Winter Is Coming: An Investigation of Vigilant Leadership, Antecedents, and Outcomes

• 成果类型: Article
• 署名作者: Gao, Zhonghua; Liu, Yonghong; Zhao, Chen; Fu, Yue; Schriesheim, Chester A.
• 署名单位: Chinese Academy of Social Sciences; University of North Carolina; University of North Carolina Greensboro; Beijing University of Posts & Telecommunications; Xiamen University; University of Miami
• 刊物名称: JOURNAL OF APPLIED PSYCHOLOGY
• ISSN/ISSBN: 0021-9010
• DOI: 10.1037/apl0001175
• 发表日期: 2024
• 页码: 850-870
• 关键词: vigilant leadership; change-oriented leadership; SCALE DEVELOPMENT; LEADERSHIP EFFECTIVENESS

摘要

Within the hierarchical taxonomy of effective leadership, change-oriented leadership stands as a distinct and meaningful metacategory, primarily focusing on promoting change by communicating a compelling vision for the future. However, we consider whether there might be room to broaden the scope of change-oriented leadership by examining more negative-focused leadership behaviors. In this article, we explore the concept of vigilant leadership, which we suggest could be a change-oriented and negative-focused leadership style, and investigate its usefulness as a new leadership construct. In Study 1, we take preliminary steps toward developing a measure of vigilant leadership, employing content adequacy assessment and item response theory analysis. Drawing on the integrative trait-behavioral model of leadership effectiveness (DeRue et al., 2011), we further explore how vigilant leadership is associated with an array of antecedents (i.e., leader characteristics) and leadership outcomes. In Studies 2a and 2b, we present initial findings that leaders high on consideration of future consequences, prevention focus, general self-efficacy, and emotional intelligence might be more inclined to exhibit vigilant leadership. In Study 3, our results suggest that, even after controlling for the effect of visionary leadership (a type of positive-focused change-oriented leadership), vigilant leadership is positively related to follower felt responsibility for change, proactivity, specific proactive work behaviors (taking charge, voice, and problem prevention), teamwork proactivity, and teamwork proficiency. However, it does not seem to relate to follower proficiency, follower adaptivity, teamwork adaptivity, organizational citizenship behavior, positive affect toward the leader, leader-member exchange, or relational identification with the leader. With these preliminary findings, we encourage further discussion and investigation into the potential implications of this emerging construct.