Within the hierarchical taxonomy of effective leadership, change-oriented leadership stands as a distinct and meaningful metacategory, primarily focusing on promoting change by communicating a compelling vision for the future. However, we consider whether there might be room to broaden the scope of change-oriented leadership by examining more negative-focused leadership behaviors. In this article, we explore the concept of vigilant leadership, which we suggest could be a change-oriented and negative-focused leadership style, and investigate its usefulness as a new leadership construct. In Study 1, we take preliminary steps toward developing a measure of vigilant leadership, employing content adequacy assessment and item response theory analysis. Drawing on the integrative trait-behavioral model of leadership effectiveness (DeRue et al., 2011), we further explore how vigilant leadership is associated with an array of antecedents (i.e., leader characteristics) and leadership outcomes. In Studies 2a and 2b, we present initial findings that leaders high on consideration of future consequences, prevention focus, general self-efficacy, and emotional intelligence might be more inclined to exhibit vigilant leadership. In Study 3, our results suggest that, even after controlling for the effect of visionary leadership (a type of positive-focused change-oriented leadership), vigilant leadership is positively related to follower felt responsibility for change, proactivity, specific proactive work behaviors (taking charge, voice, and problem prevention), teamwork proactivity, and teamwork proficiency. However, it does not seem to relate to follower proficiency, follower adaptivity, teamwork adaptivity, organizational citizenship behavior, positive affect toward the leader, leader-member exchange, or relational identification with the leader. With these preliminary findings, we encourage further discussion and investigation into the potential implications of this emerging construct. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

中文翻译：

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冬天即将来临：对警惕的领导力、前因和结果的调查。


在有效领导力的层级分类中，变革导向的领导力是一个独特且有意义的元类别，主要侧重于通过传达令人信服的未来愿景来促进变革。然而，我们考虑是否有空间通过研究更多以消极为中心的领导行为来扩大变革导向型领导的范围。在本文中，我们探讨了警惕型领导的概念，我们认为它可能是一种以变革为导向、以消极为中心的领导风格，并研究了其作为新领导结构的有用性。在研究 1 中，我们采取了初步措施，采用内容充分性评估和项目反应理论分析来制定警惕型领导力的衡量标准。利用领导有效性的综合特质行为模型（DeRue et al., 2011），我们进一步探讨了警惕型领导力如何与一系列前因（即领导者特征）和领导结果相关联。在研究 2a 和 2b 中，我们提出了初步发现，即高度考虑未来后果、预防焦点、一般自我效能感和情商的领导者可能更倾向于表现出警惕的领导力。在研究 3 中，我们的结果表明，即使在控制了有远见的领导力（一种积极关注的变革导向型领导力）的影响之后，警惕的领导力也与追随者对变革的责任感、主动性、具体的主动工作行为呈正相关（负责、发声和问题预防）、团队合作主动性和团队合作熟练程度。 然而，它似乎与追随者的熟练程度、追随者的适应性、团队合作的适应性、组织公民行为、对领导者的积极影响、领导者与成员的交流或与领导者的关系认同无关。有了这些初步发现，我们鼓励进一步讨论和调查这一新兴结构的潜在影响。 （PsycInfo 数据库记录 (c) 2024 APA，保留所有权利）。