Percorrer por autor "Silard, Anthony"
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- How leaders ‘strength of heart’ and ‘strength of will’ enhance team performancePublication . Rego, Arménio; Simpson, Ace V.; Cunha, Miguel Pina e; Silard, Anthony; Oliveira, Eduardo André da Silva; Mamédio, Diórgenes FalcãoWe investigate the influence of leaders’ dispositional compassion on team development and performance through two studies. In the first multi-source study (n = 154 team leaders), leaders’ dispositional compassion is found to be associated with improved team performance through the adoption of helping behaviors aimed at developing team capabilities. This relationship is moderated by leaders’ perseverance, suggesting that compassionate leaders transition from being inclined to help to actually helping only when they also demonstrate perseverance. In the second multi-source longitudinal study (n = 52 team leaders), we find support for the notion that the positive effect of leaders’ dispositional compassion on team development-helping behaviors is conditional on leaders’ perseverance, thus reinforcing our findings from the first study. We suggest that although dispositional compassion, a ‘strength of heart,’ is a well-known predictor of helping, the feelings and intentions of compassion do not guarantee helping behaviors. Translating these feelings and intentions into compassionate behaviors requires perseverance – a ‘strength of will.’ Hence, our study indicates that leaders’ dispositional compassion is not just a potential humanizing force but also positively correlates with team performance. However, the impact of leaders’ dispositional compassion on team performance only emerges through perseverance in the face of challenges.
- Leader expressed humility: a meta-analysis and an agenda for future researchPublication . Silard, Anthony; Miao, Chao; Rego, Arménio; Akkan, Eren; Yoon, David; Qian, ShanshanThis study meta-analyzes the empirical evidence on the topic of leader humility. Our findings suggest that leader humility makes unique contributions to explaining key followers’ outcomes beyond those provided by transformational leadership. We also find significant overlap between leader humility and authentic leadership, yet leader humility has incremental validity in predicting several outcomes. We analyze two theoretically driven moderators: individualism vs. collectivism, and high- vs. low- religiosity, and find that both emerge as moderating the relationships between leader humility and several outcomes. These findings suggest that when constructs such as leader-expressed humility, dispositional humility, honesty-humility, and humility as a component of servant leadership are conflated under the expression “leader humility”, the granularities inherent to each one of these constructs are hidden, with negative consequences for the validity of the empirical landscape. We conclude with theoretical implications of our meta-analysis for the leader humility literature and make suggestions for future research.
- Leader humility and team performance: exploring the mechanisms of team psychological capital and task allocation effectivenessPublication . Rego, Armênio; Owens, Bradley; Yam, Kai Chi; Bluhm, Dustin; Cunha, Miguel Pina e; Silard, Anthony; Gonçalves, Lurdes; Martins, Mafalda; Simpson, Ace Volkmann; Liu, WenxingAlthough there is a growing interest toward the topic of leader humility, extant research has largely failed to consider the underlying mechanisms through which leader humility influences team outcomes. In this research, we integrate the emerging literature of leader humility and social information processing theory to theorize how leader humility facilitates the development of collective team psychological capital, leading to higher team task allocation effectiveness and team performance. While Owens and Hekman (2016) suggest that leader humility has homogeneous effects on followers, we propose a potential heterogeneous effect based on the complementarity literature (e.g., Tiedens, Unzueta, & Young, 2007) and the principle of equifinality (leaders may influence team outcomes through multiple pathways; Morgeson, DeRue, & Karam, 2010). In three studies conducted in China, Singapore, and Portugal, including an experiment, a multisource field study, and a three-wave multisource field study, we find support for our hypotheses that leader humility enhances team performance serially through increased team psychological capital and team task allocation effectiveness. We discuss the theoretical implications of our work to the leader humility, psychological capital, and team effectiveness literatures; and offer suggestions for future research.
- Leader-expressed forgiveness and team performance: a two-paths modelPublication . Rego, Arménio; Valverde, Camilo; Oliveira, Eduardo; Silard, Anthony; Cunha, Miguel Pina e; Sobral, FilipaAs role models and salient sources of social information, forgiving leaders are prosocial facilitators of team interactions, with consequences for team performance. Through a multi-source field study (227 teams/leaders) and a vignette-based experiment (101 teams), we show that (a) leader-expressed forgiveness predicts team performance through, serially, team forgiveness climate and team helping behavior, and (b) this indirect effect is stronger when the strength (i.e., the consistency of expressed forgiveness across team members) of leader-expressed forgiveness and team forgiveness climate are high. Findings also show that (a) leader-expressed forgiveness predicts team performance through, serially, team psychological safety and team creativity, and (b) this indirect effect is stronger when the strength of leader-expressed forgiveness is high. Our findings suggest that forgiving leaders may play an important role as enactors of several team processes and emergent states that make teams more effective.