European Business Schools Librarian's Group
ESSEC Working Papers,
ESSEC Research Center, ESSEC Business School
No WP1519: Leadership beyond the Tipping Point: toward the Discovery of Inversions and Complementary Hypotheses
Fabrice Cavarretta (), Sean Hannah (), Ronald Piccolo () and Mary Uhl-Bien ()
Additional contact information
Fabrice Cavarretta: ESSEC Business School, Postal: 3 avenue Bernard Hirsch, CS 50105 Cergy, 95021 Cergy Pontoise cedex, FRANCE,
Sean Hannah: Wake Forest University, Schools of Business, Postal: 1834 WAKE FOREST ROAD, WINSTON-SALEM, NC 27106, UNITED STATES
Ronald Piccolo: Rollins College, Crummer Graduate School of Business, Postal: 1000 Holt Ave, Winter Park, FL 32789, UNITED STATES
Mary Uhl-Bien: University of Nebraska-Lincoln, College of Business Administration, Postal: CBA 269. P.O Box 880491, Lincoln, NE 68588-0491, UNITED STATES
Abstract: Leadership theories often include a contingency effect where the relationship between two or more variables is normally theorized to be monotonic, i.e., that it has a generally accepted direction—positive or negative—across the full range of the contingency variable. Most examinations of contingencies estimate how the monotonic relationship changes at mean, or near mean, levels of the moderator variable. We push the logic of moderation further to explore whether, for extra-ordinary values of the moderator, the effect may actually become non-monotonic, e.g., invert by moving from positive to negative in slope (or vice versa). Discovering such inversion effects in models of leadership would provide a deeper understanding of the operation and boundaries of theories, thereby calling for refinements of underlying theoretical assumptions. Using an innovative inductive approach, we search the leadership literature and find studies where extra-ordinary moderator values signal a potential inversion effect. We narrow onto two example leader-member exchange (LMX) studies to inductively theorize the mechanisms creating the inversion. We then generalize the logic of this mechanism to propose new theory for why such inversions might be occurring in a wider range of phenomenon beyond LMX, and discuss the associated implications for leadership and organizational theory.
Keywords: leadership; moderation; inversion
42 pages, October 2015
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