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Amidst considerable scholarly and practical interest, leadership research has made substantial theoretical advances in the past decade. In particular, scholars have highlighted the dynamic, complex nature of leadership, thereby emphasizing the merit of an interactive and contextualized view of the phenomenon. However, the research methodology most commonly adopted in leadership studies has delayed researchers from fully capitalizing on such theoretical advances. Most studies rely on time-lagged surveys, which, although they have yielded many valuable insights into the stable traits and behaviors most commonly associated with leadership effectiveness, are limited in their ability to capture the dynamism and complexity inherent in the leadership process. The goal of this symposium is to provide ideas about how scholars might broaden and sharpen their view of leadership by broadening their methodological repertoires. Four papers will be presented that adopt alternative research methodologies to advance leadership theory. Following the presentations, Gilad Chen -- a distinguished scholar whose expertise lies in leadership and research methodology and who is the former editor-in-chief of Journal of Applied Psychology -- will provide an overview of future research avenues and lead the audience in an interactive group discussion. [ABSTRACT FROM AUTHOR]

Vision is a future image of a desired or idealized state that can be applied to individuals, groups, organizations, and societies. For decades, vision has taken center stage as a key factor composing the larger construct of leadership effectiveness. Yet many questions remain regarding leadership vision, such as: ' Are new models or paradigms available that might help leaders approach the issue of vision formulation? ' How does leadership vision apply at multiple levels of organizations? For example, how is vision formation at upper echelons level relevant to vision that might be formed by lower-level leaders? ' How and why does vision become shared and ultimately pursued by individuals, groups, and an entire organization? ' Are new methods available that might demonstrate why some leaders tend to be perceived as visionary, while others are not? We address these questions in this symposium through a mixture of conceptual and empirical papers. In so doing, our hope is to stimulate new thinking and theory pertaining to leadership vision, as well as highlight emerging methodologies that might be applied. And perhaps most importantly, the papers cross levels/boundaries between micro and macro attempts to understand the connection between visionary leadership and effectiveness in organizations. Indeed, leadership vision represents an ideal topic for such scholarly boundary spanning. Re-Envisioning Leadership Vision: Sci-fiction or Sci-fact? Presenter: Michelle Bligh; Claremont Graduate U. Strategic Vision and New CEO Legitimacy: An Integrative and Social Perspective Presenter: He Gao; Michigan State U. Presenter: Danni Wang; Rutgers Business School Presenter: Albert Cannella; Texas A&M U., College Station Too Tired to Be Inspired? How Emotional Exhaustion Affects the Link Between Visionary Leadership and Follower Performance Presenter: Eric Kearney; U. of Potsdam Presenter: Florian Scholz; U. of Potsdam In Pursuit of Visions: How Leader Vision Communication Affects Collective Vision Pursuit Presenter: Daan Alexander Stam; Erasmus U. Rotterdam Presenter: Timo Hans Van Balen; Rotterdam School of Management, Erasmus U. Neural Foundations of Visionary Leadership Presenter: Joohyung Kim; Arizona State U. Presenter: Raseana Williams; Arizona State U. Presenter: David A. Waldman; Arizona State U. Presenter: Pierre Balthazard; California State U. Sacramento Presenter: Justin Ames; Case Western Reserve U. [ABSTRACT FROM AUTHOR]

Prior findings suggest that narcissistic leaders harm the development of positive relationships and their associated positive work-behaviors. Yet, in contrast to this, narcissistic leaders sometimes behave in ways that show consideration for, and appreciation of, others (e.g., by showing humility, consulting subordinates before making decisions affecting them) - hence in ways that deviate from their dispositional tendencies. These deviations may explain why narcissistic leaders have sometimes been described by their subordinates as visionary or charismatic leaders who can lead their work unit to greater long-term success. When do narcissistic leaders display humility versus self-centered (harming) behaviors, and relatedly, what variables (potentially relating to leaders and/or their followers) weaken versus strengthen leader narcissism effects? What mechanisms account for when narcissistic leaders produce more or less workplace harms? This symposium aims at answering these questions and thus alerting scholars to new theories, empirical methods, and heretofore unstudied moderators and mediators of leader narcissism-dynamics. Outshined and Envious Narcissistic Leaders: A Self-Evaluation Maintenance Perspective Presenter: Joel B. Carnevale; Syracuse U. Presenter: Lei Huang; Auburn U. Presenter: Lynne Catherine Vincent; Syracuse U. Presenter: Lingtao Yu; U. of British Columbia EEG Contrasts of Paradoxical Self-Referential Traits: Narcissism and Humility Presenter: Brad Paul Owens; Brigham Young U. Presenter: Justin Ames; Case Western Reserve U. Presenter: Raseana Williams; Arizona State U. Presenter: Joohyung Kim; Arizona State U. Presenter: Pierre Balthazard; California State U. Sacramento Differences in Narcissists' Tendency to Devalue Others and Subsequent Punishment Severity Presenter: Jack Ting-Ju Chiang; Peking U. Presenter: Haiyang Liu; London School of Economics and Political Science Presenter: Fong T. Keng; Nanyang Technological U. Presenter: Li Guo; Guanghua School of Management, Peking U. Presenter: Bruce Avolio; U. of Washington A Narcissistic Leader Meets A Narcissistic Follower: Role of Relational Conflict and Goal Congruence Presenter: Quan Li; Tsinghua SEM Presenter: Zhuolin She; Tsinghua SEM Presenter: Debra L. Shapiro; U. of Maryland [ABSTRACT FROM AUTHOR]