Drawing on the job-demand resource theory, the article examines the relative importance and the complementarity of three widely practiced leadership styles – transformational, paternalistic, and authoritarian. It investigates how the three styles relate to followers’ work engagement amongst employees in Russian domestic organizations. It also theorizes and tests the mediating effects of three psychological mechanisms, namely self-efficacy, self-esteem, and job control, on the examined relationships. The findings show that all three leadership styles relate to followers’ work engagement positively. The relationship of transformational leadership is dominant and mediated by all three psychological mechanisms. The remaining two styles also make their unique contributions to followers’ work engagement. Whereas authoritarian leadership influences followers by enhancing their self-efficacy and self-esteem, paternalistic leadership operates more extrinsically by increasing followers’ job control. Surprisingly, our analyses found that the role of control variables such as gender, age, and hierarchical position were insignificant in predicting how the three leadership styles influence employee work engagement. The study is among the first to shed light on the relative importance of the three focal leadership styles, their differential influences and interrelations, and the different mechanisms through which they relate to followers’ work engagement.

Why do new parties split? Scholars of new party schisms shy away from leadership-centred explanations for fear of excessive voluntarism and thus fail to conceptualise differences between leaders systematically. This article challenges that trend, arguing that externally appealing, internally dominant leaders generate cohesion in new parties. It analyses why some externally appealing leaders are internally dominant, while others are not, and argues that this variation can make the difference between schism and survival. The article supports its argument through a representative case study: the fatal (and consequential) schism of Peru's United Left coalition in the late 1980s.

The selection process of team leaders is fundamental if the effectiveness of teams is to be guaranteed. Human values have proven to be an important factor in the behaviour of individuals and leaders. The aim of this study is twofold. The first is to validate Schwartz's survey of human values. The second is to determine whether there are any relationships between the values held by individuals and their preferred roles in a team. Human values were measured by the items of the Schwartz Value Survey (SVS) and the preferred roles in a team were identified by the Belbin Self Perception Inventory (BSPI). The two questionnaires were answered by two samples of undergraduate students (183 and 177 students, respectively). As far as the first objective is concerned, Smallest Space Analysis (SSA) was performed at the outset to examine how well the two-dimensional circular structure, as postulated by Schwartz, was represented in the study population. Then, the results of this analysis were compared and contrasted with those of two other published studies; one by Schwartz (2006) and one by Ros and Grad (1991). As for the second objective, Pearson correlation coefficients were computed to assess the associations between the ratings on the SVS survey items and the ratings on the eight team roles as measured by the BSPI.

This study follows the social identity model of leadership proposed by van Knippenberg and Hogg (2003), in order to examine empirically the mediator effect of leadership prototypicality between social identity, extra effort, and perceived effectiveness of group members. The sample consisted of 109 participants who worked in 22 different workteams of non-profit organizations (NPO) from Nicaragua and El Salvador. The data analysis was performed through structural equation modeling (SEM). The results show that NPO membership is related to a high level of social identity. In addition, the results confirmed that leadership prototypicality has a significant and positive mediator effect in the relationship between the group identification and the group members' extra effort and the perceived effectiveness of leadership.

Stereotypicality and attitudinal similarity are variables broadly studied in the research about leader's acceptance and evaluation. However, the interaction between these variables has not been deeply studied. An experimental research in which we analyze the influence of both variables and their interaction on leaders' evaluation is presented. A3 × 3 (attitudinal similarity [none, moderate, high] × leaders' stereotypicality [none, moderately and very stereotypical]) design was used. Participants were 215 Psychology students. Results show that both variables influenced leaders' evaluation, although the influence of stereotypicality was stronger than that of attitude similarity. The significant interaction between both variables indicates that, when a very stereotypical leader is not at all similar or moderately similar to the perceiver, his or her evaluation diminishes.

Organizational leadership is fundamental for the working and development of current organizations. It helps members of an organization to face transcendental challenges. One of the fundamental aspects of leaders is their personal characteristics and behaviour as perceived by their co-workers. Although research has established a relationship between these components, findings have failed to come up with any congruent evidence and further to this the organizations and contexts used are from several decades ago.

This article, which forms part of the international GLOBE project, analyses the relationship between motives and behaviour as perceived by co-workers in organizations, using quantitative and qualitative methods and including technological innovations. Using samples from 40 corporate directors and 84 of their co-workers, from different companies, it confirms how the main motives of leaders (power, affiliation and achievement) are related to different behavioral patterns (power to authoritarian, non-dependent and non-social-skill behaviours; affiliation to relationship and dependent behaviors, and achievement to proactive behaviors). It discusses the results with relation to traditional research and suggests practical measures and proposals for future investigations in this area.

The Mayan Indians of Guatemala share the burdens of local government by taking on a set of public duties, thereby maintaining community cohesion as well as political autonomy. This article analyses recent changes in this cargo system in a context defined by development, new representations of ‘Mayanness’, and multicultural politics. It shows how sovereignty – grounded in a distinct philosophy of leadership that generates meaningful self-rule – is crucial in facilitating political transformation towards more democratic arrangements at the cost of rule by the elders.