About every two weeks we will have our Leadership Lab meetings. Guests are welcome, both to present ideas and to simply attend and listen. If you want to learn more or would like to attend, please contact Wendy de Waal-Andrews (email@example.com).
Here are our most recent and upcoming meetings:
14.10.2019 MF-D134 at 12:00: Antonis Koutsoumpis (VU Amsterdam)
Title: Automatic personality assessment from video interviews
The advance of sophisticated artificial intelligent methods offers new possibilities for personality assessment, giving rise to a new line of research aiming to assess personality using machine learning techniques. After a brief overview of the automatic personality assessment literature, two studies – aimed to collect video data from personality interviews – will be described. The video data will be decomposed into three modalities: verbal (the words people used), para-verbal (voice characteristics; e.g., pitch, intensity, speech rate), and non-verbal features (facial expressions), each of which has been previously associated to some extent with personality traits. Machine learning techniques will be applied to explore how these modalities – independently and in combination – are related to self-reported personality traits using the HEXACO personality model. The final goal of the two studies is to develop an algorithm (software) that will automatically assess personality from video interviews, and test whether it constitutes a valid and accurate assessment instrument.
18.11.2019 MF-D134 at 12:00: Ard Barends (VU Amsterdam)
Title: Leadership App
16.12.2019 MF-D134 at 12:00: Reinout de Vries (VU Amsterdam)
06.01.2020 MF-D134 at 12:00: Killian Wawoe (VU Amsterdam)
Title: New directions in performance management
20.01.2020 MF-D134 at 12:00: Arnold Bakker (Erasmus University Rotterdam)
Title: Fast and slow leadership
23.09.2019 MF-D134 at 12:00: Gijs Schumacher (UvA: Political Science)
Title: Why do politicians go emotional?
Politicians make emotional appeals to voters all the time. But the intensity of these appeals, and their direction (positive or negative) varies dramatically. We know that these appeals can be persuasive, but we now much less about when politicians use them. In this talk I will summarize perspective from political science, sociology and psychology that provide different perspective on the question when politicians use stronger or weak, negative or positive emotional appeals. A preliminary test of some arguments is presented by an analysis of voice pitch variation of Dutch MPs in a committee setting.
09.09.2019 MF-D134 at 12:00: Omar Solinger (VU: Management & Organization)
Title: The emergence of moral leadership
The emergence of moral leadership, discussed here as a situation where individuals take a moral stance on an issue, convince others to do the same and together spur change in a moral system, abounds in practice. Existing ethical and moral leadership theories, however, have remained confined to micro-level behavioral research. We therefore develop a process theory of the socially situated emergence of moral leadership and its development into a broader movement affecting moral systems within and across formal organizations. We theorize the pathways through which moral leadership emerges; the triggers that bring about moral awareness and the moral courage to offer an alternative moral stance toward an issue, and leaders’ ability to deftly connect followers and their moral convictions into a broader movement, such that a moral system changes from within. With our process theory, we bridge between micro and macro levels of analysis, and highlight the crucial ability of leaders to be both principled and pragmatically savvy, thus bridging between their own moral convictions and those of others in order to develop a common and mutually binding ground towards change.
17.06.2019 MF-G502 at 12:00: Alexandra (Sasha) Cook (TU Chemnitz)
Title: Individual Differences in Perceiving Shared Leadership in Teams
Leadership perceptions as social-cognitive constructs are a function of both the exhibited and perceived behavior of the target, as well as categorization processes determined by the fit of a target with the rater’s leader schema or implicit leadership theories. The target’s information processing can lead to systematic biases in the perception of informal leadership in leaderless teams. Although shared leadership, i.e. the magnitude and degree to which leadership in teams is exerted by multiple team-members has been prominently features in recent research on leadership in teams, the majority of studies assess leadership in terms of the team members perceptions. In this study, we determine whether Leadership Structure Schemas (LSS; DeRue & Ashford, 2010), i.e. schemas related to the distribution of leadership in groups (hierarchical vs. shared), systematically impact the perceived pattern of perceived leadership in teams across time. We analyze the leadership perceptions of student team members (Nindividuals= 106, Nteams = 41 ) across 5 measurement points covering the entire team collaboration. Furthermore, we analyze to which degree and under which conditions the effects of LSS on perceived leadership patterns are mediated by the rater’s perceived communication network in the team.