Leanne Atwater
Biographic Data
| ID | 4449246 |
|---|---|
| NAME | Leanne Atwater |
| GIVEN NAMES | Leanne |
| FAMILY NAME | Atwater |
| SIGNATURE | ATWATER L |
| AFFILIATIONS | Arizona State University |
| VERIFIED | No |
| TOTAL WORKS | 14 |
| TOTAL CITATIONS | 73 |
| WORKS AS AUTHOR | 14 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 1993 |
| LATEST PUBLICATION YEAR | 2025 |
| H-INDEX | 5 |
When remote work works better
A Contingency Model of Top Management Teams’ Task Conflict and Organizational-Level Outcomes
The relationship between conflict and performance has been studied for decades, but little is known about how and under what conditions task conflict among top managers affects firm-level outcomes. In this study, we examine a curvilinear effect of task conflict in top management teams (TMTs) on both firm performance and TMT resilience efficacy, as moderated by behavioral integration. We argue and find that TMT task conflict can improve firm perfo…
Supporting the productivity and wellbeing of remote workers
Three Motives for Abusive Supervision
We have learned a great deal about the negative consequences of abusive supervision, but little attention has been paid to supervisors’ motives for engaging in abusive behavior. This is an important gap in the literature because the consequences of abusive supervision are likely to differ depending on its attributed motive. The current study extends the literature on abusive supervision by refining the attributed motives of abusive supervision an…
Leader self‐awareness
Self‐awareness represents an important aspect of leadership. However, past research on leader self‐awareness has focused on one component of self‐awareness, self versus others' ratings, leaving the second component, the ability to anticipate the views of others, largely neglected. We examined this second component of self‐awareness by focusing on women leaders who have been found to under‐predict how others rate them. In two studies, we measured …
What Do Leaders Recall About Their Multisource Feedback
We examined 145 leaders' recall of their multisource feedback (MSF) 9 months after receiving the feedback. Leaders recalled more strengths than weaknesses, but these memories had only a small relationship with the actual feedback received. Leaders were more likely to recall feedback related to their consideration of employees and performance orientation than feedback related to developing and recognizing employees, and they were more likely to re…
The Role of Individualism and the Five‐Factor Model in the Prediction of Performance in a Leaderless Group Discussion
Personality has seen a resurgence in the work performance literature. The Five‐Factor Model (FFM) represents a set of personality factors that has received the most attention in recent years. Despite its popularity, the FFM may not be sufficiently comprehensive to account for relevant variation across performance dimensions or tasks. Accordingly, the present study also considers how individualism may predict additional variance in performance bey…
Men's and Women's Perceptions of the Gender Typing of Management Subroles
Recipient and observer reactions to discipline
A qualitative study of recipients' and observers' reactions to discipline events was conducted. Data from 123 recipient interviews and 46 observer interviews were content analyszed and categorized. Results showed that while both groups see positive results from discipline, recipients and observers may lose respect for the discipliner, and may develop negative attitudes toward the organization as a consequence of the discipline. They are also like…
A Longitudinal Study of the Leadership Development Process
This study tracked the leadership development of 236 male cadets from matriculation through graduation at a military college. Cognitive ability, physical fitness, prior influence experiences, and self-esteem measured in Year I were relevant to predicting those who assumed formal leadership positions in Year 4. Physical fitness and prior influence experiences measured when cadets entered the college predicted leader effectiveness rated in their fo…
Individual attributes and leadership style
This study examined attributes of leaders that influenced their use of contingent and noncontingent punishment and the results of using punishment on leader effectiveness. Results indicated that leaders with higher levels of physical fitness and moral reasoning were more likely to use contingent punishment, while those with lower self-esteem were more likely to use noncontingent punishment. Noncontingent punishment negatively impacted leader effe…
Gender Neutral Names
The Transformational and Transactional Leadership of Men and Women
Les données d'une étude en cours furent rassemblées dans trois conditions d'échantillonnage variées afin d'examiner si des cadres hommes et femmes, observés par leurs évaluateurs directs, avaient le même style de commandement. L'étude en cours se démarque d'une recherche beaucoup plus ancienne sur les différences entre hommes et femmes en leadership, en ceci que nous y avons examiné des différences dans les deux styles de leadership transformatio…
Personal Attributes as Predictors of Superiors' and Subordinates' Perceptions of Military Academy Leadership
Relationships between military academy leaders' personal attributes (e.g., traits, thinking styles) and others' ratings of transformational and transactional leadership were assessed in this study. Regression analyses indicated that personal attributes significantly predicted leadership ratings. Consistent with implicit leadership theories, however, the relevant predictors differed as a function of the positions of the individuals who rated leade…
A Longitudinal Study of the Leadership Development Process
This study tracked the leadership development of 236 male cadets from matriculation through graduation at a military college. Cognitive ability, physical fitness, prior influence experiences, and self-esteem measured in Year I were relevant to predicting those who assumed formal leadership positions in Year 4. Physical fitness and prior influence experiences measured when cadets entered the college predicted leader effectiveness rated in their fo…
Personal Attributes as Predictors of Superiors' and Subordinates' Perceptions of Military Academy Leadership
Relationships between military academy leaders' personal attributes (e.g., traits, thinking styles) and others' ratings of transformational and transactional leadership were assessed in this study. Regression analyses indicated that personal attributes significantly predicted leadership ratings. Consistent with implicit leadership theories, however, the relevant predictors differed as a function of the positions of the individuals who rated leade…
Men's and Women's Perceptions of the Gender Typing of Management Subroles
Recipient and observer reactions to discipline
A qualitative study of recipients' and observers' reactions to discipline events was conducted. Data from 123 recipient interviews and 46 observer interviews were content analyszed and categorized. Results showed that while both groups see positive results from discipline, recipients and observers may lose respect for the discipliner, and may develop negative attitudes toward the organization as a consequence of the discipline. They are also like…
Leader self‐awareness
Self‐awareness represents an important aspect of leadership. However, past research on leader self‐awareness has focused on one component of self‐awareness, self versus others' ratings, leaving the second component, the ability to anticipate the views of others, largely neglected. We examined this second component of self‐awareness by focusing on women leaders who have been found to under‐predict how others rate them. In two studies, we measured …
Gender Neutral Names
Personal Attributes as Predictors of Superiors' and Subordinates' Perceptions of Military Academy Leadership
Relationships between military academy leaders' personal attributes (e.g., traits, thinking styles) and others' ratings of transformational and transactional leadership were assessed in this study. Regression analyses indicated that personal attributes significantly predicted leadership ratings. Consistent with implicit leadership theories, however, the relevant predictors differed as a function of the positions of the individuals who rated leade…
The Transformational and Transactional Leadership of Men and Women
Les données d'une étude en cours furent rassemblées dans trois conditions d'échantillonnage variées afin d'examiner si des cadres hommes et femmes, observés par leurs évaluateurs directs, avaient le même style de commandement. L'étude en cours se démarque d'une recherche beaucoup plus ancienne sur les différences entre hommes et femmes en leadership, en ceci que nous y avons examiné des différences dans les deux styles de leadership transformatio…
Gender Neutral Names
Individual attributes and leadership style
This study examined attributes of leaders that influenced their use of contingent and noncontingent punishment and the results of using punishment on leader effectiveness. Results indicated that leaders with higher levels of physical fitness and moral reasoning were more likely to use contingent punishment, while those with lower self-esteem were more likely to use noncontingent punishment. Noncontingent punishment negatively impacted leader effe…
A Longitudinal Study of the Leadership Development Process
This study tracked the leadership development of 236 male cadets from matriculation through graduation at a military college. Cognitive ability, physical fitness, prior influence experiences, and self-esteem measured in Year I were relevant to predicting those who assumed formal leadership positions in Year 4. Physical fitness and prior influence experiences measured when cadets entered the college predicted leader effectiveness rated in their fo…
Recipient and observer reactions to discipline
A qualitative study of recipients' and observers' reactions to discipline events was conducted. Data from 123 recipient interviews and 46 observer interviews were content analyszed and categorized. Results showed that while both groups see positive results from discipline, recipients and observers may lose respect for the discipliner, and may develop negative attitudes toward the organization as a consequence of the discipline. They are also like…
The Role of Individualism and the Five‐Factor Model in the Prediction of Performance in a Leaderless Group Discussion
Personality has seen a resurgence in the work performance literature. The Five‐Factor Model (FFM) represents a set of personality factors that has received the most attention in recent years. Despite its popularity, the FFM may not be sufficiently comprehensive to account for relevant variation across performance dimensions or tasks. Accordingly, the present study also considers how individualism may predict additional variance in performance bey…
Men's and Women's Perceptions of the Gender Typing of Management Subroles
What Do Leaders Recall About Their Multisource Feedback
We examined 145 leaders' recall of their multisource feedback (MSF) 9 months after receiving the feedback. Leaders recalled more strengths than weaknesses, but these memories had only a small relationship with the actual feedback received. Leaders were more likely to recall feedback related to their consideration of employees and performance orientation than feedback related to developing and recognizing employees, and they were more likely to re…
Leader self‐awareness
Self‐awareness represents an important aspect of leadership. However, past research on leader self‐awareness has focused on one component of self‐awareness, self versus others' ratings, leaving the second component, the ability to anticipate the views of others, largely neglected. We examined this second component of self‐awareness by focusing on women leaders who have been found to under‐predict how others rate them. In two studies, we measured …
Three Motives for Abusive Supervision
We have learned a great deal about the negative consequences of abusive supervision, but little attention has been paid to supervisors’ motives for engaging in abusive behavior. This is an important gap in the literature because the consequences of abusive supervision are likely to differ depending on its attributed motive. The current study extends the literature on abusive supervision by refining the attributed motives of abusive supervision an…
Supporting the productivity and wellbeing of remote workers
When remote work works better
A Contingency Model of Top Management Teams’ Task Conflict and Organizational-Level Outcomes
The relationship between conflict and performance has been studied for decades, but little is known about how and under what conditions task conflict among top managers affects firm-level outcomes. In this study, we examine a curvilinear effect of task conflict in top management teams (TMTs) on both firm performance and TMT resilience efficacy, as moderated by behavioral integration. We argue and find that TMT task conflict can improve firm perfo…
Psychology (14 works) · Social Psychology (10 works) · Social Psychology (10 works) · Job Satisfaction and Organizational Behavior (8 works) · Political science (5 works) · Social and Intergroup Psychology (4 works) · Applied Psychology (3 works) · Business (3 works) · Computer Science (3 works) · Gender Diversity and Inequality (3 works)