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The importance of value-based leadership such as authentic, ethical, and servant leadership is inconspicuous. However, the benefits of these leadership approaches are often only explained through the behaviors of their followers. As such, limited research has communicated the leader’s motivation for pursuing such leadership behavior, resulting in such discourse to escape theorizing. We draw upon role theory and paid attention to the role of higher-level management (leadership) through the trickle-down model to underline their importance in the organization. We then expand this role theory framework by synthesizing research to explain the emergence of value-based leadership behavior at the frontline of management. In doing so, we aim to provide a stronger explanation of the emergence of value-based leadership in organizations. We conclude this analysis by guiding future research in the form of propositions to investigate the psychological process and organizational factors to empirically examine the proposed role framework.

Many critical and unexpected situations are handled by people that have never met. In the literature, development of immediate trust has been identified as a prerequisite for such temporary groups and leadership to function well. Limited experimental research has studied what leadership stimulates immediate trust between strangers. The present study investigate how four leadership styles, combining autocratic or democratic leadership behavior with low or high emotional stability, is related to immediate trust in a leader displayed through a 45-s video vignette of a car accident. A sample of 280 adults, randomly assigned to one of four conditions (1, autocratic/stable; 2, autocratic/unstable; 3, democratic/stable; 4, democratic/unstable) rated immediate trust after watching the vignette. The results show that autocratic and emotionally stable leaders were on average rated higher on immediate trust than all other leadership styles, after controlling for generalized trust. publishedVersion

The demographic trends (i.e., low birth rates and increasing longevity) pose challenges with regard to the increase of the average employee age along with a lack of skilled personnel on the labor market. Society, organizations, and individuals are confronted with the question on how to prolong working lives in the future. Based on socioemotional selectivity theory, the purpose of this study was to investigate the relationship between respectful leadership and older workers’ desired retirement age. In particular, we took a closer look at job satisfaction, subjective health, and work-to-private life conflict as underlying mechanisms. Further, we tested for the moderating role of occupational self-efficacy as an auxiliary condition for the assumed relationships of respectful leadership. We tested our hypothesized model using data from 1,130 blue- and white-collar workers aged 45–65 years. The results of structural equation modeling indicated that respectful leadership was positively related to older workers’ desired retirement age and that this relationship was mediated by subjective health and work-to-private life conflict but not by job satisfaction. The findings add to the literature on resources in retirement decision-making; notably, they highlight the importance of leadership behavior for older workers’ motivation and socioemotional needs.