Evidence-Based Leader Behavior Encyclopedia

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. https://doi.org/10.1016/j.leaqua.2017.11.002

Interpersonal Skills | Strategic Communication, Empowerment

Behavior:

Did you know that gendered business terms — such as “chairman” — can reinforce the stereotype tying masculinity to leadership? Use gender-neutral terms to support leaders of all gender identities (such as “chair”).

Citation:
Archer, A. M., & Kam, C. D. (2022). She is the chair (man): Gender, language, and leadership. The Leadership Quarterly, 101610. https://www.sciencedirect.com/science/article/pii/S1048984322000133

Leading Teams | Collectivity, Strategic Leadership

Behavior:

When financial resources are low but organizational support is high, organizations experience positive effects on profitability.

Citation:
Kim, K. Y., Eisenberger, R., Takeuchi, R., & Baik, K. (2022). Organizational-level perceived support enhances organizational profitability. Journal of Applied Psychology, 107(12), 2176–2196. https://doi.org/10.1037/apl0000567

Self-Leadership | Authenticity

Behavior:

Be uniquely you! When leaders act in line with their values and beliefs, they are more likely to achieve elevated levels of performance and help others accomplish the same.

Citation:
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. https://doi.org/10.1016/j.leaqua.2016.02.006

Self-Leadership | Proactivity, Resilience, Preparedness

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. https://journals.aom.org/doi/abs/10.5465/amj.2013.1063

Leading Teams | Designing Team Structures, Empowerment, Team Building

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. https://doi.org/10.1037/14183-005

Leading Teams | Strategic Communication, Building Connection, 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. https://doi.org/10.1016/j.leaqua.2006.02.004

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. https://doi.org/10.1016/j.leaqua.2015.07.007

Leading Teams | Proactivity, Empowerment

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. https://doi.org/10.1016/j.leaqua.2006.02.006

Interpersonal Skills | Strategic Communication, Learning, Problem Solving

Behavior:

Listen to understand, not just reply. It might seem to be the least emphasized communication skill, but it was found to be the most impactful.

Citation:
Brink, K. E., & Costigan, R. D. (2015). Oral Communication Skills: Are the Priorities of the Workplace and AACSB-Accredited Business Programs Aligned? Academy of Management Learning & Education, 14(2), 205-221. https://doi.org/10.5465/amle.2013.0044