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Dear fellow members of the Organizational Behavior group,

Prof. Rolf Van Dick and I are preparing a chapter on Positive (forms of) Leadership to be published in the Oxford Encyclopedia of Psychology (Oxford University Press). The chapter aims to structure and summarize past and ongoing research regarding those leadership theories, models, and/or frameworks that illustrate how leaders (or leadership as a process) can have a positive impact on individuals (e.g., followers), groups (e.g., teams) or even society at large above and beyond the usual organizational individual-level metrics (e.g., job performance and job satisfaction). Just to provide some context, prior reviews have used the term "uplifting" (Hernandez et al, 2011) or "Moral Approaches" to leadership theories (Lemoine et al, 2019).

At this point, I would like to invite the OB AOM community to share any published work that you might find relevant to be included in this chapter. We would prefer literature reviews, meta-analysis but single studies are also welcome. Regarding individual studies, while all papers are welcome, we would appreciate any experimental study, or any study that is not purely based on self- and other-report surveys.
If you would like to support our efforts, you can send us your manuscript, reference, or DOI number to lmonzani@ivey.ca

For example, we would be very interested in papers exploring (but not limited to) Authentic Leadership; (Socialized); Character-Based Leadership; Charismatic Leadership; Ethical Leadership; Empowering Leadership; Identity Leadership; Leader-Member Exchange; Servant Leadership; The Social Identity Model of Leadership; Strategic leadership (with studies focused on outcomes related to Corporate Social Responsibility or other societal goods); Transcendental Leadership; Transformational Leadership; Virtuous Leadership; and so forth.

One of our goals is to follow up on early attempt to integrate this growing body of the literature (Meuser et al, 2016) and prevent potential conceptual (Banks et al, 2016) and measurement (Hoch et al, 2018) overlaps moving forward. We understand that at least at theory level, most of these theories are related yet distinct from each other to inform leaders how they can not only do well for their firms, but doing so by doing good to their followers, their organizations, or the societies in which they operate.

Thanking you so much in advance,

Lucas Monzani

lmonzani@ivey.ca


REFERENCES:

Hernandez, M., Eberly, M. B., Avolio, B. J., & Johnson, M. D. (2011). The loci and mechanisms of leadership: Exploring a more comprehensive view of leadership theory. The Leadership Quarterly, 22(6), 1165–1185.

Lemoine, G. J., Hartnell, C. A., & Leroy, H. (2019). Taking Stock of Moral Approaches to Leadership: An Integrative Review of Ethical, Authentic, and Servant Leadership. Academy of Management Annals, 13(1), 148–187.

Meuser, J. D., Gardner, W. L., Dinh, J. E., Hu, J., Liden, R. C., & Lord, R. G. (2016). A Network Analysis of Leadership Theory: The Infancy of Integration. Journal of Management, 42(5), 1374–1403. https://doi.org/10.1177/0149206316647099

Banks, G. C., McCauley, K. D., Gardner, W. L., & Guler, C. E. (2016). A meta-analytic review of authentic and transformational leadership: A test for redundancy. The Leadership Quarterly, 27(4), 634–652.

Hoch, J. E., Bommer, W. H., Dulebohn, J. H., & Wu, D. (2018). Do Ethical, Authentic, and Servant Leadership Explain Variance Above and Beyond Transformational Leadership? A Meta-Analysis. Journal of Management, 44(2), 501–529. https://doi.org/10.1177/0149206316665461

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Lucas Monzani
Assistant Professor of Organizational Behavior
Ivey Business School at Western University
London ON
+15196614148
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