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���������������������8d^��jlrrrrr���8j:j:j:j:j:j:j$%l��n:^j������^j��rr4sj���r�r8j�8jr����p�nը��0r$j�j0�jo�fo�/o��gt�������^j^j�r����j������������������������������������������������������������������������o�����������: the leadership quarterly
volume 23, issue 2, april 2012
1. title: leadership research and cognitive neuroscience: the state of this union
authors: nick lee; carl senior; michael butler
abstract: advances in cognitive neuroscience and other approaches to understanding human behavior from a biological standpoint are only now beginning to filter into leadership research. the purpose of this introduction to the leadership quarterly special issue on the biology of leadership is to outline the organizational cognitive neuroscience approach to leadership research, and show how such an approach can fruitfully inform both leadership and neuroscientific research. indeed, we advance the view that the further application of cognitive neuroscientific techniques to leadership research will pay great dividends in our understanding of effective leadership behaviors and as such, a future symbiosis between the two fields is a necessity.
2. title: the heritability of emergent leadership: age and gender as moderating factors
authors: sankalp chaturvedi; michael j. zyphur; richard d. arvey; bruce j. avolio; gerry larsson
abstract: in this study, we examined the moderating influences of gender and age with respect to testing the heritability of leadership emergence. a large data base of 12,112 twins from sweden was used in the current study to decompose the variance of emergent leadership into an unobservable genetic component and environmental components that are either common or unshared among twin pairs. consistent with prior leadership research on genetics, we found that a genetic factor is able to explain a significant proportion of the variation across individuals in predicting how twins perceive their emergent leadership behavior (about 44% for women and 37% for men). furthermore, we also found that the magnitude of genetic influence on emergent leadership varied with age, but only for women with the heritability estimate being highest for the mid-age women versus lowest for the older women. implications for advancing research on the genetic and environmental influences on leadership emergence are discussed.
3. title: do leadership role occupancy and transformational leadership share the same genetic and environmental influences?
authors: wen-dong li; richard d. arvey; zhen zhang; zhaoli song
abstract: using data collected from 107 pairs of identical and 89 pairs of fraternal female twins, this study examined the genetic and environmental associations between transformational leadership and leadership role occupancy. results show that 78% of the covariance between the two leadership variables was attributable to overlapping genetic factors, while 22% of the covariance to overlapping environmental factors. in particular, 13% (2%) of the variance in leadership role occupancy was accounted for by the same genetic (environmental) factors related to transformational leadership. unique sets of genetic and environmental variables, which are not associated with transformational leadership, explained 16% and 69% of the variance in leadership role occupancy, respectively. the results suggest that multiple manifestations of leadership (i.e., transformational leadership and leadership role occupancy) are differentially heritable. although the association between these two variables is largely due to overlapping genetic rather than environmental factors, unique (i.e., non-overlapping) genetic and environmental influences still play an important role in impacting these leadership variables.
4. title: differentiating transformational and non-transformational leaders on the basis of neurological imaging
authors: pierre a. balthazard; david a. waldman; david a. waldman; sean t. hannah
abstract: the purpose of this study was to evaluate the viability of using neurological imaging to classify transformational leaders, versus non-transformational leaders, as identified through existing psychometric methods. specifically, power spectral analysis measures based on electroencephalograms (eeg) were used to develop and validate a discriminant function that can classify individuals according to their transformational leadership behavior. resting, eyes closed eeg was recorded from 19 scalp locations for 200 civilian and military leaders. we also assessed follower or peer perceptions of transformational leadership through the use of the multifactor leadership questionnaire (mlq). our discriminant analysis, which involved a two-step, neural variable reduction and selection process, was 92.5% accurate in its classification of leaders. patterns in the spectral measures of the brain of leaders, including activity and network dynamic metrics, are discussed as potential correlates of transformational leadership behavior. the current work provides a better understanding of the latent and dynamic neurological mechanisms that may underpin the transformational leadership qualities of individuals.
5. title: examination of the neural substrates activated in memories of experiences with resonant and dissonant leaders
authors: richard e. boyatzis; angela m. passarelli; katherine koenig; mark lowe; blessy mathew
abstract: given the relevance of leadership in organizational life, we designed an exploratory study to assess the neural mechanisms involved in memories of interactions with resonant and dissonant leaders (a follower-centric study). subjects in advanced professional roles were asked about previous incidents with both types of leaders, and functional magnetic resonance imaging (fmri) scans were then conducted with cues developed from these recollections. recalling experiences with resonant leaders activated neural areas such as the bilateral insula, right inferior parietal lobe, and left superior temporal gyrus; regions associated with the mirror neuron system, default mode or social network, and positive affect. recalling experiences with dissonant leaders negatively activated the right anterior cingulate cortex and activated the right inferior frontal gyrus, bilateral posterior region of the inferior frontal gyrus, and bilateral inferior frontal gyrus/insula; regions associated with the mirror neuron system and related to avoidance, narrowed attention, decreased compassion, and negative emotions.
6. title: facing the situation: testing a biosocial contingency model of leadership in intergroup relations using masculine and feminine faces
authors: brian r. spisak; astrid c. homan; allen grabo; mark van vugt
abstract: using an evolutionary psychology framework we propose that leadership and followership are evolved traits to solve recurrent group coordination problems. we argue that adaptive problems such as those concerning intergroup conflict or cooperation activate different cognitive leadership prototypes, and the face conveys diagnostic information about the suitability and emergence of intergroup leadership. consistent with hypotheses we find that followers expect masculine-faced leaders to behave competitively and feminine-faced leaders cooperatively in intergroup relations. furthermore, individuals prefer leaders whose facial cues match the adaptive problem. for example, a masculine-looking leader is preferred in a competitive intergroup setting. also, this match between face and situation is reinforced with a consistent leadership message such as a masculine-looking leader expressing the need for competition. an evolutionary perspective provides a deeper understanding of the biological aspects of leadership and generates many novel hypotheses about how markers such as the human face affect leadership emergence and effectiveness.
7. title: developmental stability and leadership effectiveness
authors: carl senior; robin martin; geoff thomas; anna topakas; michael west; rowena m. yeats
abstract: developmental stability is the degree to which we can withstand environmental or genetic stressors during development. fluctuating asymmetry (fa), concerns the extent to which the right and left side of the body is asymmetrical and is one way to measure developmental stability. two studies were carried out that examined both the predictive value of leader fa with leadership behaviors and its role in facilitating group performance. the first study examined the hypothesis that a leader's fa is correlated with scores on the multifactor leadership questionnaire (mlq). the results revealed individuals with a more asymmetrical morphology scored higher on the transformational, but not transactional, dimensions of leadership behavior. a second study examined the hypothesis that asymmetrical morphology and leadership effectiveness would share a positive relationship. in this study participants who led a business game exercise, revealed a positive relationship between fa and self-reported well-being and task satisfaction. importantly, there was also a positive correlation between the leader's fa score and group performance. the role that developmental stability may play in leadership effectiveness is discussed in the wider context of evolutionary psychology.
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