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- Through the looking glass: leader personhood and the intersubjective construction of institutionsPublication . Cunha, Miguel Pina e; Cardona, María José; Clegg, Stewart; Gomes, Jorge F. S.; Matallana, Manuela; Rego, Arménio; Sánchez, Iván D.Institutions have been mainly understood in a dualistic way: as abstract, macro cultural logics, or as inhabited socio-cultural sites. This form of dualism divided people into cognitive cultural dopes or persons with a heart. Scholars are now trying to overcome dualistic modes of thinking about people in institutions, through the consideration of the persons as whole human beings. In this new theoretical approach, it is crucial to understand how institutions frame individual action and how individuals shape institutions. We study this duality by considering the lived experience of Colombia’s presidential transition period from Uribe to Santos in the decade of the 2010s.
- Leader-expressed humility predicting team psychological safety: a personality dynamics lensPublication . Rego, Arménio; Melo, Ana Isabel; Bluhm, Dustin J.; Cunha, Miguel Pina e; Júnior, Dálcio ReisIn an application of the personality dynamics framework, we advance understanding on the relationship between baseline leader humility and team psychological safety by exploring the roles of humility variability and attractor strength. Specifically, we examine how the (in)consistency (i.e., variability) of leader-expressed humility across team members operates as a boundary condition in the relationship between leader-expressed humility and team psychological safety. We also explore how the agreement between leader self-reported humility and leader-expressed humility (i.e., self-other agreement, SOA) operates as an attractor to predict such a consistency. We test the hypothesized model through a sample of 85 teams, rated by 354 team members. The findings suggest that consistency reinforces, while inconsistency weakens, the effect of leaderexpressed humility on team psychological safety. The findings also reveal that SOA relates to the consistency of leaderexpressed humility, depending on the level at which the (dis)agreement occurs. We conclude that to better understand the outcomes of humble leadership, it is necessary to take into account not only the baseline of humility expressed by the leader (as most studies do), but also his/her humility variability and the strength of the attractor.
- Garra dos líderes e capital psicológico dos liderados: uma exploração concetual de condições moderadorasPublication . Rego, Arménio; Sobral, Filipa; Simões, Ana; Duarte, Cátia; Reis, Francisco; Quaresma, Inês; Guimarães, Maria; Teixeira, Maria; Cunha, Miguel Pina eA garra (termo aqui traduzido de grit) tem sido encarada como crucial para o sucesso dos indivíduos e a eficácia dos líderes, embora alguns autores não sustentem essa tese. A investigação empírica é escassa e pouco conclusiva. Um possível caminho para melhor compreender este construto passa por considerar condições moderadoras. Aqui discutimos três dessas condições: (1) garra veiculada pelo líder versus garra autoatribuída; (2) humildade expressa pelo líder; (3) apoio social expresso pelo líder. O modelo concetual argumenta que o líder que veicula mais garra perante os liderados desenvolve o capital psicológico destes, mas esse efeito é mitigado, ou mesmo anulado, se o líder for desprovido de humildade e não facultar apoio social aos liderados. Distintamente, o líder estimula o capital psicológico dos liderados se, além de veicular garra, também expressar humildade e apoio social aos liderados.