How to improve as a leader

The historical trajectory of psychological research on leadership since the early 20th century has significantly contributed to enhancing business organizations, leading to positive impacts on performance and working environments. These advancements have, in turn, contributed to broader social benefits. Key scientific contributions in this domain have focused on understanding how leadership influences interpersonal skills and contributes to the achievement of both personal and organizational objectives. The effects of leadership in business organizations have been a central theme in this body of research.

In the realm of higher education, studies have delved into equipping students with essential psychological competencies, skills, and abilities necessary to navigate the dynamic business landscape. A notable emphasis has been placed on competencies such as self-efficacy, leadership, and locus of control, recognizing their pivotal role in shaping individuals for success in evolving business climates (Thompson et al., 2019). Leadership, in particular, has emerged as a critical focal point in these studies, exploring the actions undertaken by leaders, their reception among organizational groups, and the consequential impact on business organizations (Mumford et al., 2007; Thompson et al., 2019).

As organizations continue to evolve and face new challenges, psychological research on leadership remains instrumental in providing insights into effective leadership strategies, fostering personal and organizational growth, and ultimately contributing to the broader societal well-being. The ongoing exploration of leadership competencies and their implications signifies the enduring relevance and significance of psychological research in shaping the future of business organizations.

Leadership Evolution: Tracing the Trajectory from Lewin to Contemporary Perspectives

The foundational exploration into the intricacies of leadership, as delineated by Lewin et al. in 1939, represents a pivotal juncture in the annals of psychological studies. Their meticulous examination of groups of children subjected to three distinct leadership styles bore testament to the profound impact each wielded on the ambiance and productivity of these cohorts. This seminal research not only laid the groundwork for subsequent investigations but also afforded a prescient glimpse into the transformative potential of leadership dynamics.

Fast-forwarding to the year 2007, a noteworthy edition of "American Psychologist" beckoned with a compilation of the latest theories and cutting-edge research on leadership, as deftly curated by Sternberg. This compendium served as a beacon, inspiring researchers to delve deeper into the realms of leadership studies through the prism of psychology. The inquiries that underscored this special issue were nothing short of profound, probing the nuanced conditions under which leadership exerts its influence, scrutinizing the interplay between personal attributes of leaders and situational properties in shaping outcomes, and propounding a paradigm shift in leadership models that recognizes all members of a system as both leaders and followers, as articulated by Hackman and Wageman.

A poignant contribution to this scholarly discourse was rendered by Bennis in 2007, who provocatively linked leadership not merely to organizational dynamics but to the broader canvas of societal improvement and the amelioration of global challenges. This expansive perspective heralded a new epoch wherein leadership was envisaged as a catalyst for positive societal change.

Advancing this trajectory, the erudite work of Avolio and Walumbwa in 2006 assumed a pioneering stance, offering an integrative proposition that plumbed the depths of psychological research to unravel the intricate tapestry of leadership. Their emphasis on cognitive elements and the intricate interplay between individual-follower behaviors marked a paradigmatic shift, illuminating the multifaceted dimensions that underpin effective leadership.

In consonance with this evolving landscape, recent studies by Alase (2017) and Cai et al. (2018) have delved into the integration of creativity into the leadership paradigm. These inquiries posit that the efficacy of leadership lies in the ability to inspire and motivate workers, fostering a terrain where objectives are not just met but are conceived creatively. The act of galvanizing employees to develop objectives, enhancing their perseverance, and cultivating diverse problem-solving spaces emerges as the linchpin for impactful leadership, as expounded by these contributions. Simultaneously, the insights proffered by Chen (2007) underscore the pivotal role of teams as a quintessential resource for burgeoning enterprises. Recognizing the latent potential for growth within a team's creative prowess, business leaders, according to Chen, wield the power to inspire employees to collaborate synergistically. This collaborative ethos, in turn, becomes the crucible for unleashing innovative solutions and propelling the company towards growth.

In summation, the trajectory of psychological studies on leadership, from the seminal analyses of Lewin et al. to the contemporary investigations into the integration of creativity and the societal implications of leadership, attests to the enduring relevance and dynamism of this field. The juxtaposition of historical perspectives and contemporary insights underscores the transformative potential of leadership in not only organizational milieus but also in shaping the broader tapestry of societal progress.

Fostering Leadership and Psychological Research for Social Impact.

The nexus between psychological research and societal well-being, particularly within the workplace, emerges as a pivotal concern, prompting a contemplation of how research endeavors in leadership and psychology can wield a tangible impact on society. In delineating the impact, a dichotomy between real and potential impact is elucidated, where the former denotes research outcomes that have concretely ushered in societal improvements, while the latter suggests promising results yet to be fully translated into tangible transformations (Pulido et al., 2018).

Within the ambit of leadership and psychology, aligning with Goal 8 of the UN's Sustainable Development Goals (SDGs), which underscores the promotion of decent work and economic growth (United Nations, 2019), represents a potent avenue for effectuating both real and potential impacts. Notably, the scholarship of House (2008) offers a historical retrospective on the symbiotic relationship between social psychology, social sciences, and economics. It posits that the exponential growth of economic power over the past century owes a debt to the contributions of social sciences and psychology. This historical interplay between disciplines aligns seamlessly with the aspirations of the SDGs, particularly the pursuit of inclusive and sustainable economic growth, employment, and the promotion of decent work for all.

The realm of psychological research on leadership within organizational contexts has unequivocally left an indelible mark on management and economics studies. This is underscored by the deliberations at the 6th International Conference on Management, Leadership, and Governance (Riviere, 2018), which delved into leadership knowledge across three research dimensions: psychology, business economics, and project management. Noteworthy contributions from this discourse underscored the pivotal role of psychological training in leadership, positioning it as a catalyst for social and economic impact. The efficacy of such training resonates not only in enhancing individual competencies and skills but also in fostering a collective advancement that dovetails with international objectives geared towards economic enhancement and the realization of decent work.

The impact of psychological research extends beyond the theoretical realm, permeating the educational sphere. Research in this domain has been instrumental in enhancing the competencies and skills of undergraduate and MBA students. This, in turn, cultivates a cohort of individuals equipped with the psychological acumen necessary for effective leadership. The symbiotic relationship between psychological research and education thus propels a cycle of influence that transcends the theoretical realm, manifesting in the practical realms of the economy and the workplace.

In essence, the trajectory of psychological research in leadership converges with societal imperatives, offering a blueprint for tangible impact on economic growth and the cultivation of decent work. As scholars continue to navigate the intricate intersections of psychology, leadership, and societal well-being, the potential for transformative influence remains poised to unfold, fostering a synergy between research endeavors and the tangible betterment of societies across the globe.

Exploring Leadership and the Dynamics of Dialogic Leadership.

The multifaceted exploration of leadership within various research domains has yielded divergent perspectives, reflecting the intricate tapestry of this phenomenon. Notably, the fields of organizational behavior and industrial psychology have gravitated towards scrutinizing the darker facets of leadership, delving into issues such as abusive behaviors, toxic relationships, and bullying tactics (Harris and Jones, 2018). Conversely, the field of psychology, as posited by Vroom and Jago (2007), conceptualizes leadership as a process intricately linked to motivating individuals to collaboratively strive towards achieving commendable objectives.

Chatman and Kennedy (2010) advocate for a theoretical exploration from psychology that not only equips leaders with essential skills but also elucidates their interactions within the dynamic contexts of both small groups and large corporations. This psychological lens, applied to business leadership, assumes a transformative role in inspiring organizational members towards the attainment of overarching goals, as underscored by Mumford et al. (2007), who advocate for a nuanced psychological analysis to unravel the intricacies of leadership influence.

The conceptual landscape of leadership has burgeoned, encapsulating diverse typologies in recent years. Jardon and Martínez-Cobas (2019) contribute by delineating the primary contributions of various leadership types, including ethical, authentic, spiritual, and transformational leadership. Noteworthy connections are drawn between transformational leadership and transactional leadership by Bryant (2003), while Hitt and Duane (2002) navigate the realms of strategic leadership. Padrós and Flecha (2014) introduce the concept of dialogic leadership, presenting it as a process facilitating the creation, development, and consolidation of leadership practices within diverse community members.

Dialogic leadership, as conceptualized by Padrós and Flecha, transcends the conventional approach of attributing leadership roles to specific individuals. Instead, it underscores the intrinsic human dimension, emphasizing the collective responsibility of leaders in fostering mechanisms for collaborative action, thereby propelling changes not only within the organization but also beyond its confines. This approach aligns with entrepreneurial leadership, as defined by Cai et al. (2018), which serves as a mechanism to harness the creative potential of workers and cultivate trust in the creative processes within organizations.

In summary, the exploration of leadership spans a spectrum, from delving into its negative manifestations to embracing the transformative potential encapsulated in motivational processes. The proliferation of leadership typologies, including ethical, authentic, spiritual, transformational, strategic, dialogic, and entrepreneurial, underscores the dynamic and evolving nature of leadership research. Each conceptualization offers a unique vantage point, contributing to a richer understanding of the multifaceted and intricate phenomenon that is leadership.

Striving for Effective Leadership through the Fusion of Creativity and Heterogeneity.

In the realm of business leadership, the pivotal role of leaders as drivers and influencers, serving as exemplary role models, has been underscored by scholars such as Más-Machuca (2014) and Renko (2017). Leadership is portrayed as a catalyst for motivation, support, and perseverance, fostering the organic emergence of creative proposals from workers, as posited by Gupta et al. (2004) and Chen (2007). Cai et al. (2018) delve into the realm of entrepreneurial leadership, highlighting the imperative for leaders to motivate team members, cultivating benefits not only for the team as a collective but also for individual members. The daily management of companies, according to Cai et al., necessitates a specific type of leadership that propels individuals towards creativity and the identification of new opportunities. This nuanced approach, rooted in common objectives and a shared organizational vision, is posited to be instrumental in fostering successful business practices, aligning with the insights of Gupta et al. (2004).

The analysis of heterogeneity within organizations emerges as a salient theme, encapsulating various dimensions that influence organizational effectiveness. Workforce diversity, spanning attributes such as age, cultural background, physical abilities and disabilities, race, religion, gender, and sexual orientation, is perceived as a key driver for enhancing productivity, particularly in the context of a globalized and competitive market (Saxena, 2014). The research landscape endeavors to establish a correlation between heterogeneity and team performance. Hoch (2014) accentuates diversity as a critical condition influencing the relationship between shared leadership and performance, emphasizing its pivotal role alongside information sharing. Kearney and Gebert (2009) shed light on the symbiotic relationship between transformational leadership and diversity, asserting that high levels of transformational leadership positively correlate with the team leader's longitudinal ratings of team performance in the context of nationality and educational diversity.

In the pursuit of workforce diversity, Saxena (2014) underscores the vital role of effective management. The recruitment of a diverse workforce is posited as a strategic avenue that invariably leads to improved productivity, aligning with the broader objective of leveraging heterogeneity for organizational success.

In essence, the tapestry of leadership in business is woven with threads of motivation, support, and the cultivation of creativity. Leaders, as exemplified by entrepreneurial leadership, are tasked with not only fostering a collective vision but also with navigating the intricate dimensions of a diverse workforce. The synthesis of these elements, as elucidated by scholars across various studies, contributes to a holistic understanding of the multifaceted dynamics at play within the realm of business leadership.

The Organizational Context's Integral Elements of Leadership.

The extensive scientific literature within the realm of psychology meticulously dissects various components integral to leadership development in organizational contexts. Amidst the plethora of studies, Porter and McLaughlin (2006) conducted a comprehensive review spanning from 1990 to 2005, discerning several salient components that collectively contribute to effective leadership. The identified components include culture/climate, goals/purposes, people/composition, processes, status/condition, structure, and time. This study, however, delves into a more granular exploration of two particular components: goals/purposes and people/composition.

Within the organizational context, the establishment of leadership is intricately entwined with the delineation of goals and purposes. A recent study in the nursing field accentuates the essential components of nursing leadership, emphasizing the envisioning of goals within specific contextual parameters. As elucidated by Miles and Scott (2019), the contextual factors encompass the commitment of followers to leaders, socio-cultural realities, gender bias, situational nuances, and the broader social, legal, and political environment. Similarly, in the realm of tourism research, empowering leadership behaviors, such as fostering meaningful work and autonomy, are recognized for engendering supportive organizational structures. These structures, in turn, empower employees, fostering positive attitudes and aligning with organizational goals (Amor et al., 2019).

The people/composition component pivots on individual potential and its profound impact on leadership and performance (Porter and McLaughlin, 2006), manifesting in diverse forms across scientific literature. In a study by Miles and Scott (2019), a leadership curriculum framework is examined to identify skills capable of exerting a positive influence on others. This involves the nuanced evaluation of appropriate and inappropriate leadership and management behaviors, attitudes, and styles, as well as an assessment of personal strengths and weaknesses related to management and leadership across various professions. These proposed skills delineate the intricate relationship between individual and collective factors, shaping group interactions and influencing the realization of proposed goals. Parallelly, studies such as that by Salas-Vallina et al. (2018) advocate for a form of leadership that accentuates aspects like happiness and well-being at work. This approach centers on fostering positive interactions and reciprocal links within the organizational fabric.

In essence, the exploration of leadership components within the organizational context is a nuanced endeavor, with goals/purposes and people/composition emerging as pivotal facets. The intricate interplay of these components, intricately embedded within the broader organizational tapestry, underscores their paramount role in shaping effective leadership and fostering organizational success.