Omitted variables create endogeneity and thus bias the estimation of the causal effect of measured variables on outcomes. Such measured variables are ubiquitous and include perceptions, attitudes, emotions, behaviors, and choices. Even experimental studies are not immune to the endogeneity problem. I propose a solution to this challenge: Experimentally randomized instrumental variables (ERIVs), which can correct for endogeneity bias via instrumental variable estimation. Such ERIVs can be generated in laboratory or field settings. Using perceptions as an example of a measured variable, I examine 74 recent articles from two top-tier management journals. The estimation methods commonly used exposed estimates to potential endogeneity bias; yet, authors incorrectly interpreted the estimated coefficients as causal in all cases. Then I demonstrate the mechanics of the ERIV procedure using simulated data and show how researchers can apply this methodology in a real experimental context.
参考文献：Sajons, G. B. (2020). Estimating the causal effect of measured endogenous variables: A tutorial on experimentally randomized instrumental variables. The leadership Quarterly 31(5): 101348.
Hubris is a tendency of leaders to hold an overly confident view of their own capabilities and to abuse power for their own selfish goals, sometimes with disastrous consequences for organizations. A major reason for hubris is the rigorous selection process leaders typically undergo. This study proposes a governance mechanism used successfully in history to tackle hubris: partly random selections, which combine competitive selections by competence with lotteries. A frequently voiced concern about the use of lotteries is that it takes no account of the competence of the leader chosen. We propose that partly random selections can mitigate the disadvantages of both competitive selections alone and lotteries alone and reduce hubris in leaders. We conduct a test of this governance mechanism by means of a computerized laboratory experiment. Our results show that partly random selections significantly reduce the hubris of group leaders.
参考文献：Berger, J. et al. (2020). How to prevent leadership hubris? Comparing competitive selections, lotteries, and their combination. The leadership Quarterly 31(5): 101388
Today's leaders are often faced with resolving paradoxes stemming from interrelated, yet contradictory demands. One example is the tension between participation and decision speed because, despite its advantages, stakeholder involvement often slows the decision-making process. Theory and research suggest that a “both-and” approach in which leaders simultaneously harmonize competing demands is associated with effectiveness. Consistent with this reasoning, we hypothesized that leaders rated higher in both participative and decisive behavior are perceived as most effective. Additionally, however, we hypothesized that stakeholders place different importance on these behaviors, with direct reports emphasizing participation and supervisors emphasizing decisiveness. Using a large 360-degree feedback dataset, several analyses conducted both within and between stakeholder groups supported these predictions. These results add needed nuance to the leadership literature, suggesting that a “both-and” approach may paradoxically result in some behaviors that are less predictive of effectiveness for certain stakeholders.
参考文献：Nicholas P. et al. (2020). The relative importance of participative versus decisive behavior in predicting stakeholders' perceptions of leader effectiveness. The leadership Quarterly 31(5): 101387.
In accounting for the nature and positive functioning of virtuous leadership, recent efforts (e.g., Wang & Hackett, 2016) have relied solely on attribution and modeling, concepts tied to social-cognitive theories. This approach does not account for important processes associated with virtuous leadership, such as the crucial role ascribed to the self-cultivation of virtues. To remedy this, we apply the concept of moral identity i.e., one's sense of self as moral, taken from identity-based theories of leadership, to develop a new construct, virtues-centered moral identity. As part of the process, we explain the uniqueness of our approach relative to existing views of moral identity that emphasize moral values and moral goals, rather than moral virtues. In comparison to often unsuccessful externally-based attempts to promote ethical behavior, including regulations, codes of conduct, and audits, our emphasis on virtues-centered moral identity highlights the importance of fostering moral character in leaders (and ultimately followers as well) as the most promising way to promote ethical (moral) choices.
参考文献：Wang, G. and Hackett, R. D.(2020). Virtues-centered moral identity: An identity-based explanation of the functioning of virtuous leadership. The leadership Quarterly 31(5): 101421.
参考文献：MacLaren, N. G. et al. (2020). Testing the babble hypothesis: Speaking time predicts leader emergence in small groups The leadership Quarterly 31(5): 101409.
