| | Theory Testing and Replications in Leadership Science We encourage submissions that test, refine, replicate and extend existing leadership theories. We are open to a variety of methodological approaches as long as they are robust, consider levels of analyses appropriately, and adhere to open science principles adopted by JOMSR (see JOMSR Methods Checklist at https://journals.sagepub.com/authorinstructions/MSR). Specific emphasis should be given to how the study builds or extends theory, resolves controversy, addresses past methodological weaknesses, or addresses boundary and contextual conditions. As is the mission of JOMSR, papers will be considered regardless of the significance of the findings and can be initially reviewed with the results “masked” (i.e., while the study is fully completed, the initial submission includes only the introduction, hypotheses,
and methods, and does not include the results and discussion sections). While not an exhaustive list, and not meant to curtail submissions in other areas, the following examples highlight areas that could address this call:
• Refinement of moral approaches to leadership (Fehr, Yam & Dang, 2015; Solinger, Jansen & Cornelissen, 2020; also see Lemoine et al., 2019);
• The role of affect in leadership (Martinko et al., 2018);
• Paths forward in leader member exchange research (Cropanzano, Anthony, Daniels & Hall, 2017; Scandura & Meuser, 2022);
• Further testing and refinement of theoretical models such as:
- Adaptive dynamic leadership theory (DeRue & Ashford, 2010)
- Shared leadership schema (Wellman, 2017)
- Intergroup leadership (Hogg, van Knippenberg & Rast, 2012);
• Reconceptualization of ethical and servant leadership (Banks, Fischer, Gooty & Stock, 2021);
• Tests to assess construct redundancy across two or more leadership styles/constructs, see for example:
- Hoch, Bommer, Dulebohn, & Wu (2018) with respect to ethical, authentic,
servant, and transformational leadership styles.
- DeRue, Nahrgang, Wellman, & Humphrey (2011) with respect to trait and
behavioral theories of leadership;
- Broad societal changes such as Black Lives Matters, the #metoo movement and the impact of issues like race, gender, intersectionality, culture, or more broadly, context, on our current understanding of leadership theories (e.g., Ladkin & Bridges Patrick, 2022; Oc, 2018; Shen & Joseph, 2021);
• Methodological advances, such as machine learning (e.g., Lee, Inceoglu, Hauser & Greene, 2020).
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