Several genocides have occurred over the course of history, and individuals today continue to remember or hear stories about how their collective group was subject to atrocities. We draw on the case of the transmission of genocide as a collective trauma to develop our propositions. In this article, we aim to contribute to fill this research and conceptual gap and offer a theoretical framework regarding the consequences of collective trauma transmission for leader values. However, to our knowledge, hardly any research exists that makes a connection between transmitted collective traumas and consequent leadership. How these values emerge or how they are transmitted by collective trauma is a major way to substantiate leaders. These values are relevant when leaders bring them to the decision-making table. Research has shown that leaders associated with a collective trauma carry a set of life stories that stimulate their values and convictions ( Avolio and Gardner, 2005 Shamir and Eilam, 2005). In the leadership literature, there is also evidence that social and situational backgrounds can influence a leader ( Brown and Treviño, 2006). For example, several studies have examined how exposure to trauma experienced during childhood (including exposure to stories of collective torture and murder) reveals positive or negative consequences in individuals’ transitions to adulthood ( Yehuda et al., 1998 Ogle et al., 2013). Research in psychology and cognitive psychology shows that traumas experienced by individuals in their childhood become part of who they are as adults ( Danieli, 1998 Kidron, 2004 Philippe et al., 2011 Ogle et al., 2013). We believe that this topic is increasingly relevant, considering the great diversity of leaders that lead organizations today. While much has been said about how family, social environment, education, and cultural background inject values and aspire leaders to behave ( House et al., 2002 Shamir et al., 2005 Day et al., 2014 Mumford et al., 2015 Nguyen et al., 2018), one topic that remains persistently omitted is the effects of collective traumas on leader development. The influence of social context on leader development has been an important topic in leadership development literature. Our conceptual review suggests that the transmission of collective trauma on leader development and leader values remains under-researched, offering prospects for new research and learning on the origins and seeds of leader development. We also offer propositions that recommend ways in which the transmission of these repositories can shape certain leader values that guide leader behaviors. Drawing on research on the transgenerational transmission of collective trauma and leader values, we show how collective trauma resides in (1) cultural rituals and artifacts, (2) community events and commemorations, and (3) family narratives is transmitted to leader descendants through at least three channels: social learning, social identity, and psychodynamics. This article calls for a consideration of how collective trauma such as genocide and the Holocaust can shape the values of leaders, who are second- and third-generation descendants. The number of worldwide traumatic events is significant, yet the literature pays little attention to their implications for leader development. 3Entrepreneurship and Family Enterprise, INSEAD Asia and Europe Campus, INSEAD, Fontainebleau, France.2Faculty of Organisational Behavior, INSEAD Asia and Europe Campus, INSEAD, Fontainebleau, France.1Department of Management and Organization, School of Business and Economics, Vrije Universiteit Amsterdam, Amsterdam, Netherlands.Khapova 1 * Erik van de Loo 2 Roger Lehman 3
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