Recent articles
Antonakis, J.,
& Dalgas, O. (2009). Predicting elections: Child's play! Science, 323(5918), 1183. (free
download of paper)
Abstract:
In two experiments, children and adults rated pairs of faces from election
races. Naïve adults judged a pair on competence; after playing a game, children
chose who they would prefer to be captain of their boat. Children's (as well as
adults') preferences accurately predicted actual election outcomes.
Extended Podcast discussion on our paper with Prof. Hoffrage
available in English and French
Summary
of the paper.
Podcast
interview
in Science.
Science
press release English1,
English2,
French,
Chinese.
University Press release in
French and German
The TSR (Swiss TV) challenge--I was asked to design an experiment, using children,
to predict the governmental elections in the state of Neuchâtel. See how it
went: http://www.tsr.ch/tsr/index.html?siteSect=500000&bcid=660584#bcid=660584;vid=10540469
(you can jump forward to 23mins 20secs)
Participation in the
program "Histoires des Savoirs":
http://www.tsr.ch/tsr/index.html?siteSect=500000&bcid=707617#vid=11359058
Other papers
Liden, R. C., & Antonakis, J. (2010): Considering
context in psychological leadership research. Human Relations, 62(11),
1587-1605
Abstract: Despite Lewin’s identification of
the importance of context in behavioral research over
70 years ago, leadership psychology tended to ignore the context. Only in the
past 10 years has context been more routinely included in psychological
leadership research. We provide examples of leadership research that has
explored the context, introduce the special issue articles, and provide
suggestions for future research on the context of leadership.
Antonakis, J., Ashkanasy, N. M.,
& Dasborough, M. (2010). Does leadership need emotional intelligence?
Leadership Quarterly, 20(2), 247-261.
Abstract: Interest in emotional intelligence has bloomed over the last
few years. That it has become a standard concept in general and applied
psychology, as well as in applied business settings, is indubitable. Is this
popularity warranted? Casting a shadow over the concept of emotional
intelligence are concerns about its meaningfulness and the construct and predictive
validity of its various measures. The following series of letters explores
various issues surrounding emotional intelligence and leadership including:
whether emotional intelligence is theoretically needed for leadership, the
types of emotional intelligence tests that may hold the most promise,
methodological standards for testing whether emotional intelligence matters,
evidence from the neuroscience literature on emotions and intelligence, and
evidence regarding the links between leader emotional intelligence and follower
outcomes.
Antonakis, J.,
& Lalive, R. (2008). Quantifying
scholarly impact: IQp versus the Hirsch h. Journal of
the American Society for Information Science and Technology, 59(6), 956-969.
Calculate your IQp: download file IQp calculator (note: enable macros for the excel
file)
Abstract: Hirsch's (2005) h index of scholarly output has generated
substantial interest and wide acceptance because of its apparent ability to
quantify scholarly impact simply and accurately. We show that the excitement
surrounding h is premature for three reasons: h stagnates with increasing
scientific age; it is highly dependent on publication quantity; and it is
highly dependent on field-specific citation rates. Thus, it is not useful for
comparing scholars across disciplines. We propose the scholarly index of
quality and productivity (IQp) as an alternative to
h. The new index takes into account a scholar's total impact and also corrects
for field-specific citation rates, scholarly productivity, and scientific age.
The IQp accurately predicts group membership on a
common metric, as tested on a sample of 80 scholars from three populations: (a)
Nobel winners in physics (n = 10), chemistry (n = 10), medicine (n = 10), and
economics (n = 10), and towering psychologists (n = 10); and scholars who have
made more modest contributions to science including randomly selected (b)
fellows (n = 15) and (c) members (n = 15) of the Society of Industrial and
Organizational Psychology. The IQp also correlates
better with expert ratings of greatness than does the h index.
De
Treville, S., & Antonakis, J. (2006). Could lean production job design be
intrinsically motivating? Contextual, configural,
and levels-of-analysis issues. Journal of Operations Management, 24(2),
99-123.
Abstract: Are lean production jobs intrinsically motivating? More than
20 years after the arrival of lean production, this question remains
unresolved. Generally accepted models of job design such as the Job
Characteristics Model (JCM, (Hackman, J.R.,
Antonakis, J. (2006).
Leadership: What is it and how it is implicated in strategic change?
International Journal of Management Cases, 8(4), 4-20. Download the full paper here.
Abstract: In this article, I focus on the role of leaders and how they
affect social change. The importance of leadership, as a strategic process,
will become evident from two points of view: those of leaders and followers. I
highlight the importance of the latter because leadership theories are
generally leader-focused and ignore central questions like "why do some
individuals emerge as leaders and how they are attributed charisma?"
"Why are some individuals influential as leaders whereas others are
not?" "Why do followers trust some leaders more than they do
others?" It is important that leaders understand how they are legitimized
because as it will become evident, leaders must reflect the collective aspirations
of their constituencies (followers)--whether these aspirations are follower or
leader induced--in order to influence them toward a common ideal while
instituting veritable social change. Leadership does not exist in a void.
Therefore, looking at the leadership process from the eyes of followers will be
addressed in various aspects of this article. Also based on a
universalist-generalist perspective not tied to any particular domain (e.g.,
political, military, sport, educational, etc.), I will also focus on what leaders
do, or more specifically what leaders should do, by reviewing what leadership
is in terms of its antecedents and consequences. My review will be rooted in
various competing but complementary research traditions that have dotted the
historical landscape of leadership research, culminating in a brief analysis of
the 2004
De Treville,
S., Antonakis, J., & Edelson, N. M. (2005). Can standard operating procedures be
motivating? Reconciling process variability issues and behavioral outcomes. Total Quality Management &
Business Excellence, 16(2), 231-241.
Abstract: It is generally agreed that requiring employees to perform
their tasks according to Standard Operating Procedures (SOPs) can improve
production outcomes in the context of repetitive manufacturing. Attempts to
link SOP use to intrinsic motivation – a requirement for creativity – have,
however, resulted in controversy. In this paper, we discuss the relationship
between required SOP use and worker creativity, as mediated by worker intrinsic
motivation, and suggest that the relationship between required SOP use and
intrinsic motivation and creativity is moderated by (a) availability of
accurate process documentation and (b) employee participation in developing of
process documentation. Download
the full paper here.
Antonakis, J. (2004). On
why "emotional intelligence" will not predict leadership
effectiveness beyond IQ or the "big five": An extension and rejoinder.
Organizational Analysis, 12(2), 171-182. Download the full paper here.
Abstract: Emotional intelligence (EI) has been embraced by many
practitioners and academicians without clear empirical support for the
construct. In this rejoinder and extension of an earlier comment, I highlight
the importance of using methodologically defensible scientific criteria for
conducting or evaluating research. I review literature demonstrating that EI
models are beset with problems concerning their validity and show that Prati et al's support for the EI
construct is based more on tangential speculation than on empirical findings.
Although I find some common positions with EI researchers such as Prati et al., I underline contradictions and
inconsistencies in their arguments and cast doubt on the necessity of EI for
understanding and predicting leadership effectiveness.
Antonakis,
J., Avolio, B. J., & Sivasubramaniam,
N. (2003). Context and
leadership: An examination of the nine-factor Full-Range Leadership Theory
using the Multifactor Leadership Questionnaire (MLQ Form 5X). Leadership
Quarterly, 14(3), 261-295.
Abstract: In this study, we examined the validity of the measurement
model and factor structure of Bass and Avolio's
Multifactor Leadership Questionnaire (MLQ) (Form 5X). We hypothesized that
evaluations of leadership—and hence the psychometric properties of leadership
instruments—may be affected by the context in which leadership is observed and
evaluated. Using largely homogenous business samples consisting of 2279 pooled
male and 1089 pooled female raters who evaluated
same-gender leaders, we found support for the nine-factor leadership model
proposed by Bass and Avolio. The model was configurally and partially metrically invariant—suggesting
that the same constructs were validly measured in the male and female groups.
Mean differences were found between the male and female samples on four
leadership factors (Study 1). Next, using factor-level data of 18 independently
gathered samples (N=6525 raters) clustered into
prototypically homogenous contexts, we tested the nine-factor model and found
it was stable (i.e., fully invariant) within homogenous contexts (Study 2). The
contextual factors comprised environmental risk, leader–follower gender, and
leader hierarchical level. Implications for use of the MLQ and nine-factor
model are discussed. Download
full paper here.
Antonakis, J. (2003). Why
"emotional intelligence" does not predict leadership effectiveness: A
comment on Prati,
Abstract: This article provides a commentary on the article
"Emotional intelligence, leadership effectiveness, and team outcomes"
by Prati,
Antonakis, J.,
& Atwater, L. (2002). Leader distance: A review and a proposed
theory. Leadership Quarterly, 13(6), 673-704.
Abstract: The concept of leader distance has been subsumed in a number
of leadership theories; however, with few exceptions, leadership scholars have
not expressly defined nor discussed leader distance, how distance is implicated
in the legitimization of a leader, and how distance affects leader outcomes. We
review available literature and demonstrate that integral to untangling the
dynamics of the leadership influencing process is an understanding of
leader–follower distance. We present distance in terms of three independent
dimensions: leader–follower physical distance, perceived social distance, and
perceived task interaction frequency. We discuss possible antecedents of
leader–follower distance, including organizational and task characteristics,
national culture, and leader/follower implicit motives. Finally, we use configural theory to present eight typologies (i.e.,
coexistence of a cluster or constellation of independent factors serving as a
unit of analysis) of leader distance and propose an integrated cross-level
model of leader distance, linking the distance typologies to leader outcomes at
the individual and group levels of analysis.
Other chapters
Antonakis, J. (in press). "Emotional intelligence": What does
it measure and does it matter for leadership?. In G. B. Graen (Ed). LMX
leadership--Game-Changing Designs: Research-Based Organizational Change Strategies
(Vol. VII). Greenwich, CT: Information Age Publishing.
Abstract: Intuitively,
"emotional intelligence" (EI) may seem like necessary condition for
productive leader-member relations or effective leadership, as many writers
have suggested. I show that this link does not hold up to empirical scrutiny
when using strong methodological tests. I reanalyze secondary data and show
that both trait (EQi and WLEIS) and ability (MSCEIT)
models of EI are linearly dependent on intelligence and/or personality (with
multiple r's ranging from .48 to .76 depending on the
measure used). Also, controlling for personality and general intelligence I
show that emotional intelligence either does not predict or negatively predicts
leader-member relations (LMX). As concerns predictors of leadership, the
concept of EI has to be either reformulated or abandoned as I have suggested on
repeated occasions. Download
pre-print publication here.
Antonakis, J.,
& House, R. J. (2002). An
analysis of the full-range leadership theory: The way forward. In B. J. Avolio & F. J. Yammarino
(Eds.) Transformational and charismatic Leadership: The road ahead, (pp. 3-33).
Abstract: In this chapter we briefly trace
the history of the neo-charismatic movement and review Bass and Avolio's full-range leadership theory (FRLT). We present
the FRLT as the flame bearer of the movement, and argue that it should be used
as a platform to integrate similar leadership theories. We identify conditions
that may moderate the factor structure of the FRLT, and review the validity of
the Multifactor Leadership Questionnaire-the instrument underlying the FRLT.
Furthermore, we identify theoretical deficiencies in the FRLT and propose the
addition of a broad class of behaviors labeled instrumental leadership, which we argue is distinct
from transformational, transactional, and laissez-faire leadership. Finally, we
discuss the utility of dispositional variables in predicting the emergence of
leadership.
Books
Antonakis, J., Cianciolo, A. T. & Sternberg, R.
J. (Eds.).
(2004). The nature of leadership (448 pages).
Book description: Leadership scholars have made many inroads in
understanding leadership. However, making sense of thousands of studies and
hundreds of books is a difficult endeavor, which is
why many still incorrectly think that leadership is an elusive phenomenon. The
Nature of Leadership is the first concise and integrated volume that addresses
current issues in leadership research, including emerging topics such as
gender, culture, and ethics. More than ever before, leadership is seen as
critical for the proper functioning of societies and social institutions.
Written by a team of leading experts, The Nature of Leadership will provide
compelling answers to the most vexing questions surrounding leadership: Is
leadership measurable? Are there traits that reliably distinguish leaders from nonleaders? Does the situation matter? Are there
differences in women’s and men’s leadership styles? Is ethical leadership
effective leadership? Are elements of leadership culturally bounded whereas
other elements are universal? Does vision really matter? Can leadership be
developed? Editors John Antonakis, Anna T. Cianciolo,
and Robert J. Sternberg have compiled a landmark volume that addresses all of
the above (answers to all of which are “yes”) and much more. As Warren Bennis notes in the book’s conclusion, in our time, we
witness scandals, bankruptcies, war, misery, and suffering mostly because of
corrupt and immoral leadership. Beginning with an introduction from the
editors, and ending with Bennis’s concluding chapter,
The Nature of Leadership takes students, scholars, and practicing managers
through every facet of leadership from the perspective of the world’s leading
experts. For more information on the book visit Sage or Amazon.
Download chapters (other
chapters also available from the Sage site): Antonakis, J., Cianciolo, A. T. & Sternberg, R. J. (2004). Leadership: Past, present, and
future. In J. Antonakis, A. T. Cianciolo, &
R. J. Sternberg (Eds.). The nature of leadership, (pp.
3-15).
Antonakis, J., Schriesheim, C. A., Donovan, J. A., Gopalakrishna-Pillai,
K., Pellegrini, E. K., & Rossomme,
J. L. (2004). Methods for studying leadership. In J. Antonakis,
A. T. Cianciolo, & R. J. Sternberg (Eds.).
The nature of leadership, (pp. 48-70).
Antonakis, J., & House, R. J.
(2004). On instrumental leadership: Beyond
transactions and transformations. Paper presented at the Gallup Leadership
Institute Conference, University of Nebraska. Download the full paper
here.
Abstract:
We extend the full-range leadership model by adding "instrumental
leadership." We suggest that instrumental leadership represents the
strategic and follower work-facilitation functions essential for sustainable
organizational and follower performance. This highly proactive class of
leadership is predicated neither on ideals or emotional appeals (i.e.,
transformational leadership) nor on quid pro quo approaches (i.e.,
transactional leadership). Instrumental leadership is authentic to the extent
that it is vital for sustainable organizational performance and might actually
help foster the transformational effect. Results of a confirmatory factor
analysis show that instrumental leadership can be measured reliably.
Furthermore, instrumental leadership explains unique variance in an
effectiveness measure beyond the variance accounted for by transformational and
transactional leadership (measured by the Multifactor Leadership
Questionnaire). Finally, we demonstrate that the five factor personality model
(measured by the NEO PI) can explain variance in the "extended"
full-range leadership theory.
Note: for paper reprints,
please send me an e-mail at john.antonakis@unil.ch