e., career satisfaction, job satisfaction, desired aspirations, enacted aspirations). Mentors in 217 mentor-protégé dyads were classified as over-estimators, under-estimators, in-agreement/poor, or in-agreement/good based on the difference between mentor self-rating and protégé’s rating of mentor’s transformational leadership. Results of multivariate analysis of covariance indicated that protégés in over-estimator dyads reported the lowest levels of psychosocial support and career satisfaction. Protégés in under-estimator dyads reported higher levels of psychosocial support, career development and enacted aspirations than in-agreement/poor and over-estimator dyads. Protégés in in-agreement/good dyads reported higher levels of psychosocial support than in-agreement/poor and over-estimator dyads. The practical implications of these results are discussed.

Sosik, J.J., & Lee, D.L. (2002).  Mentoring in organizations: A social judgment perspective for developing tomorrow’s leaders. Journal of Leadership Studies, 8 (4), 17-32. 

ABSTRACT: Mentoring has been identified as an effective means of leadership development in organizations. This paper presents a theory of mentoring that proposes that effective mentorship fundamentally depends on the mentor’s ability to help solve various complex social problems that arise in the protégé’s career. The social judgment capacities (e.g., wisdom, social perceptiveness, moral and social reasoning) that enable complex social problem solving in a mentoring context are discussed. A framework of relationships between social judgment capacity, mentoring functions and protégé outcomes is presented along with implications of these observations for mentoring research and for development of human potential in organizations.

Sosik, J.J., Avolio, B.J., & Jung, D.I. (2002).  Beneath the mask: Examining the relationship of self-presentation attributes and impression management of charismatic leadership.  The Leadership Quarterly, 13, 217-242.  

ABSTRACT:  We tested several hypotheses derived from Gardner and Avolio's (1998) self-presentational theory of charismatic leadership. We collected multi-source field data in an information technology consulting firm and examined linkages among managers' self-system attributes (i.e., strength of desired charismatic identity, self-monitoring), pro-social and self-serving impression management of managers, charismatic leadership of managers and two measures of performance. Eighty-three managers provided self-reports of self-system attributes. Six months later, 249 subordinates rated the focal managers' impression management and charismatic leadership styles. Superiors of the focal managers provided performance ratings seven months after collecting the subordinate ratings. Results indicated that strength of desired charismatic identity was positively related to self-monitoring. Self-monitoring was negatively related to ratings of pro-social impression management and positively related to ratings of self-serving impression management. Pro-social impression management related positively to charismatic leadership, which predicted managerial and unit performance.

Jung, D.I., & Sosik, J.J. (In press). Group potency and collective efficacy: Examining their predictive validity, level of analysis and effects of performance feedback on future group performance. Group & Organization Management.  

ABSTRACT:  This study identified several important issues that may increase our understanding of group efficacy. First, we examined multiple assessment methods of collective efficacy and group potency for their predictive validity. Second, we tested their appropriate levels of analysis because it is a critical issue for operationalization of the constructs. Finally, we examined how performance feedback affected members' group efficacy perceptions and their subsequent performance. To examine these issues, we collected data from 31 student work groups who performed two group decision-making tasks over 15 weeks. Results of regression analysis indicated that individual assessment had higher predictive validity than group assessment. Results of Within and Between Analysis showed that group members developed more homogeneous perceptions of their group efficacy over time. Finally, results of Partial Least Squares analysis indicated that group potency and collective efficacy mediated the relationship between initial performance feedback and subsequent group performance. Based on these results, we offered several theoretical and practical implications.

Kahai, S.S., Sosik, J.J., & Avolio, B.J. (in press). Effects of participative and directive leadership in electronic groups. Group & Organization Management. 

ABSTRACT:  A laboratory experiment was conducted to assess the effects of participative and directive leadership on participation, performance, and satisfaction of 24 undergraduate student work groups that interacted electronically via a Group Decision Support System (GDSS) to perform a creativity task. Participative and directive leadership were manipulated through confederate leaders who entered scripted comments into the GDSS. Performance was measured in terms of quality and uniqueness of solutions. Results of partial least squares analysis indicated that perceptions of both leader participativeness and directiveness were positively related to levels of participation. Participation in turn was positively related to performance, but negatively related to satisfaction. Problem structure moderated all these relationships except for the relationship between participation and performance. Practical and research implications, study contributions and limitations are discussed.

Sosik, J.J. (2001). Self-other agreement on charismatic leadership: Relationships with work attitudes and managerial performance. Group & Organization Management, 26(4), 484-511.  

ABSTRACT:  The purpose of this study was to examine whether self-awareness of managers (defined as agreement between self and other leadership ratings) would influence work attitudes (i.e., trust and organizational commitment) of managers and their subordinates, and relationships between charismatic leadership behavior and managerial performance. Longitudinal multisource data were collected from 83 managers (who responded about their trust, organizational commitment, charismatic leadership and socially desirable responding), 249 subordinates (who rated their manager's charismatic leadership and responded about their trust and organizational commitment), and 83 superiors of focal managers (who rated managerial performance). Results indicated that levels of work attitudes and correlations between work attitudes, charismatic leadership, and performance varied as a function of self-awareness of managers. The practical and research implications of these findings are discussed.

Sosik, J.J., & Jung, D.I. (2002). Work group characteristics and performance in collectivistic and individualistic cultures. Journal of Social Psychology, 142 (1), 5-24.

ABSTRACT:  A cross-cultural longitudinal investigation was conducted to examine the effects of culture (individualism-collectivism dichotomy) on group characteristics (functional heterogeneity, preference for teamwork, group potency, outcome expectation) and performance of 83 work groups performing two decision-making tasks over a 15-week period. Results of repeated measures analysis of covariance indicated that individualists reported higher levels of functional heterogeneity and group potency and attained higher levels of group performance than collectivists. In addition, culture and time interacted to influence ratings of group potency and outcome expectation. The difference in ratings of group potency between individualists and collectivists increased over time. Outcome expectation was greater among collectivists in Time 1, while greater for individualists in Time 2. Implications for future cross-cultural group research and international management are discussed.

Sosik, J.J., Potosky, D., & Jung, D.I. (2002). Adaptive self-regulation for meeting others' expectations for leadership and performance: A conceptual model and field study. Journal of Social Psychology, 142(2), 211-232.

ABSTRACT:  Longitudinal multi-source field data were used to examine core aspects of Tsui and Ashford's (1994) adaptive self-regulation model in terms of linkages between self-monitoring, discrepancy in manager fit with position, five measures of leadership, and manager performance. Sixty-four superiors of focal managers rated the managers' match to their position within the organization at Time 1 and managers' performance at Time 3. During Time 2, the 64 focal managers completed a measure of their self-monitoring, while 192 subordinates rated the managers' leadership behaviors. Results of partial least squares analysis revealed that discrepancy in manager fit with position was associated with reductions in laissez faire and passive management-by-exception behavior and increases in transformational leadership behavior. Self-monitoring was positively associated with all five leadership behaviors. Performance related positively to transformational leadership behavior and negatively to passive management-by-exception and contingent reward behavior.

Oz, E., & Sosik, J.J. (2000). Why information system projects are abandoned: A leadership and communication theory and exploratory study. Journal of Computer Information Systems, 41 (1), 66-78.  

ABSTRACT:  It is estimated that about one third of all information systems (ISs) development projects are abandoned before completion. The resulting financial damage in the United State alone is about $100 billion annually. Numerous articles in trade journals, and some in academic journals, have pointed at many different reasons for project failures. Data regarding reasons for ISs project abandonment were collected from a sample of chief information officers and their immediate subordinates, all of whom have several years of ISs development experience and have experienced at least one abandoned project. Results of factor analysis of a 30-item list of reasons for IS project failures produced five major factors: lack of corporate leadership, poorly communicated goals/deliverables, inadequate skills and means, poor project management, and deviation from timetable/budget. We then proposed a model of the underlying relationships among these factors based on the leadership and communications literature. Results of partial least squares data analysis method provided some support for a model of the underlying relationships among these factors. Implications for research and practice are discussed.

Sosik, J.J. (2000). The role of personal meaning in charismatic leadership. Journal of Leadership Studies, 7 (2), 60-74. 

ABSTRACT:  Numerous theoretical explanations of charismatic leadership highlight the importance of providing meaning to followers. Despite such consideration, little has been espoused regarding theoretical mechanisms by which charismatic leaders construct meaning for followers based on their personal meaning. This paper focuses on such theoretical issues with the hope of stimulating more systematic research efforts. Emphasis is placed on influences of sources of personal meaning and purpose-in-life on the development of charismatic behaviors and attributions.

Sosik, J.J. (2000). Meaning from within: Possible selves and personal meaning of charismatic and non-charismatic leaders. Journal of Leadership Studies, 7 (2), 3-17. 

ABSTRACT:  The leadership literature has identified both the leader's self-concept and personal meaning as sources of motivation for charismatic and non-charismatic leaders. However, while several versions of charismatic and non-charismatic leadership theory predict such effects, none of them explains how the content of a leader's personal meaning is influenced by the self-concept. This paper seeks to advance leadership theory by addressing this fundamental problem. Based on theories of possible selves, personal meaning and charismatic leadership, this paper describes how a leader's thoughts about his or her potential and future may influence the personal meaning of charismatic and non-charismatic leaders.

Sosik, J.J., & Godshalk, V.M. (2000). The role of gender in mentoring: Implications for diversified and homogenous mentoring relationships. Journal of Vocational Behavior, 57, 102-122. 

ABSTRACT:  The present study examined the effects of gender composition of mentoring relationships on prot‚g‚ perceptions of role modeling, psychosocial and career development mentoring functions received. Data from 200 mentor/prot‚g‚ dyads comprised of working professionals from a variety of industries were analyzed using ANCOVA with planned comparisons. Results indicated that mentoring relationships involving female mentors in either homogeneous or diversified relationships provided more role modeling and less career development than relationships involving male mentors. Unexpectedly, male mentors in homogeneous relationships were associated with lower levels of role modeling than female mentors in either homogeneous or diversified relationships. Homogeneous male relationships also offered less psychosocial support than female mentors in diversified relationships with male prot‚g‚s. Male mentors in diversified relationships with female prot‚g‚s were associated with more career development than any other gender combination of mentoring relationship.

Godshalk, V.M., & Sosik, J.J. (2000). Does mentor-prot‚g‚ agreement on mentor leadership behavior influence the quality of mentoring relationships? Group & Organization Management, 25 (3), 291-317.  

ABSTRACT:   This study examined whether mentor-prot‚g‚ agreement regarding mentor transformational leadership behavior would influence the quality of mentoring relationships. Mentors in 199 mentor-prot‚g‚ dyads were classified as over-estimators, under-estimators, or in-agreement, based on the difference between mentor's self-rating and prot‚g‚'s rating of mentor's transformational leadership behaviors. Results of multivariate analysis of variance indicated that under-estimator dyads experience the highest quality of mentoring relationships in terms of psychosocial support received, career development, and perceived mentoring effectiveness. The practical implications of these findings are discussed.

Sosik, J.J., & Godshalk, V.M. (2000). Leadership styles, mentoring functions received, and job-related stress: A conceptual model and preliminary study. Journal of Organizational Behavior, 21, 365-390.  

ABSTRACT:   This research examined linkages between mentor leadership behaviors (laissez-faire, transactional contingent reward, and transformational), protege perception of mentoring functions received (career development and psychosocial support) and job-related stress of 204 mentor-protege dyads. Results of Partial Least Squares analysis revealed that mentor transformational behavior was more positively related to mentoring functions received than transactional contingent reward behavior, while mentor laissez-faire behavior was negatively related to mentoring functions received. Both mentor transformational behavior and mentoring functions received were negatively related to protege job-related stress. The relationship between mentor transformational behavior and protege job-related stress was moderated by the level of mentoring functions received. Results are discussed as they relate to researchers and practitioners who are becoming interested in finding ways to develop organizational members and allay job-related stress.

Jung, D.I., & Sosik, J.J. (1999). Effects of group characteristics on work group performance: A longitudinal investigation. Group Dynamics, 3(4), 1-12. 

ABSTRACT:   This study identified several group characteristics from group composition and process perspectives, and examined their relationships with group performance over time. A longitudinal laboratory experiment was conducted to evaluate influences of preference for group work and perceptions of heterogeneity, group potency, and outcome expectation on performance of 31 student work groups performing decision making tasks. Results of Partial Least Squares analysis indicated that preference for group work and perception of group potency were the strongest predictors of group performance in both time 1 and time 2. These variables were also found to be stable over time. Results also indicated that group members' perception of outcome expectation were reinforced by their groups' initial performance. Implications of these results for implementing group-based work systems and conducting group research are discussed.

Avolio, B.J., Howell, J.M., & Sosik, J.J. (1999). A funny thing happened on the way to the bottom line: Humor as a moderator of leadership style effects. Academy of Management Journal, 42 (2), 219-227.  

ABSTRACT:   In this study, we examined the linkages between leadership style, the use of humor and two measures of performance. Data were collected over a one year period from a large financial institution in Canada. Results indicated that leadership style was moderated by the use of humor in its impact on individual and unit-performance. Implications for further research on the use of humor by leaders are discussed.

Vergin, R.C., & Sosik, J.J. (1999). No place like home: An examination of the home field advantage gambling strategies in NFL football regular season and playoff games. Journal of Economics and Business, 51(1), 21-31.  

ABSTRACT:   Prior research has suggested that home teams in sports have an advantage because of learning factors, travel factors and crowd factors. Accordingly, the authors evaluated the records of NFL teams for the period 1981 to 1996 for evidence of the existence of a home field advantage. Results indicated that home teams won 58% of NFL games over 1981-1996. The magnitude of the home field advantage was generally reflected in the point spreads and the strategy of betting on home teams produced a win rate of .499. For a subset of games which have national focus (i.e., Monday night and playoff games), betting on the home team produced a .592 win rate, which was significantly different than .5 at the .0003 level and betting on underdog Monday night and playoff home teams produced a .656 win rate. These results suggest that the increased public attention of national exposure may focus home teams to strive to maintain an identity of a winner in front of the home crowd to a larger extent than is recognized by bettors.

Sosik, J.J., & Megerian, L.E. (1999). Understanding leader emotional intelligence and performance: The role of self-other agreement on transformational leadership perceptions. Group & Organization Management.24 (3) 367-390.  

ABSTRACT:   The purpose of this study was to examine whether self-awareness of managers (defined as agreement between self and other leadership ratings) would moderate relationships between (a) aspects of emotional intelligence and transformational leadership behavior, and (b) transformational leadership behavior and managerial performance. Multi-source data were collected from 63 managers (who responded about their emotional intelligence and transformational leadership behavior), 192 subordinates (who rated their manager's transformational leadership behavior and performance outcomes), and 63 superiors of focal managers (who rated managerial performance). Results indicated that correlations between emotional intelligence aspects, leader behavior, and performance varied as a function of self-awareness of managers. The practical implications of these findings are discussed.

Sosik, J.J., Kahai, S.S., & Avolio, B.J. (1999). Leadership style, anonymity, and creativity in group decision support systems: The mediating role of optimal flow. Journal of Creative Behavior, 33, 1-30. 

ABSTRACT:   Prior research indicates that flow, a psychological state characterized by concentration, enjoyment, and intrinsic motivation, may be linked to creativity of individuals participating in computer-mediated meetings. A laboratory experiment was conducted to evaluate the effects of leadership style (transactional contingent reward and transformational) and anonymity level (identified and anonymous) on flow and creativity of 159 undergraduate students working in groups performing a creativity task using a Group Decision Support System (GDSS). Results demonstrated that flow mediated effects of leadership on creativity in a GDSS context, and its role may be moderated by anonymity. Results also indicated that both flow and anonymity were required for enhancing creativity in a GDSS context. Implications for practice and research are discussed.

Sosik, J.J. & Dworakivsky, A.C. (1998). Self-concept based aspects of the charismatic leader: More than meets the eye. Leadership Quarterly, 9 (4), 503-526.  

ABSTRACT:   This research examines the relationships among leader self-concept based dispositional attributes (i.e., self-consciousness, self-monitoring, and purpose-in-life) with ratings of charismatic leadership. Questionnaires were used to collect data from different sources: 64 managers rated themselves on self-concept based dispositional attributes, while 194 subordinates assessed their manager's leadership style. Results indicated that leader private self-consciousness, self-monitoring, and purpose-in-life were positively related to charismatic leadership. Leader purpose-in-life was negatively related to both private and public self-consciousness. Private self-consciousness was positively related to self-monitoring. Results are discussed in terms of their theoretical and practical implications.

Godshalk, V.M., & Sosik, J.J. (1998). The role of leadership style and mentoring relationships in influencing follower job-related stress. Journal of Management Systems, 10 (1), 15-28.  

ABSTRACT:   The importance of leadership and mentoring relationships in organizations often has been emphasized by both organizational practitioners and researchers interested in reducing follower job-related stress. Despite such consideration, little has been espoused regarding the theoretical mechanisms by which leadership styles, mentoring relationships, environmental turbulence, and follower job-related stress are related. This paper provides a focus on such theoretical issues with the hope of stimulating more systematic research efforts and providing prescriptions for organizational practitioners.

Jung, D.I., Bass, B.M., & Sosik, J.J. (1995). Bridging leadership and culture: A theoretical consideration of transformational leadership and collectivistic cultures. Journal of Leadership Studies, 2 (4), 3-18.  

ABSTRACT:   Although transformational leadership has gained increased attention by management researchers as a new paradigm for understanding leadership in organizations, little research effort has focused upon the linkage between transformational leadership and collectivistic cultures. Nor has a theoretical consideration been offered to elucidate the emergence of transformational leadership outside of the United States, particularly in collectivistic cultures. To address this theoretical shortcoming, this paper presents several characteristics of collectivistic cultures as preconditions for facilitating the transformational leaders' effectiveness. Specifically, four characteristics of transformational leadership suggested by Bass and his colleagues are linked to collectivism for describing a conceptual bridge between these two distinct paradigms.

Kahai, S.S., Avolio, B.J., & Sosik, J.J. (1998). Effects of source and participant anonymity and initial difference in opinions in an EMS context. Decision Sciences, 29 (2), 427-460. 

ABSTRACT:   This laboratory experiment studied the effects of source and participant anonymity (source anonymity: participants know who their group members are but do not know the source of any comment; participant anonymity: participants do not know who their group members are) and difference in initial opinions in an electronic meeting system (EMS) context. Results indicated that (a) inhibition to participate did not mediate the effect of anonymity on participation as suggested in prior deindividuation and EMS literature and (b) the effect of anonymity on participation and satisfaction depended on the level and type of anonymity involved and whether initial opinions among group members were similar or different. A mechanism that suggests that anonymity may cause participants to focus more on their task by turning attention away from the other participants partly accounts for the effects of source and participant anonymity on participation. Future work should focus on determining how different types and levels of anonymity influence process and outcomes in different types of groups.

Kahai, S.S., Sosik, J.J., & Avolio, B.J. (1997). Leadership and task structure impacts on process and outcomes in an electronic meeting system environment. Personnel Psychology, 50 (1), 121-146. 

ABSTRACT:   Organizations are increasingly utilizing electronic meeting systems to enhance work group process and outcomes. Because leadership is a key group attribute, it is important to examine how behaviors of leadership influence work groups using electronic meeting systems. Results of a laboratory experiment indicated that (a) Participants made more supportive remarks under a consultative form of participative leadership than directive leadership; (b) Participants proposed more solutions and made fewer critical remarks for fairly structured problem than for a moderately structured problem; (c) Participative leadership was more conducive to proposal of solutions for a moderately structured problem, while directive leadership was more conducive for a fairly structured problem; and (d) Frequency of solution proposals in turn affected group productivity and satisfaction. Implications for personnel practitioners and research on leadership in electronic meeting environments are presented.

Megerian, L.E., & Sosik, J.J. (1996). An affair of the heart: Emotional intelligence and transformational leadership. Journal of Leadership Studies, 3 (3), 31-48.

ABSTRACT:   The importance of emotional engagement in motivation of followers by transformational/charismatic leaders has often been emphasized by leadership scholars. Despite such consideration, little has been espoused regarding the theoretical mechanisms by which emotions and leadership behaviors are related. By presenting a theoretical bridge between the concept of emotional intelligence (Goleman, 1995) and Bass and Avolio's (1994) components of transformational leadership (i.e., idealized influence, inspirational motivation, intellectual stimulation, individualized consideration), this paper provides a focus on such theoretical issues with the hope of stimulating more systematic research efforts. Implications for future research and organizational management are also discussed.

Sosik, J.J., Jung, D.I., Berson, Y., Dionne, S.D., & Jaussi, K.S. (In press). Making all the right connections: The strategic leadership of top executives in high-tech organizations. Organizational Dynamics .

ABSTRACT: Executive leaders of technology-driven organizations are responsible for connecting people, processes and technology to create performance excellence. Rapid advances in technology have provided them with numerous novel business models and voluminous amounts of potentially relevant strategic information. Yet, as Nobel-prize winning economist Herbert Simon once noted, “a wealth of information creates a poverty of attention.” This poses complicated challenges for executives who must display leadership that focuses their organizations’ attention on strategies that add value for their stakeholders. This article examines the processes and leadership behaviors that top executives use to strategically focus their organizations toward excellence in today’s technology-driven world. After interviewing 75 executives from 65 organizations, we find that at the heart of outstanding leadership was is an ability to envision a strategy for taking the raw inputs provided by their environments (e.g., people, technology, ideas, opportunities) and then to weave them into an integrated pattern or system of social, technical and intellectual resources that ultimately produce dramatically higher levels of organizational success factors. Based on this research, we develop and present a model summarizing the characteristics and processes of strategic leadership. We conclude the article with actionable suggestions for executives interested in learning how to make these connections as part of their strategic leadership.

Sosik, J.J., Avolio, B.J., & Kahai, S.S. (1997). Effects of leadership style and anonymity on group potency and effectiveness in a group decision support system environment. Journal of Applied Psychology, 82 (1), 89-103.  

ABSTRACT:   A longitudinal laboratory experiment was conducted to evaluate the effects of leadership (transactional vs. transformational) and anonymity level (identified vs. anonymous) on group potency and effectiveness of 36 undergraduate student work groups performing a creativity task using a Group Decision Support System (GDSS). GDSS are interactive networks of computers for generating solutions to unstructured problems. Results indicated that GDSS anonymity amplified the positive effect of transformational leadership on group potency relative to transactional leadership in the group writing session of the task. GDSS anonymity also increased the effect of transformational leadership relative to transactional leadership on group effectiveness. Implications for practice and future research are discussed.

Sosik, J.J., Avolio, B.J., & Kahai, S.S. (1998). Inspiring group creativity: Comparing anonymous and identified electronic brainstorming. Small Group Research, 29(1), 3-31

ABSTRACT:   A laboratory study examined effects of group members perceptions of behavioral components of transformational and transactional leadership on group creativity under anonymous and identified electronic brainstorming conditions. Results indicated that perceptions of transactional goal setting and inspirational leadership were each positively related to group creativity. Intellectual stimulation and individualized consideration were negatively related to group creativity. Except for the effect of intellectual stimulation on group creativity, these effects were stronger under anonymous versus identified conditions.

Sosik, J.J., Avolio, B.J., Kahai, S.S., & Jung, D.I. (1998). Computer-supported work group potency and effectiveness: The role of transformational leadership, anonymity, and task interdependence. Computers in Human Behavior, 14 (3), 491-511.  

ABSTRACT:   Organizational researchers and practitioners have become interested in exploring relations between drivers of group potency and effectiveness in computer-mediated environments. The authors conducted a longitudinal experiment to examine effects of leadership style, anonymity, and task interdependence on group potency and effectiveness of 36 undergraduate student work groups performing two creativity tasks using a group decision support system (GDSS). Results indicated main effects of leadership style on group potency and effectiveness, a leadership style x task interdependence interaction effect on group potency, and a leadership style x anonymity interaction effect on group effectiveness. These results are consistent with theories of computer-aided work groups and group potency and effectiveness and suggest directions for future research.

Sosik, J.J., & Dionne, S.D. (1997). Leadership styles and Deming's behavior factors. Journal of Business and Psychology, 11 (4), 447-462.  

ABSTRACT:   Although total quality management scholars, including W. Edwards Deming, consider leadership to be important, there has been little work which considers linkages between specific leadership styles and TQM behaviors/ policies. This paper examines the relationship between a full range of leadership styles (Bass & Avolio, 1994) including laissez-faire, management-by-exception- passive, management-by-exception-active, transactional and transformational leadership, and five specific TQM behavior factors derived from Deming's (1986) Fourteen Points, i.e., change agency, teamwork, trust-building, short-term goal eradication and continuous improvement.

Sosik, J.J., & Jung, D.I. (1994). A theoretical consideration of leadership and the global heterarchy. Journal of Leadership Studies, 1 (4), 10-27.  

ABSTRACT:  Global heterarchy represents a novel structural design to facilitate multinational operations. Heterarchy is characterized by multiple operational centers, bottom-up management, control through strong corporate culture, interorganizational alliances, and radical problem orientation. To accommodate these unique attributes, Hedlund and Rolander (1990) outlined an alternative framework for the relationship between organizational strategy, structure, and environment. Despite an abundance of theory which suggests that leadership is important for the design and development of organizational strategy and structure, Hedlund and Rolander's model ignores linkages among leadership, strategy, structure, and environment. This paper examines the impact of leadership on strategy, structure, and environment for the global heterarchy.

Sosik, J.J., Kahai, S.S., & Avolio, B.J. (1998). Transformational leadership and dimensions of group creativity: Motivating idea generation in computer-mediated groups. Creativity Research Journal, 11,2, 111-121.  

ABSTRACT:   Prior research suggests that both transformational leadership and anonymity may affect creativity in groups using Group Decision Support Systems to generate ideas. A laboratory study examined effects of high and low levels of transformational leadership on group creativity under anonymous and identified electronic brainstorming conditions. Four measures of group creativity were used: fluency, flexibility, originality, and elaboration (Torrance, 1965). Results indicated that groups working under higher levels of transformational leadership generated more idea elaborations and original solutions than groups working under lower levels of transformational leadership. Anonymous groups were more flexible in generating ideas than identified groups. Results also indicated a significant Leadership Style x Anonymity interaction for flexibility.

Sosik, J.J. (1997). Effects of transformational leadership and anonymity on idea generation in computer-mediated groups. Group & Organization Management, 22(4), 460-487.  

ABSTRACT:   A laboratory experiment was conducted to evaluate the effects of high and low levels of transformational leadership style and anonymity on 36 undergraduate student work groups using a Group Decision Support System to perform an idea generation task. Transformational leadership was manipulated through confederate leaders who displayed leadership behaviors and entered comments into the GDSS according to scripts. Results of analysis of variance indicated that groups working under high transformational leadership generated more original solutions, supportive remarks, solution clarifications, and questions about solutions, and reported higher levels of perceived performance, extra effort, and satisfaction with the leader than groups working under low transformational leadership. Results also indicated that anonymous groups generated more critical comments and less problem clarifications than identified groups. Implications of these results for organizational researchers and managers are discussed.

Book Chapters

Avolio, B.J., Sosik, J.J., Jung, D.I., & Berson, Y. (In press). Leadership models, methods and applications: Small steps and giant leaps. In W.C. Borman, R.J. Klimoski, D.J. Ilgen, & I. B. Weiner (Eds.) Comprehensive Handbook of Psychology, Volume 12: Industrial and Organizational Psychology. New York: John Wiley & Sons. 

ABSTRACT:  Changes in emphasis with leadership research and theory have brought the field to a point where it is once again taking off in some interesting new directions. Sensing this "time between times," our primary objective in this chapter was to review material to encourage new research streams, by integrating what we have learned and highlighting areas needing further exploration. We start off by highlighting areas that we know very little about followed by a review and where appropriate integration of literature on subtopics within the field of leadership.

Conference Proceedings

Sosik, J.J., Avolio, B.J., & Jung, D.I. (2000). Charismatic leadership, impression management, and organizational outcomes: The role of self-other agreement. Proceedings of the Institute of Applied and Behavioral Management, 8, pp. 259-272.  

ABSTRACT:  We examined whether self-awareness would influence impression management strategies as perceived by subordinates, subordinates' trust and commitment, and performance ratings of 83 managers of an information technology consulting firm. Results indicated that over-estimators used less ingratiation and exemplification and more intimidation than under-estimators and those in-agreement. Subordinates of under-estimators reported higher levels of trust than subordinates of both over-estimators and those in-agreement. Socially desirable responding by managers was negatively related to intimidation and managerial performance.

Kahai, S.S., Avolio, B.A., & Sosik, J.J. (1995). Meeting impacts of two types of electronic meeting system anonymity and initial difference in opinions. Proceedings of the International Conference on Information Systems, Amsterdam, The Netherlands, 81-91.  

ABSTRACT:   A laboratory experiment was conducted to study the effects of two types of anonymity in an electronic meeting system (EMS) setting (source anonymity: participants who their group members are but do not know the source of any comment, and participant anonymity: participants do not know who their group members are), initial difference in opinions, and their interaction on participation and satisfaction. Results suggest that the effects of participant anonymity should not be considered as similar in nature to but stronger than those of source anonymity. The extent to which source and participant anonymity makes a group salient to its members is proposed as a crucial determinant of the effects of source and participant anonymity.

Kahai, S.S., Avolio, B.J., & Sosik, J.J. (1996). Effects of anonymity, rewards, and leadership style on participation in an electronic meeting system. Proceedings of the Administrative Sciences Association of Canada, Montreal, Canada, 17 (4), 15-24.  

ABSTRACT:   This study reports the results of a laboratory experiment undertaken to examine effects of anonymity, individual versus group rewards, and transactional versus transformational leadership style on the amount of participation in electronically supported meetings.

Sosik, J.J., Jung, D.I., & Rao, V. (1995). Group decision support systems: Assisting groups to achieve high performance. Proceedings of the Eastern Academy of Management, 1995 Conference, Ithaca, NY, 118-121.  

ABSTRACT:  Group Decision Support Systems (GDSS) are gaining wide recognition as a tool in assisting groups to achieve high performance. There has been little research regarding processes through which GDSS-assisted groups achieve high performance. This paper presents a model describing theoretical mechanisms by which GDSS-supported groups may attain high performance through improved communication and decision-making.