THE MULTIPLE LENSES OF STUDYING AND APPROACHING LEADERSHIP

Souza, Renato; Wood Jr, Thomaz

doi:10.1590/S0034-759020220607

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Revista de Administração de Empresas

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ARTICLES • Rev. adm. empres. 62 (6) • 2022 • https://doi.org/10.1590/S0034-759020220607 copy

THE MULTIPLE LENSES OF STUDYING AND APPROACHING LEADERSHIP

Authorship SCIMAGO INSTITUTIONS RANKINGS

Abstract

This article discusses the multiple forms of studying and approaching leadership with a particular interest in recent theoretical and empirical studies from Brazilian scholarship on the topic. The article reviews what we denote as the three main lenses of leadership: individual leader(ship), followership, and collective leadership. The article's typology epitomises the essential view of each lens and its historical treatment. We use this discussion about the three lenses to analyse the scientific literature on leadership in Brazilian scientific journals from 2016 to 2021. The systematic literature review of 32 articles reveals emphasis on the first lens, the focus on individual leaders, normally those in positions of authority, and the idea that leadership is a vertical and hierarchical activity rather than a collectivistic phenomenon. The article concludes by highlighting opportunities for empirical inquiry into more contemporary collective leadership research in Brazilian organisations.

Keywords:
leadership; followership; collective leadership; Brazilian research on leadership; leadership research

Lens	Emphasis	Historical treatment	Selected Authors
I	Leader: single formal leader	This stream has evolved from ‘Trait’ approaches (pre-World War II), through ‘Behaviour’ (post-World War II) and ‘Contingency’ approaches’ (60s and 70s); to ‘Charismatic, Authentic and Transformational Leadership’ (mid 80s and 90s).	Walumbwa, Avolio, Gardner, Wernsing & Peterson (2008)Walumbwa, F., Avolio, B., Gardner, W., Wernsing, T., & Peterson, S. (2008). Authentic leadership: Development and validation of a theory-based measure? Journal of Management, 34(1), 89-126. doi: 10.1177%2F0149206307308913 https://doi.org/10.1177%2F01492063073089... Bass & Riggio (2006)Bass, B., & Riggio, R. (2006). Transformational leadership (2nd ed.). Mahwah, USA: Lawrence Erlbaum. Bono & Judge (2004)Bono, J., & Judge, T. (2004). Personality and transformational and transactional leadership: A meta-analysis. Journal of Applied Psychology, 89(5), 901-910. doi: 10.1037/0021-9010.89.5.901 https://doi.org/10.1037/0021-9010.89.5.9...
They	Followers: role of followers in the leadership process	This stream has evolved from the work of Meindl et al. (1985)Meindl, J., Ehrlich, S, & Dukerich, J. (1985). The romance of leadership. Administrative Science Quarterly, 30, 78-102. doi: 10.2307/2392813 https://doi.org/10.2307/2392813... on ‘Romance of Leadership’, through the ‘Implicit Leadership/Followership Theories’ (mid 80s and 90s) to the ‘Relational views’, which emphasise the mutual influence process among individuals (90s and 2000s).	Carsten et al. (2010)Carsten, M.,Uhl-Bien, M., West, B., Patera, J., & McGregor, R. (2010). Exploring social construction of followership: A qualitative study. Leadership Quarterly, 21, 543-562. doi: 10.1016/j.leaqua.2010.03.015 https://doi.org/10.1016/j.leaqua.2010.03... Meindl (1995)Meindl, J. (1995). The romance of leadership as a follower-centric theory: A social constructionist approach. Leadership Quarterly, 6(33), 329-341. doi: 10.1016/1048-9843(95)90012-8 https://doi.org/10.1016/1048-9843(95)900... Rush et al. (1977)Rush, M., Thomas, J., & Lord, R. (1977). Implicit leadership theory: A potential threat to the internal validity of leader behavior questionnaires. Organisational Behavior and Human Performance, 20, 93-110. doi: 10.1016/0030-5073(77)90046-0 https://doi.org/10.1016/0030-5073(77)900...
We	Collective: complex, multi-level, dynamic processes emerging from the interactions among individuals	This stream has evolved from the notions of ‘distributed’, ‘shared’, and ‘collaborative’ leadership (2000s), to the idea of ‘plural leadership’ (2010s) and ‘leadership-as-practice’ (2010s).	Sklaveniti (2020)Sklaveniti, C. (2020). Moments that connect: Turning points and the becoming of leadership. Human Relations, 73(4), 544-571. doi: 10.1177%2F0018726719895812 https://doi.org/10.1177%2F00187267198958... Holm & Fairhurst (2018)Holm, F., & Fairhurst, G. (2018). Configuring shared and hierarchical leadership through authoring. Human Relations, 71(5), 692-721. doi: 10.1177%2F0018726717720803 https://doi.org/10.1177%2F00187267177208... Denis et al. (2012)Denis, J., Langley, A., & Sergi, V. (2012). Leadership in the plural. Academy of Management Annals, 6(1), 211-283. doi:10.1080/19416520.2012.667612 https://doi.org/10.1080/19416520.2012.66...

Theory/Group of Theories	Focus	Selected Authors
Traits	Specific personality traits explain leaders and leadership and facilitate its effectiveness	Judge et al. (2009)Judge, T., Piccolo, R., & Kosalka, T. (2009). The bright and dark sides of leader traits: A review and theoretical extension of the leader trait paradigm. Leadership Quarterly, 20(6), 855-875. doi: 10.1016/j.leaqua.2009.09.004 https://doi.org/10.1016/j.leaqua.2009.09... Bono & Judge (2004)Bono, J., & Judge, T. (2004). Personality and transformational and transactional leadership: A meta-analysis. Journal of Applied Psychology, 89(5), 901-910. doi: 10.1037/0021-9010.89.5.901 https://doi.org/10.1037/0021-9010.89.5.9...
Styles and behaviours	Certain abilities, competencies, and leadership styles produce better leadership results	Gordon (2011)Gordon, R. (2011). Leadership and power. In B. Bryman, D. Collinson, K. Grint, B. Jackson, & M. Uhl-Bien (Eds.), Handbook of leadership (pp. 195-202). London, UK: Sage. Glynn & DeJordy (2010)Glynn, M., & DeJordy, R. (2010). Leadership through an organisation behavior lens. In N. Nohria, & R. Khurana (Eds.), Handbook of leadership theory and practice (pp. 119-145). Boston, USA: Harvard Business Press.
Contingency or Situational leadership	Leaders adapt their style to the situation or adjust the situation to their style	Yukl (2011)Yukl, G. (2011). Contingency theories of effective leadership. In B. Bryman, D. Collinson, K. Grint, B. Jackson, & M. Uhl-Bien (Eds.), Handbook of leadership (pp. 286-298). London, UK: Sage. Thompson & Vecchio (2009)Thompson, G., & Vecchio, R. (2009). Situational leadership theory: A test of three versions. Leadership Quarterly, 20(5), 837-848. doi: 10.1016/j.leaqua.2009.06.014 https://doi.org/10.1016/j.leaqua.2009.06...
Charismatic, authentic, and transformational leadership	Charismatic, visionary, inspirational, and authentic leadership	Balthazard et al. (2009)Balthazard, P., Waldman, D., & Warren, J. (2009). Predictors of the emergence of transformational leadership in virtual decision teams. Leadership Quarterly, 20, 651-663. doi: 10.1016/j.leaqua.2009.06.008 https://doi.org/10.1016/j.leaqua.2009.06... Avolio & Gardner (2005)Avolio, B., & Gardner, W.(2005). Authentic leadership development: Getting to the root of positive forms of leadership. Leadership Quarterly, 6(2),315-338. doi: 10.1016/j.leaqua.2005.03.001 https://doi.org/10.1016/j.leaqua.2005.03...

Theory/Group of Theories	Focus	Selected Authors
Types of followers	Types and styles of followers who contribute to produce leaders and leadership (e.g., conformists, passive, alienated, implementer, partner, individualistic, isolated, bystanders, participants, activists)	Chaleff (2009)Chaleff, I. (2009). The courageous follower. San Francisco, USA: Berrett-Koehler Publishers. Kellerman (2008)Kellerman, B. (2008). Followership: How followers are creating change and changing leaders. Boston, USA: Harvard Business Review Press.
Followers’ beliefs and schemes	Followers acting according to their beliefs and schemes regarding their and their leaders’ roles	Can & Aktas (2012)Can, A., & Aktas, M. (2012). Cultural values and followership styles preferences. Social and Behavioural Sciences, 41, 84-91. doi: 10.1016/j.sbspro.2012.04.012 https://doi.org/10.1016/j.sbspro.2012.04... Carsten et al. (2010)Carsten, M.,Uhl-Bien, M., West, B., Patera, J., & McGregor, R. (2010). Exploring social construction of followership: A qualitative study. Leadership Quarterly, 21, 543-562. doi: 10.1016/j.leaqua.2010.03.015 https://doi.org/10.1016/j.leaqua.2010.03...
Followers as modellers of leadership	The degree of followers’ development influences leaders’ actions and the emergence of leader(ship)	Howell & Shamir (2005)Howell, J., & Shamir, B. (2005). The role of followers in the charismatic leadership process: Relationships and their consequences. Academy of Management Review, 30(1), 96-112. Recuperado de https://www.jstor.org/stable/20159097 https://www.jstor.org/stable/20159097... Dvir & Shamir (2003)Dvir, T., & Shamir, B. (2003). Follower developmental characteristics as predicting transformational leadership: A longitudinal field study. Leadership Quarterly, 14, 327-344. doi: 10.1016/S1048-9843(03)00018-3 https://doi.org/10.1016/S1048-9843(03)00...
Relational approaches	Construction of leadership as a relational process in which individuals engage in a relationship, which produces leadership and its results	Cunliffe & Eriksen (2011)Cunliffe A., & Eriksen M. (2011) Relational leadership. Human Relations, 64(11), 1425-1449. doi: 10.1177%2F0018726711418388 https://doi.org/10.1177%2F00187267114183... Uhl-Bien (2006)Uhl-Bien, M. (2006). Relational leadership theory exploring the social processes of leadership and organising. Leadership Quarterly, 17, 654-676. doi: 10.1016/j.leaqua.2006.10.007 https://doi.org/10.1016/j.leaqua.2006.10...

Theory/Group of Theories	Focus	Selected Authors
Distributed and shared leadership	Leadership as an interpersonal influence relationship, distributed or shared among some, many, or all members	Pearce & Conger (2003)Pearce, C., & Conger, J. (2003). Shared leadership: Reframing the hows and whys of leadership. Thousand Oaks, USA: Sage. Gronn (2002)Gronn, P. (2002). Distributed leadership as a unit of analysis. Leadership Quarterly, 13(4), 423-451. doi: 10.1016/S1048-9843(02)00120-0 https://doi.org/10.1016/S1048-9843(02)00...
Complex and social network leadership	Leadership constituting a network of relationships that emerges and shifts over time	Carter et al. (2015)Carter, D., DeChurch, L., Braun, M., & Contractor, N. (2015). Social network approaches to leadership: An integrative conceptual review. Journal of Applied Psychology, 100(3), 597-622. doi: 10.1037/a0038922 https://doi.org/10.1037/a0038922... Uhl-Bien et al. (2007)Uhl-Bien, M., Marion, R., & McKelvey, B. (2007). Complexity leadership theory: Shifting leadership from the industrial age to the knowledge age. Leadership Quarterly, 18, 298-318. doi: 10.1016/j.leaqua.2007.04.002 https://doi.org/10.1016/j.leaqua.2007.04...
Leadership as practice	Leadership that emerges and unfolds through day-to-day practices and experiences	Raelin (2016)Raelin, J. (2016). Imagine there are no leaders: Reframing leadership as collaborative agency. Leadership , 12(2), 131-158. doi: 10.1177%2F1742715014558076 https://doi.org/10.1177%2F17427150145580... Carroll et al. (2008)Carroll, B., Levy, L., & Richmond, D. (2008). Leadership as practice: Challenging the competency paradigm. Leadership, 4(4), 363-379. doi: 10.1177%2F1742715008095186 https://doi.org/10.1177%2F17427150080951...
Plural leadership	Plural forms of leadership as combined influence of multiple leaders in diffuse power settings	Denis et at. (2012)Denis, J., Langley, A., & Sergi, V. (2012). Leadership in the plural. Academy of Management Annals, 6(1), 211-283. doi:10.1080/19416520.2012.667612 https://doi.org/10.1080/19416520.2012.66... Sergi et al. (2012)Denis, J., Langley, A., & Sergi, V. (2012). Leadership in the plural. Academy of Management Annals, 6(1), 211-283. doi:10.1080/19416520.2012.667612 https://doi.org/10.1080/19416520.2012.66...

Article’s Emphasis	Authors	Overall Focus	Lens
Leaders’ Style and Role	Thiago, Kubo, Pamplona, & Farina (2020)Thiago, F., Kubo, E., Pamplona, J., & Farina, M. (2020). Estilo de gestão de produtores rurais. Revista de Economia e Sociologia Rural, 58(2), e188254. doi: 10.1590/1806-9479.2020.188254 https://doi.org/10.1590/1806-9479.2020.1... ; Matarazzo, Fernandes, & Alcadipani (2020)Matarazzo, G., Fernandes, A., & Alcadipani, R. (2020). Police institutions in the face of the pandemic: Sensemaking, leadership, and discretion. Brazilian Journal of Public Administration, 54(4), 898-908. doi: 10.1590/0034-761220200178x https://doi.org/10.1590/0034-76122020017... ; Sobral, Furtado, & Islam (2019)Sobral, F., & Furtado, L. (2019). Post-heroic leadership: Trends and challenges in leadership education. RAE-Revista de Administração de Empresas, 59(3), 209-214. doi: 10.1590/S0034-759020190306 https://doi.org/10.1590/S0034-7590201903... ; Gambirage, Jacomossi, Silva, & Hein (2019)Gambirage, C., Jacomossi, F., Silva,J., & Hein, N. (2019). Estilos de liderança predominantes em uma indústria madeireira no Meio-Oeste catarinense: Um estudo de caso. Interações, 20(3), 753-768. doi: 10.20435/inter.v20i3.2062 https://doi.org/10.20435/inter.v20i3.206... ; Silva et al. (2019)Silva, P., Nunes, S., & Andrade, D. (2019). Managers' leadership style and the commitment of their team members: Associating concepts in search of possible relations. Revista Brasileira de Gestão de Negócios, 21(2), 291-311. doi: 10.7819/rbgn.v21i2.3975 https://doi.org/10.7819/rbgn.v21i2.3975... ; Oliveira & Carvalho (2018)Oliveira, A., & Carvalho, C. (2018). Public school management, leadership, and educational results in Brazil. Revista Brasileira de Educação, 23, e230015. doi: 10.1590/S1413-24782018230015 https://doi.org/10.1590/S1413-2478201823... ; Bianchi et al. (2017)Bianchi, E., Quishida, A., & Foroni, P. (2017). Atuação do líder na gestão estratégica de pessoas: Reflexões, lacunas e oportunidades. RAC - Revista de Administração Contemporânea, 21(1), 41-61. doi: 10.1590/1982-7849rac2017150280 https://doi.org/10.1590/1982-7849rac2017... ; Moura, Bernardes, Balsanelli, Zanetti, & Gabriel (2017)Moura, A., Bernardes, A., Balsanelli, A., Zanetti, A., & Gabriel, C. (2017). Leadership and nursing work satisfaction: An integrative review. Acta Paulista de Enfermagem, 30(4), 442-450. doi: 10.1590/1982-0194201700055 https://doi.org/10.1590/1982-01942017000... ; Muzzio (2017)Muzzio, H. (2017). Indivíduo, liderança e cultura: Evidências de uma gestão da criatividade. RAC - Revista de Administração Contemporânea, 21(1), 107-124. doi: 10.1590/1982-7849rac2017160039 https://doi.org/10.1590/1982-7849rac2017...	Strategic People Management; Creativity Management; Team Commitment; Leadership Effectiveness; Motivation; Sensemaking; Job Satisfaction	I
Transformational Leadership	Godoy & Mendonça (2020)Godoy, M., & Mendonça, H. (2020). Adaptive expertise: A study on the influence of self-determination and transformational leadership. Cadernos EBAPE.BR, 18, 742-776. doi: 10.1590/1679-395120190147x https://doi.org/10.1590/1679-39512019014... ; Melo et al. (2019)Melo, A., Borba, M., Correia, M., & Cabral, R. (2019). Liderança e gestão: Um estudo em organizações não governamentais (ONGs) na região metropolitana do Recife, PE. Interações, 20(4), 1149-1164. doi: 10.20435/inter.v20i4.2077 https://doi.org/10.20435/inter.v20i4.207... ; Garcia & Russo (2019)Garcia, F., & Russo, R. (2019). Leadership and performance of the software development team: Influence of the type of project management. Revista Brasileira de Gestão de Negócios, 21(4), 970-1005. doi: 10.7819/rbgn.v21i5.4028 https://doi.org/10.7819/rbgn.v21i5.4028... ; Pessoa, Dimas, Lourenço, & Rebelo (2018)Pessoa, C., Dimas, I., Lourenço, P., & Rebelo, T. (2018). Liderança transformacional e a eficácia grupal: O papel mediador dos comportamentos de suporte. Estudos de Psicologia, 35(1), 15-28. https://doi.org/10.1590/1982-02752018000100003 https://doi.org/10.1590/1982-02752018000... ; Abelha, Carneiro, & Cavazotte (2018)Abelha, D., Carneiro, P., & Cavazotte, F.(2018). Transformational leadership and job satisfaction: Assessing the influence of organisational contextual factors and individual characteristics. Revista Brasileira de Gestão de Negócios, 20(4), 516-532. doi: 10.7819/rbgn.v0i0.3949 https://doi.org/10.7819/rbgn.v0i0.3949... ; Barbosa, Gambi, & Gerolano (2017)Barbosa, F., Gambi, L., & Gerolamo, M. (2017). Leadership and quality management: A correlational study between leadership models and quality management principles. Gestão & Produção, 24(3), 438-449. doi: 10.1590/0104-530X2278-16 https://doi.org/10.1590/0104-530X2278-16...	Quality Management; Team Effectiveness & Performance; Job Satisfaction; Strategic Management; Self Determination
Authentic Leadership	Pioli et al. (2020)Pioli, B., Feuerschütte, S., Tezza, R., & Cancellier, E. (2020). Authentic leadership: Scientific production analysis and measurement scales. Revista de Administração Mackenzie, 21(3), 1-29. doi: 10.1590/1678-6971/eRAMG200126 https://doi.org/10.1590/1678-6971/eRAMG2... ; Campos & Rueda (2019)Campos, M., & Rueda, F. (2019). Authentic leadership: A theoretical thematic analysis of the contemporary Brazilian leader's speech. Paideia, 29, e2924. doi: 10.1590/1982-4327e2924 https://doi.org/10.1590/1982-4327e2924... ; Novaes et al. (2019)Novaes, V., Ferreira, M., & Gabardo-Martins, L. (2019). Validity evidences regarding the authentic leadership inventory. Estudos de Psicologia, 36, e180058. doi:10.1590/1982-0275201936e180058 https://doi.org/10.1590/1982-0275201936e... ; Besen, Tecchio, & Fialho (2017)Besen, F., Tecchio, E., & Fialho, F. (2017). Authentic leadership and knowledge management. Gestão & Produção, 24(1), 2-14. doi: 10.1590/0104-530X898-13 https://doi.org/10.1590/0104-530X898-13...	Knowledge Management; Job Satisfaction; Work Engagement; Organisational Behaviour and Commitment
Female Leadership Style	Milterseiner, Oliveira, Hryniewicz, Sant’Anna, & Moura (2020)Miltersteiner, R., Oliveira, F., Hryniewicz, L., Sant'Anna, A., & Moura, L. (2020). Female leadership: Perceptions, reflections, and challenges in public administration. Cadernos EBAPE, 18(2), 406-423. doi: 10.1590/1679-395120190176x https://doi.org/10.1590/1679-39512019017... ; Sousa & Cardoso (2020)Sousa, B., & Cardoso, A. (2020). Marketing management and sexism in promotion: The role of leadership. Psicologia em Estudo, 25, e44779. doi: 10.4025/psicolestud.v25i0.44779 https://doi.org/10.4025/psicolestud.v25i... ; Hryniewicz & Vianna (2018)Hryniewicz,L., & Vianna, M. (2018). Women and leadership: Obstacles and gender expectations in managerial positions. Cadernos EBAPE.BR, 15(3), 331-344. doi: 10.1590/1679-395174876 https://doi.org/10.1590/1679-395174876...	Female Leadership Style and Gender Equality
Ethical Leadership	Lourenço, Perez-Nebra, Ferreira, & Kohlsdorf (2020)Lourenço, V., Perez-Nebra, A., Ferreira, A., & Kohlsdorf, M. (2020). Relação entre presenteísmo, síndrome de burnout e liderança ética em organizações escolares. Revista de Psicologia, 32, 218-226. doi: 10.22409/1984-0292/v32_i-esp/40568 https://doi.org/10.22409/1984-0292/v32_i... ; Silva, Ferreira & Valentini (2019)Filho, A., Ferreira, M., & Valentini, F. (2019). Validity evidence of the Ethical Leadership Behavior Scale (ELBS). Psico-USF, 24(2), 349-359. doi: 10.1590/1413-82712019240211 https://doi.org/10.1590/1413-82712019240...	Work Engagement; Job Satisfaction; Organisational Commitment
Political Leadership	Sobral, Carvalho, & Furtado (2020)Sobral, F., Carvalho, J., & Furtado, L. (2020). Better safe than sorry: Leadership sensemaking in the time of COVID-19. Brazilian Journal of Public Administration, 54(4), 758-781. doi: 10.1590/0034-761220200262x https://doi.org/10.1590/0034-76122020026... ; Ortunes, Martinho, & Chaia (2019)Ortunes, L., Martinho, S., & Chaia, V. (2019). Lideranças políticas no Brasil: Da teologia da libertação ao neofundamentalismo. Revista Brasileira de Ciência Política, 28, 195-232. doi: 10.1590/0103-335220192807 https://doi.org/10.1590/0103-33522019280...	Government Leaders’ Communication and Public’s Emotional Reaction
Sustainable Leadership	Armani, Petrini, & Santos (2020)Armani, A., Petrini, M., & Santos, A. (2020). What are the attributes of sustainable leadership? Revista Brasileira de Gestão de Negócios, 22(4), 820-835. doi: 10.7819/rbgn.v22i4.4086 https://doi.org/10.7819/rbgn.v22i4.4086...	Sustainable-Oriented Organisations
Situational Leadership	Marins, Martins, & Pasqual (2016)Marins, M., Martins, P., & Pasqual, C. (2016). Os pilares da liderança e o modelo situacional: A influência do líder na formação de equipes de alta performance e nos resultados. Teoria e Evidência Econômica, 22(46), 199-224. doi: 10.5335/rtee.v22i46.6759 https://doi.org/10.5335/rtee.v22i46.6759...	Organisational Results; Team Performance
Leadership and Power	Vilela (2017)Vilela, J. (2017). Is leadership an ideology? A research project inspired by T. W. Adorno. RAM -Revista de Administração Mackenzie, 18(1), 15-39. doi: 10.1590/1678-69712017/administracao.v18n1p15-39 https://doi.org/10.1590/1678-69712017/ad...	Relationship between Leadership and Power
LMX (Leader-Member Exchange)	Cortes, Souza, & Puente-Palacios (2019)Cortes, M., Souza, M., & Puente-Palacios, K. (2019). Qualidade da relação líder-membro: Evidências de validade da escala multidimensional. Psico-USF, 24(3), 569-581. doi: 10.1590/1413-82712019240313 https://doi.org/10.1590/1413-82712019240...	Job Satisfaction; Managerial Skills	They
Post-Heroic Leadership	Sobral & Furtado (2019)Sobral, F., & Furtado, L. (2019). Post-heroic leadership: Trends and challenges in leadership education. RAE-Revista de Administração de Empresas, 59(3), 209-214. doi: 10.1590/S0034-759020190306 https://doi.org/10.1590/S0034-7590201903...	Current Trends and Challenges in Leadership Education	We
Shared Leadership	Carvalho, Sobral, & Mansur (2020)Carvalho, J., Sobral, F., & Mansur, J. (2020). Exploring shared leadership in public organisations: Evidence from the educational arena. Brazilian Journal of Public Administration, 54(3), 524-544. doi: 10.1590/0034-761220190319x https://doi.org/10.1590/0034-76122019031...	Organisational Climate; Turnover	We

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