SAGE Journal Articles

Click on the following links. Please note these will open in a new window.

Journal Article 1: Konradt, U. (2014). Toward a theory of dispersed leadership in teams: Model, findings, and directions for future researchLeadership10, 289–307.

Abstract: This paper addresses a new perspective how leadership can be conceptualized in times of dispersed and team working structures. The dispersed leadership theory in teams proposes three distinguishing types of leadership, which include interactional leadership exerted by leaders; team leadership provided by team members; and structural leadership influenced by work and organizational factors (i.e., task, organizational structures, and customers). It is assumed that these three types of leadership simultaneously exert influence on follower’s attitudes and behaviors in teams. We outline the theory, review empirical evidence based on the model and discuss the strengths and limitations. In conclusion, we discuss relevant emerging topics for future studies.

Journal Article 2: Helland, M. R., & Winston, B. E. (2005). Towards a deeper understanding of hope and leadership. Journal of Leadership and Organizational Studies12, 43–54.

Abstract: Recently a cognitive based theory of hope developed within the field of positive psychology has been discussed in relation to organizational leadership. (Shorey & Snyder, 1997) Hope in this context can be described as a positive motivational state that contributes to leaders and followers expending the requisite energy necessary to pursue and attain organizational goals. In an effort to further understand hope in relation to leadership the authors identify linkages between hope and theories of motivation, goal setting and goal pursuit commonly applied in leadership studies. This is followed by a review of emerging leadership concepts and theories that explicitly include the concept of hope. Implications for theory are discussed and questions for future research are presented.

Journal Article 3: Moss, S. A., & Ritossa, D. A. (2007). The impact of goal orientation on the association between leadership style and follower performance, creativity and work attitudes. Leadership3, 433–456.

Abstract: This study examines whether goal orientation — which refers to whether individuals strive to learn skills, attract favourable evaluations, or minimize unfavourable judgments — influences whether transformational leadership improves employee performance, creativity and work attitudes. A sample of 263 employees completed a questionnaire in which they assessed their own goal orientation and commitment, as well as evaluated the leadership style of their supervisor. Moreover, these supervisors appraised the performance and creativity of their employees. The findings revealed that a learning orientation magnified the benefits of contingent reward — in which leaders provide clear incentives to motivate employees — on normative commitment. Furthermore, when employees endeavoured to attract favourable evaluations, intellectual stimulation was more likely to foster normative commitment. Finally, when employees endeavored to minimize unfavourable judgments, inspirational motivation diminished affective commitment to the organization. These findings suggest the goal orientation of employees should be optimized before plans to encourage transformational leadership are instituted.

Journal Article 4: Jha, S. (2010). Need for growth, achievement, power and affiliation: Determinants of psychological empowermentGlobal Business Review11, 379–393.

Abstract: Empowerment is giving frontline employee discretion to take decisions instantly, keeping in mind the organizational consequences. In service organizations attracting and retaining customer is a daunting task. Empowering employees psychologically will help them in taking proactive actions to serve customers better.

The objective of the present article is to study the influence of motivational needs on psychological empowerment. The independent variable is motivational needs (need for growth, achievement, power and affiliation). Psychological empowerment, a dependent variable, in the present study, has been studied by intrinsic task motivation (which is measured by meaning, competence, self-determination and impact). It is hypothesized that the four motivational needs that is, need for achievement, power, affiliation and growth will positively influence psychological empowerment.

Standard instruments are administered to measure different variables and to investigate the influence of chosen variables on psychological empowerment. Several statistical techniques like correlation, multiple regression and canonical correlation are used to measure the significance and strength of relationship between identified independent and dependent variables.

The main conclusion is that all motivational needs, other than the need for affiliation, are significantly and positively related to psychological empowerment (intrinsic task motivation). The positive relationship between psychological empowerment and need for affiliation was hypothesized thinking five star hotels as the source of sample where employees are required to demonstrate high degree of need for affiliation.