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The Science of LeadershipLessons from Research for Organizational Leaders$
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Julian Barling

Print publication date: 2014

Print ISBN-13: 9780199757015

Published to Oxford Scholarship Online: April 2014

DOI: 10.1093/acprof:oso/9780199757015.001.0001

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Do Leaders Matter?

Do Leaders Matter?

Chapter:
(p.31) Chapter 2 Do Leaders Matter?
Source:
The Science of Leadership
Author(s):

Julian Barling

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199757015.003.0002

Do leaders matter to their organizations? DO CEO’s matter the most? What type of leadership is most effective? This chapter sets out to answer thesecomplex questions from the large body of research which allows for data rather than dogma-driven answers. Although most of this research has focused on transformational leadership behaviors, high quality leadership at all levels of the organization is associated with employee attitudes (e.g., organizational commitment), well-being and safety, and company performance (e.g., sales performance, financial performance) and environmental sustainability. Positive aspects of CEO leadership (e.g., transformational leadership, charisma) are associated with higher levels of financial performance, while negative aspects (e.g., CEO narcissism) are negatively associated with important organizational outcomes. The chapter ends with a discussion about the untimely death of CEOs, which demonstrates the complex effects of leaders on their organizations.

Keywords:   transformational leadership, employee attitudes, well-being and safety, environmental sustainability, ceo, charisma, narcissism, death of a ceo, sales performance, company performance, financial performance

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