Evidence-Based Leader Behavior Encyclopedia

Our encyclopedia is designed to help students and researchers identify evidence-based leader behaviors from the top scholarly journals. The behaviors can be used to help reach goals in the Sanger Leadership Journey. Please note, we are constantly adding new research articles and looking into new features. If you have comments or suggestions, reach out to us.

To search for a specific behavior, use the filters below to select. You do not need to select a filter for each category. You can view more information about the Michigan Model quadrants here, including a self-assessment you can take.

Do you have a journal article and behavior to submit? Use our form and we will review and add it.

Collaborative Community (Yellow)

Leading Teams | Strategic Communication, Civility

Behavior:

High levels of power distance between leaders and followers can result in reduced organizational citizenship behaviors. How can you break down this barrier between you and your team members?

Citation:
Anand, S., Vidyarthi, P., & Rolnicki, S. (2018). Leader-member exchange and organizational citizenship behaviors: Contextual effects of leader power distance and group task interdependence. The Leadership quarterly, 29(4), 489–500.

Collaborative Community (Yellow)

Self-Leadership | Preparedness, Proactivity, Resilience

Behavior:

A well-rested leader is better able to regulate their behaviors during the day and engage more constructively with others. Making more time for more sleep can pay off in a big way.

Citation:
Barnes, C. M., Lucianetti, L., Bhave, D. P., & Christian, M. S. (2015). “You wouldn't like me when I’m sleepy”: Leaders’ sleep, daily abusive supervision, and work unit engagement. Academy of Management Journal, 58(5), 1419-1437.

Creative Change (Green)

Leading Teams | Empowerment, Team Building, Designing Team Structures

Behavior:

Letting team members write their own role descriptions boosts worker productivity and morale. Try a job crafting session at the start of your next project with your team, where you ask each person to design their dream role on that specific team.

Citation:
Berg, J. M., Dutton, J. E., & Wrzesniewski, A. (2013). Job crafting and meaningful work. In B. J. Dik, Z. S. Byrne, & M. F. Steger (Eds.), Purpose and meaning in the workplace (p. 81–104). American Psychological Association.

Collaborative Community (Yellow)

Leading Teams | Building Connection, Strategic Communication, Trust

Behavior:

As a leader, you can’t treat everyone the same. But all of your followers should receive support, encouragement, and trust from you. When they do, as a team, they will have a higher belief in their team’s abilities and lower team conflict.

Citation:
Boies, K., & Howell, J. M. (2006). Leader–member exchange in teams: An examination of the interaction between relationship differentiation and mean LMX in explaining team-level outcomes. The Leadership quarterly, 17(3), 246–257.

Creative Change (Green)

Interpersonal Skills | Strategic Communication, Innovation

Behavior:

As a leader, you need to change your messaging to fit your goals. To increase innovation, use intellectual stimulation, to increase task performance, use inspirational motivation. Take some time to think about your goals, and then decide which messaging you want to use.

Citation:
Boies, K., Fiset, J,, & Gill, H. (2015). Communication and trust are key: Unlocking the relationship between leadership and team performance and creativity. The Leadership Quarterly, 26(6), 1080–1094.

Strategic Structures (Red)

Leading Teams | Empowerment, Proactivity

Behavior:

As a leader, you need to know when to intervene or not. Leader intervention during a disruptive event prevents negative effects on team functioning. But over-intervention makes your team depend upon you too much. Take a chance this week, and empower your team without stepping in to take the lead.

Citation:
Morgeson, F. P., & DeRue, D. Scott. (2006). Event criticality, urgency, and duration: Understanding how events disrupt teams and influence team leader intervention. The Leadership quarterly, 17(3), 271–287.