1951: The Expression of Leadership: Forging Power, Communication, and Collective Potential (15099)

Organizer(s)

• TH

  Tianyu He

  National U. of Singapore, Singapore

Participant(s)

• HK

  Hemant Kakkar

  Indian School of Business, India

Presenter(s)

• TH

  Tianyu He

  National U. of Singapore, Singapore
• HL

  Hanho Lee

  Ohio State U., United States

Participant(s)

• HL

  Hun Whee Lee

  The Ohio State U. Fisher College of Business, United States

Organizer(s)

• KT

  Kian Siong Tey

  INSEAD

Discussant(s)

• AC

  Andrew Carton

  The Wharton School, U. of Pennsylvania, United States

Presenter(s)

• KT

  Kian Siong Tey

  INSEAD

Participant(s)

• RS

  Roderick Swaab

  INSEAD, Singapore

Presenter(s)

• VS

  Valentina Schneider

  London Business School, United Kingdom

Participant(s)

• DC

  Daniel Cable

  London Business School, United Kingdom
• CV

  Constantinos V. Coutifaris

  McCombs School of Business, U. of Texas at Austin, United States

Presenter(s)

• GB

  Garrett Brady

  Bocconi U., Italy

Decades of research have emphasized the critical role of effective communication between leaders and their teams in shaping the leader-follower relationship and team performance (Riggio, Riggio, Salinas, & Cole, 2003). What leaders communicate and how they do so are often crucial to how their followers evaluate and perceive them differently (Kim, David, Chen, & Liang, 2023). Various forms of verbal and non-verbal expressions by leaders have also been observed to manifest as distinct leadership styles (Choudhury, Starr, & Agarwal, 2020), which in turn affect how members of the team may feel and behave (Antonakis, d’Adda, Weber, & Zehnder, 2022; Erez, Misangyi, Johnson, LePine, & Halverson, 2008). Given the multifaceted nature of leader-team communication and the evolving expressions of leadership, there is a continuous need to examine the consequences of how and what leaders communicate to their followers. This symposium brings together scholars to examine the effects of leaders’ expressions across various units of analyses, from individual-level perceptions of leadership effectiveness and individual career outcomes to team-level outcomes of peer-monitoring and performance.

Presentations:

• 09:45 – 11:15 CT (GMT-5/UTC-5)

  1951: Too Much or Too Little? The Effect of Frequency of Moral Communication on Perceptions of Leadership (15099)
  

  Author: Kian Siong Tey – INSEAD

  Author: Roderick Ingmar Swaab – INSEAD
• 09:45 – 11:15 CT (GMT-5/UTC-5)

  1951: Vulnerability on Demand? Leader Vulnerability and Employee Perceptions of Leader Effectiveness (15099)
  

  Author: Valentina Sara Schneider – London Business School

  Author: Daniel M. Cable – London Business School

  Author: Constantinos V. Coutifaris – McCombs School of Business, U. of Texas at Austin
• 09:45 – 11:15 CT (GMT-5/UTC-5)

  1951: The Impact of Leader Association on Subordinates’ Selection Prospects (15099)
  

  Author: Garrett L. Brady – Bocconi U.

  Author: Hemant Kakkar – Indian School of Business
• 09:45 – 11:15 CT (GMT-5/UTC-5)

  1951: Interaction between Leadership and Team Hierarchy: functional effects of dominance based leadership (15099)
  

  Author: Tianyu He – National U. of Singapore

  Author: Roderick Ingmar Swaab – INSEAD
• 09:45 – 11:15 CT (GMT-5/UTC-5)

  1951: Team Boundary Spanning and Team Performance: Integrating the Lens of Power Dynamics (15099)
  

  Author: Hanho Lee – Ohio State U.

  Author: Hun Whee Lee – The Ohio State U. Fisher College of Business