@article{BussKearneyNoureenetal.2023,
  author    = {Buss, Martin and Kearney, Eric and Noureen, Riffat and Gandhi, Nilima},
  title     = {Antecedents and effects of visionary leadership},
  series = {Journal of leadership \& organizational studies},
  volume    = {30},
  journal   = {Journal of leadership \& organizational studies},
  number    = {4},
  publisher = {Sage},
  address   = {Thousand Oaks, Calif.},
  issn      = {1548-0518},
  doi       = {10.1177/15480518231203637},
  pages     = {413 -- 427},
  year      = {2023},
  abstract  = {Scholars have argued that visionary leadership is an effective tool to motivate followers because it provides them with meaning and purpose. However, previous research tells us little about which leaders and under which circumstances leaders engage in visionary leadership. We draw on theories of human and social capital to argue that leader work centrality is an important antecedent of visionary leadership, and especially so for leaders with low organizational tenure. Moreover, we propose that visionary leadership then provides followers with meaningfulness and thereby decreases their turnover intentions. Our predictions were confirmed by data from a two-wave, lagged-design field study with 101 leader-follower dyads. Overall, our research identifies an important antecedent of visionary leadership, a specific situation in which this antecedent is particularly important, and provides empirical evidence for why visionary leadership can bind followers to an organization.},
  language  = {en}
}
@article{GhoshBussShivhare2023,
  author    = {Ghosh, Debjani and Buss, Martin and Shivhare, Amita},
  title     = {Does contingent reward leadership enhance or diminish team creativity?},
  series = {Journal of leadership \& organizational studies},
  journal   = {Journal of leadership \& organizational studies},
  publisher = {Sage},
  address   = {Thousand Oaks, Calif.},
  issn      = {1548-0518},
  doi       = {10.1177/15480518231216868},
  pages     = {14},
  year      = {2023},
  abstract  = {Although prior research has shown that reward provision might sometimes increase creativity, little is known about how leadership that clarifies effort-reward contingencies (i.e., contingent reward leadership) is related to team creativity. Drawing on the theory of learned industriousness, we argue that contingent reward leadership can enhance team knowledge exchange and, in turn, team creative performance. However, we propose that this relationship is moderated by leader unpredictability, which can create uncertainty about resource allocation, thereby undermining the otherwise positive effect of contingent reward leadership. In a two-source, lagged design (three-wave) field study with data from 60 organizational teams, we found a conditional indirect (moderated mediation) effect of contingent reward leadership on team creative performance through team knowledge exchange. This conditional indirect effect was positive when leader unpredictability was low, and negative when leader unpredictability was high. Our research provides leaders with clear and actionable advice by showing that contingent reward leadership promotes team creative performance only when leaders act in predictable and consistent ways.},
  language  = {en}
}