Modelos de liderazgo positivomarco teórico y líneas de investigación

  1. Javier Blanch
  2. Francisco Gil
  3. Mirko Antino
  4. Alfredo Rodríguez-Muñoz
Revista:
Papeles del psicólogo

ISSN: 0214-7823 1886-1415

Any de publicació: 2016

Volum: 37

Número: 3

Pàgines: 170-176

Tipus: Article

Altres publicacions en: Papeles del psicólogo

Resum

The objective of this article is twofold; firstly, we set the theoretical boundaries of positive leadership and the reasons for its emergence. It is related to the new paradigm of positive psychology that has recently been shaping the scope of organizational knowledge. This conceptual framework has triggered the development of the various forms of positive leadership (i.e. transformational, servant, spiritual, authentic, and positive). Although the construct does not seem univocally defined, these different types of leadership overlap and share a significant affinity. Secondly, we review the empirical evidence that shows the impact of positive leadership in organizations and we highlight the positive relationship between these forms of leadership and key positive organizational variables. Lastly, we analyse future research areas in order to further develop this concept

Referències bibliogràfiques

  • Antino, M., Gil, F., Rodríguez-Muñoz, A. y Borzillo, S. (2014). Evaluating positive leadership: Pilot study on the psychometric properties of a reduced version of the positive leadership assessment scale. Revista de Psicología Social, 29(3), 589608.
  • Avolio, B. J. y Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16 (3), 315-338.
  • Avolio, B. J., Gardner, W. L., Walumbwa, F. O., Luthans, F. y May, D. R. (2004). Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviors. The Leadership Quarterly, 15(6), 801-823.
  • Avolio, B. J., Walumbwa, F. O. y Weber, T. J. (2009). Leadership: Current theories, research, and future directions. Annual Review of Psychology, 60, 421-449.
  • Bandura, A. (1986). Social foundations of thought and action. Englewood Cliffs, NJ: Prentice–Hall.
  • Barbuto, J. E. y Wheeler, D. W. (2006). Scale development and construct clarification of servant leadership. Group & Organization Management, 31 (3), 300-326.
  • Barrow, J.C. (1977). The variables of leadership: A review and conceptual framework. Academy of Management Review, 2(2), 231-251.
  • Bass, B. M. (1985). Leadership and performance beyond expectations. New York: Free Press.
  • Bass, B. M. (1999). Two decades of research and development in transformational leadership. European Journal of Work and Organizational Psychology, 8(1), 9-32.
  • Bass, B. M. (2000). The future of leadership in the learning organization. Journal of Leadership Studies, 7(3), 18–38.
  • Bass, B. M. y Riggio, R. E. (2006). Transformational leadership. Oxford: Psychology Press.
  • Benefiel, M. (2005). The second half of the journey: Spiritual leadership for organizational transformation. The Leadership Quarterly, 16(5), 723-747.
  • Bono, J.E. y Judge, T.A. (2004). Personality and transformational and transactional leadership: A meta-analysis. Journal of Applied Psychology, 89, 901-910.
  • Brown, M. E. y Treviño, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17(6), 595-616.
  • Brown, M. E., Treviño, L. K. y Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97(2), 117-134.
  • Bryman, A. (2004). Qualitative research on leadership: A critical but appreciative review. The Leadership Quarterly, 15(6), 729-769.
  • Burns, J. M. (1978). Leadership. New York: Harper & Row. Cameron, K. (2013). Practicing positive leadership: Tools and techniques that create extraordinary results. San Francisco: Berrett-Koehler Publishers.
  • Cameron, K. S., Dutton, J. E. y Quinn, R. E. (2003). An introduction to positive organizational scholarship. En K. S. Cameron, J. E., Dutton y R. E. Quin (Eds.), Positive Organizational Scholarship (pp. 3-13). San Francisco Berret-Koehler.
  • Cameron, K. y Plews, E. (2012). Positive leadership in action: Applications of POS by Jim Mallozzi, CEO, prudential real estate and relocation. Organizational Dynamics, 41(2), 99105.
  • Chiniara, M. y Bentein, K. (2016). Linking servant leadership to individual performance: Differentiating the mediating role of autonomy, competence and relatedness need satisfaction. The Leadership Quarterly, 27(1), 124-141.
  • Cruz-Ortiz, V., Salanova, M. y Martínez, I. M. (2013a). Liderazgo transformacional y desempeño grupal: Unidos por el engagement grupal. Revista de Psicología Social, 28(2), 183-196.
  • Cruz-Ortiz, V., Salanova, M. y Martínez, I. M. (2013b). Liderazgo transformacional: investigación actual y retos futuros. Revista Universidad & Empresa, 15(25), 1332.
  • Dinha, J.E., Lord, R.G., Gardner, W. Meuser, J.D., Lidend, R.C. y Huc, J. (2014). Leadership theory and research in the
  • new millennium: Current theoretical trends and changing perspectives. The Leadership Quarterly, 25, 36-62.
  • Dvir, T., Eden, D., Avolio, B. J. y Shamir, B. (2002). Impact of transformational leadership on follower development and performance: A field experiment. Academy of Management Journal, 45(4), 735-744.
  • Fairholm, G. W. (1996). Spiritual leadership: Fulfilling wholeself needs at work. Leadership & Organization Development Journal, 17(5), 11-17.
  • Fairholm, G. W. (1997). Capturing the heart of leadership: Spirituality and community in the new American workplace. Santa Barbara: Greenwood Publishing Group.
  • Farrington, D. P. (1991). Longitudinal research strategies: Advantages, problems, and prospects. Journal of the American Academy of Child & Adolescent Psychiatry, 30(3), 369-374.
  • Frisch, C. y Huppenbauer, M. (2014). New insights into ethical leadership: A qualitative investigation of the experiences of executive ethical leaders. Journal of Business Ethics, 123(1), 23-43.
  • Fry, L. W. (2003). Toward a theory of spiritual leadership. The Leadership Quarterly, 14(6), 693-727.
  • Gable, S. L. y Haidt, J. (2005). What (and why) is positive psychology? Review of General Psychology, 9(2), 103-110.
  • Gardner, W. L., Avolio, B. J., Luthans, F., May, D. R. y Walumbwa, F. (2005). Can you see the real me?: A self-based model of authentic leader and follower development. The Leadership Quarterly, 16(3), 343-372.
  • Gil, F., Alcover, C. Mª., Rico, R. y Sánchez-Manzanares, M. (2011). Nuevas formas de liderazgo en equipos de trabajo. Papeles del Psicólogo, 32(1), 38-47.
  • Greenleaf, R. K. (1997). Servant leadership: A journey into the nature of legitimate power and greatness. Mahwah, NJ: Paulist Press.
  • Harter, S. (2002). Authenticity. En C. R. Snyder y S. Lopez (Eds.), Handbook of positive psychology (pp. 382-394). Oxford, UK: Oxford University Press.
  • Judge, T. A., Woolf, E.F, Hurst, C. y Livingston, B. (2006). Charismatic and transformational leadership: A review and an agenda for future research. Zeitschriftfür Arbeits-und Organisations Psychologie A&O, 50(4), 203-214.
  • Kelloway, E.K., Weigand, H. McKee, M.C. y Das, H. (2013). Positive Leadership and Employee Well-Being. Journal of Leadership & Organizational Studies, 20(1), 107-117.
  • Kilburg, R. R. y Donohue, M. D. (2011). Toward a “grand unifying theory” of leadership: Implications for consulting psychology. Consulting Psychology Journal: Practice and Research, 63(1), 6-25.
  • Kirkbride, P. (2006). Developing transformational leaders: the full range leadership model in action. Industrial and Commercial Training, 38(1), 23-32.
  • Liden, R. C., Wayne, S. J., Meuser, J. D., Hu, J., Wu, J. y Liao, C. (2015). Servant leadership: Validation of a short form of the SL-28. The Leadership Quarterly, 26(2), 254-269.
  • Lowe, K. B. y Gardner, W.L. (2001). Ten years of The Leadership Quarterly: Contributions and challenges for the future. Leadership Quarterly, 11, 459-514
  • Luthans, F. (2002). Positive organizational behavior: Developing and managing psychological strengths. Academy of Management Executive, 16(1): 57-72.
  • Luthans, F. y Avolio, B. J. (2003). Authentic leadership: A positive developmental approach. En K. S. Cameron, J. E. Dutton y R. E. Quinn (Eds.), Positive organizational scholarship (pp. 241-261). San Francisco: Barrett-Koehler.
  • Luthans, F. y Jensen, S. M. (2002). Hope: A new positive strength for human resource development. Human Resource Development Review, 1(3), 304-322.
  • Luthans, F. y Youssef, C. (2004). Human, social, and now positive psychological capital management: Investing in people for competitive advantage. Organizational Dynamics, 33(2), 143-160.
  • Maslow, A.H. (1968) Toward a Psychology of Being. (2nd Ed.) Princeton, NJ: Van Nostrand. Molero, F., Recio, P. y Cuadrado, I. (2010). Liderazgo transformacional y liderazgo transaccional: Un análisis de la estructura factorial del Multifactor Leadership Questionnaire (MLQ) en una muestra española. Psicothema 22(3), 495-501.
  • Moriano, J. A., Molero, F. M. y Mangin, J. P. L. (2011). Liderazgo auténtico. Concepto y validación del cuestionario ALQ en España. Psicothema, 23(2), 336-341.
  • Moxley, R. S. (2000). Leadership and spirit. San Francisco, CA: Jossey-Bass.
  • Mullen, J. E. y Kelloway, E. K. (2009). Safety leadership: A longitudinal study of the effects of transformational leadership on safety outcomes. Journal of Occupational and Organizational Psychology, 82(2), 253-272.
  • Page, D. y Wong, T. P. (2000). A conceptual framework for measuring servant leadership. The human factor in shaping the course of history and development. Lanham, MD: University Press of America.
  • Parris, D. L. y Peachey, J. W. (2013). A systematic literature review of servant leadership theory in organizational contexts. Journal of Business Ethics, 113(3), 377-393.
  • Peiró, J. M. y Rodríguez, I. (2008). Estrés laboral, liderazgo y salud organizacional. Papeles del Psicólogo, 29(1), 68-82.
  • Quick, J. C., Cooper, C. L., Gibbs, P. C., Little, L. M. y Nelson, D. L. (2010). Positive organizational behavior at work. International Review of Industrial and Organizational Psychology, 25, 253-291.
  • Reave, L. (2005). Spiritual values and practices related to leadership effectiveness. The Leadership Quarterly, 16(5), 655687.
  • Reid, W. A., Bud West, G. R., Winston, B. E., & Wood, J. (2014). An Instrument to measure level 5 leadership. Journal of Leadership Studies, 8(1), 17-32.
  • Riggio, R. E., Zhu, W., Reina, C. y Maroosis, J. A. (2010). Virtue-based measurement of ethical leadership: The Leadership Virtues Questionnaire. Consulting Psychology Journal: Practice and Research, 62(4), 235-250.
  • Rodríguez-Muñoz, A., Gil, F. y Moreno-Jiménez, B. (2012). Factores organizacionales y acoso psicológico en el trabajo: El papel moderador del liderazgo “laissez-faire”. Revista de Psicología Social 27(2).221-231.
  • Russell, R. y Stone, A. G. (2002). A review of servant leadership attributes: Developing a practical model. Leadership and Organizational Development Journal, 23(3), 145-157.
  • Seligman, M. E., Steen, T. A., Park, N. y Peterson, C. (2005). Positive psychology progress: empirical validation of interventions. American Psychologist, 60(5), 410-421.
  • Sendjaya, S. y Sarros, J. C. (2002). Servant leadership: Its origin, development, and application in organizations. Journal of Leadership & Organizational Studies, 9(2), 57-64.
  • Senge, P. M. (2014). The dance of change: The challenges to sustaining momentum in a learning organization. New York: Crown Business.
  • Skogstad, A., Einarsen, S., Torsheim, T., Aasland, M. S. y Hetland, H. (2007). The destructiveness of laissez-faire leadership behavior. Journal of Occupational Health Psychology, 12(1), 80-92.
  • Spears, L. (1996). Reflections on Robert K. Greenleaf and servant-leadership. Leadership & Organization Development Journal, 17(7), 33-35.
  • Stentz, J. E., Clark, V. L. y Matkin, G. S. (2012). Applying mixed methods to leadership research: A review of current practices. The Leadership Quarterly, 23(6), 1173-1183.
  • Tafvelin, S., Armelius, K. y Westerberg, K. (2011). Toward understanding the direct and indirect effects of transformational leadership on well-being: A longitudinal study. Journal of Leadership & Organizational Studies, 18(4), 480-492.
  • Van Dierendonck, D. (2011). Servant leadership: A review and syntheses. Journal of Management, 27(4), 1228–1261.
  • Van Dierendonck, D., Stam, D., Boersma, P., de Windt, N. y Alkema, J. (2014). Same difference? Exploring the differential mechanisms linking servant leadership and transformational leadership to follower outcomes. The Leadership Quarterly, 25(3), 544-562.
  • Van Vugt, M., Hogan, R. y Kaiser, R. B. (2008). Leadership, followership, and evolution: some lessons from the past. American Psychologist, 63(3), 182-196.
  • Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S. y Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89-126.
  • Wooten, L. P. y Cameron, K. S. (2010). Enablers of a positive strategy: Positively deviant leadership. Oxford handbook of positive psychology and work (pp. 53-65). Oxford: Oxford University Press.
  • Yammarino, F. J. y Bass, B. M. (1990). Transformational leadership and multiple levels of analysis. Human Relations, 43(10), 975-995.
  • Yammarino, F. J. y Bass, B. M. (1991). Person and situation views of leadership: A multiple levels of analysis approach. The Leadership Quarterly,2(2), 121-139.
  • Yammarino, F. J., Dionne, S. D., Chun, J. U. y Dansereau, F. (2005). Leadership and levels of analysis: A state-of-thescience review. The Leadership Quarterly, 16(6), 879-919.
  • Yukl, G. (2010). Leadership in organizations. Upper Saddle River, NJ: Prentice Hall.
  • Zellers, K. L. y Perrewe, P. L. (2003). En R.A. Giacalone y C.L. Jurkiewicz. Handbook of workplace spirituality and organizational performance (pp. 300-313). Armonk, NY: M.E.Sharpe.