The opponent process theory of leadership succession

John R. Hollenbeck, D. Scott Derue, Jennifer Craig

Research output: Contribution to journalArticle

7 Citations (Scopus)

Abstract

Groups are increasingly conceptualized as self-regulating, adaptive social systems, where time and history play central explanatory roles. Despite this, concepts related to opponent processes, which are central to theories of self-regulation, have been absent from discussions of leadership of groups. In this paper, we introduce the opponent process theory of leadership succession, and argue that the impact of leadership on current outcomes can be fully appreciated only by complementing the understanding of the current leader’s behaviors and style with the behaviors and styles of his or her predecessor. We outline both the process and content of opponent processes highlighting their potential to explain both adaptive and maladaptive behavior in groups.

Original languageEnglish (US)
Pages (from-to)333-363
Number of pages31
JournalOrganizational Psychology Review
Volume5
Issue number4
DOIs
StatePublished - Jan 1 2015

Fingerprint

Psychological Adaptation
History
Process theory
Self-Control
Social systems
Self-regulation

Keywords

  • Careers
  • Decision-making
  • Diversity & relational demography
  • Fit
  • Groups/teams
  • Job withdrawal (turnover, Absenteeism, Lateness)
  • Leadership
  • Organizational change
  • Power
  • Selection & assessment/training & development

ASJC Scopus subject areas

  • Applied Psychology
  • Social Psychology
  • Organizational Behavior and Human Resource Management

Cite this

The opponent process theory of leadership succession. / Hollenbeck, John R.; Derue, D. Scott; Craig, Jennifer.

In: Organizational Psychology Review, Vol. 5, No. 4, 01.01.2015, p. 333-363.

Research output: Contribution to journalArticle

Hollenbeck, John R. ; Derue, D. Scott ; Craig, Jennifer. / The opponent process theory of leadership succession. In: Organizational Psychology Review. 2015 ; Vol. 5, No. 4. pp. 333-363.
@article{7b46a16877c34ff29b199c8c74ed7d97,
title = "The opponent process theory of leadership succession",
abstract = "Groups are increasingly conceptualized as self-regulating, adaptive social systems, where time and history play central explanatory roles. Despite this, concepts related to opponent processes, which are central to theories of self-regulation, have been absent from discussions of leadership of groups. In this paper, we introduce the opponent process theory of leadership succession, and argue that the impact of leadership on current outcomes can be fully appreciated only by complementing the understanding of the current leader’s behaviors and style with the behaviors and styles of his or her predecessor. We outline both the process and content of opponent processes highlighting their potential to explain both adaptive and maladaptive behavior in groups.",
keywords = "Careers, Decision-making, Diversity & relational demography, Fit, Groups/teams, Job withdrawal (turnover, Absenteeism, Lateness), Leadership, Organizational change, Power, Selection & assessment/training & development",
author = "Hollenbeck, {John R.} and Derue, {D. Scott} and Jennifer Craig",
year = "2015",
month = "1",
day = "1",
doi = "10.1177/2041386614530606",
language = "English (US)",
volume = "5",
pages = "333--363",
journal = "Organizational Psychology Review",
issn = "2041-3866",
publisher = "SAGE Publications Inc.",
number = "4",

}

TY - JOUR

T1 - The opponent process theory of leadership succession

AU - Hollenbeck, John R.

AU - Derue, D. Scott

AU - Craig, Jennifer

PY - 2015/1/1

Y1 - 2015/1/1

N2 - Groups are increasingly conceptualized as self-regulating, adaptive social systems, where time and history play central explanatory roles. Despite this, concepts related to opponent processes, which are central to theories of self-regulation, have been absent from discussions of leadership of groups. In this paper, we introduce the opponent process theory of leadership succession, and argue that the impact of leadership on current outcomes can be fully appreciated only by complementing the understanding of the current leader’s behaviors and style with the behaviors and styles of his or her predecessor. We outline both the process and content of opponent processes highlighting their potential to explain both adaptive and maladaptive behavior in groups.

AB - Groups are increasingly conceptualized as self-regulating, adaptive social systems, where time and history play central explanatory roles. Despite this, concepts related to opponent processes, which are central to theories of self-regulation, have been absent from discussions of leadership of groups. In this paper, we introduce the opponent process theory of leadership succession, and argue that the impact of leadership on current outcomes can be fully appreciated only by complementing the understanding of the current leader’s behaviors and style with the behaviors and styles of his or her predecessor. We outline both the process and content of opponent processes highlighting their potential to explain both adaptive and maladaptive behavior in groups.

KW - Careers

KW - Decision-making

KW - Diversity & relational demography

KW - Fit

KW - Groups/teams

KW - Job withdrawal (turnover, Absenteeism, Lateness)

KW - Leadership

KW - Organizational change

KW - Power

KW - Selection & assessment/training & development

UR - http://www.scopus.com/inward/record.url?scp=84960379134&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=84960379134&partnerID=8YFLogxK

U2 - 10.1177/2041386614530606

DO - 10.1177/2041386614530606

M3 - Article

VL - 5

SP - 333

EP - 363

JO - Organizational Psychology Review

JF - Organizational Psychology Review

SN - 2041-3866

IS - 4

ER -