- Oxford Library of Psychology
- Oxford Library of Psychology
- About the Editor
- Introduction: Leadership and Organizations
- Leadership Memes: From Ancient History and Literature to Twenty-First Century Theory and Research
- Critical Perspectives on Leadership
- Public Integrative Leadership
- The Biology of Leadership
- Causality and Endogeneity: Problems and Solutions
- Sculpting the Contours of the Qualitative Landscape of Leadership Research
- Multilevel Issues in Leadership Research
- Evaluation Methods
- Personality and Leadership: Looking Back, Looking Ahead
- Charismatic and Transformational Leadership: Past, Present, and Future
- Visionary Leadership
- Destructive Leadership in and of Organizations
- Leadership and Identity: An Examination of Three Theories and New Research Directions
- Leadership Perception and Information Processing: Influences of Symbolic, Connectionist, Emotional, and Embodied Architectures
- Authentic Leadership Theory, Research and Practice: Steps Taken and Steps that Remain
- Servant Leadership: Antecedents, Processes, and Outcomes
- Leading for Proactivity: How Leaders Cultivate Staff Who Make Things Happen
- Leader-Member Exchange (LMX) Theory: The Relational Approach to Leadership
- Leadership and Social Networks: Initiating a Different Dialog
- Who’s in Charge Here? The Team Leadership Implications of Authority Structure
- Leadership in Multiteam Systems: A Network Perspective
- The Skill to Lead: The Role of Political Skill in Leadership Dynamics
- Ethical Leadership
- Bridging the Domains of Leadership and Corporate Social Responsibility
- Executive Leadership: CEOs, Top Management Teams, and Organizational-Level Outcomes
- The Context and Leadership
- Leadership in Extreme Contexts
- Safety Leadership
- Cross-Cultural and Global Leadership
- Leadership in a Diverse Workplace
- Changing the Rules: The Implications of Complexity Science for Leadership Research and Practice
- Women and Leadership
- Leading for Creativity: People, Products, and Systems
- Leadership and Emotion: A Multilevel Perspective
- Student Leadership Development: Theory, Research, and Practice
- Leadership Development: A Review and Agenda for Future Research
- The Future of Leadership: Challenges and Prospects
Abstract and Keywords
Scholars are beginning to recognize important biological elements that may influence those who move into leadership positions and who are effective in such roles (Arvey, Rotundo, Johnson, Zhang, & McGue, 2006; Balthazard, Waldman, Thatcher, & Hannah, 2012). Although consistent with the general “trait” model of individual differences as influencing leadership emergence and effectiveness, other biologically based influences also may play a similar role in determining those who move into and are effective in such leadership capacities. A growing literature on the role of biological factors has not yet been abstracted and summarized. It is the aim of this chapter to provide a succinct and useful summary of the various biological factors that have been identified as being associated with various leadership criteria and to provide directions for future research in these areas.
Richard Arvey, Center for Strategic Leadership, National University of Singapore.
Nan Wang, Center for Strategic Leadership, National University of Singapore.
Zhaoli Song, Department of Management and Organization, NUS Business School, National University of Singapore, Singapore.
Wendong Li, Center for Strategic Leadership, National University of Singapore.
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