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Cited by 132Job Satisfaction and Organizational BehaviorLeadership and Management in OrganizationsEmployee Performance and Leadership

Resetting the Clock on Dynamic Leader Behaviors: A Conceptual Integration and Agenda for Future Research

McClean, Shawn T., Barnes, Christopher M., Courtright, Stephen H., Johnson, Russell E.·2019·Academy of Management Annals
DOI 10.5465/annals.2017.0081
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Abstract

Throughout its storied history, the leadership literature has predominantly treated leader behaviors as static and owing to stable antecedents such as personality traits and organizational norms. In recent years, however, this assumption has been challenged as researchers have acknowledged that leader behaviors are more dynamic than previously thought. To clarify and broaden this literature, we review and synthesize published works focused on dynamic leader behaviors. In so doing, we identify three distinct conceptualizations of time and change in the leader behavior literature: shift (i.e., discontinuous, unidirectional change), growth and decay (i.e., unidirectional evolution over time), and ebb and flow (i.e., fluid, potentially nonlinear). We distill the conceptualization behind each of these approaches and synthesize the conceptual and empirical content of the literature within each approach. In the process, we also highlight several challenges and opportunities for research in this area. Moreover, we propose a new, integrative temporal framework meant to not only provide a richer view of dynamism but also guide future dynamic leader behavior research.

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Crossref · 10.5465/annals.2017.0081

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17 of 17 references verified0 citation errors · 0 not checkable

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  • Leaders may not always be able to proactively shape how diversity affects team processes and may encounter situational factors outside their control, such as automatic categorization processes.

    “However, leaders may not always be able to proactively shape how diversity affects team processes, and may encounter (situational) factors that are outside of their control (McClean, Barnes, Courtright, & Johnson, 2019), such as the fact that categorization processes can occur automatically (Ito & Urland, 2003).”

    From Leading diversity: Towards a theory of functional leadership in diverse teams. (2020) · cites this paper as McClean, Barnes, Courtright, & Johnson, 2019

  • Leaders can proactively or reactively adjust their use of person- or task-focused leadership depending on what their teams need.

    “We propose that leaders can proactively or reactively adjust their use of person-or task-focused leadership depending on what their teams need (also see McClean et al., 2019).”

    From Leading diversity: Towards a theory of functional leadership in diverse teams. (2020) · cites this paper as McClean et al., 2019

  • This potential can only be realized when leaders are able to effectively and strategically shift between these behaviors depending on the future or current needs of the team.

    “but this potential can only be realized when leaders are able to effectively and strategically shift between these behaviors depending on the future or current needs of the team (McClean et al., 2019;Zaccaro, Foti, & Kenny, 1991).”

    From Leading diversity: Towards a theory of functional leadership in diverse teams. (2020) · cites this paper as McClean et al., 2019

  • These competencies can be developed and learned over time by stimulating multicultural experiences or by training leaders' cultural and emotional intelligence.

    “These competencies can be developed and learned over time by stimulating multicultural experiences or by training leaders' cultural and emotional intelligence”

    From Leading diversity: Towards a theory of functional leadership in diverse teams. (2020) · cites this paper as McClean et al., 2019

  • Leaders can be aided to obtain or further develop relevant behaviors or competencies by means of training, coaching, or experiences.

    “leaders can also be aided to obtain or further develop relevant behaviors or competencies by means of training, coaching, or experiences (Mathieu, Tannenbaum, & Salas, 1992;McClean et al., 2019;Tannenbaum, Smith-Jentsch, & Behson, 1998).”

    From Leading diversity: Towards a theory of functional leadership in diverse teams. (2020) · cites this paper as McClean et al., 2019

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Authors
McClean, S. T., Barnes, C. M., Courtright, S. H., & Johnson, R. E.
Affiliations
  • Texas A&M University (US)
  • University of Washington (US)
  • Michigan State University (US)
ORCID
Venue
Academy of Management Annals
Publisher
Academy of Management
Published
2019-07
Volume
13
Issue
2
Pages
479-508
ISSN
  • 1941-6067 (ISSN-L)
  • 1941-6520
DOI
10.5465/annals.2017.0081
OpenAlex
W2937196943
Cited by
132
References
17
Citations by year
2026: 13 · 2025: 16 · 2024: 19 · 2023: 17 · 2022: 23 · 2021: 25 · 2020: 16 · 2019: 3
FWCI
23.50
Type
journal article
Language
en
Open access
closed
Locations
Academy of Management Annals (publishedVersion)
Topics
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
  • Social Sciences › Business, Management and Accounting › Strategy and Management › Leadership and Management in Organizations
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Employee Performance and Leadership
Keywords
leadership research agenda

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