Following Your Ideal Leader: Implicit Public Leadership Theories, Leader—Member Exchange, and Work Engagement

IF 3.1 3区 管理学 Q1 INDUSTRIAL RELATIONS & LABOR Public Personnel Management Pub Date : 2024-05-10 DOI:10.1177/00910260241249146
Laura Hesmert, Rick Vogel
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Abstract

Although social comparisons are ubiquitous in leadership, previous scholarship in public administration has not yet studied comparative aspects of how followers perceive and respond to leadership. This study addresses this gap and disentangles the link between leadership and work engagement from a socio-cognitive and relational perspective. It examines how public employees compare their real leaders against ideal leaders and how perceived gaps between both affect their work engagement through leader–member exchange (LMX). Building on leadership and job demands–resources theory, a priming study using the Semantic Misattribution Procedure (SMP) extracts participants’ Implicit Public Leadership Theories. Structural equation modeling reveals that work engagement is substantially higher (lower) when characteristics of the supervisor resonate with positive (negative) prototypes of ideal leaders, with this association being fully mediated by LMX. The study shows how implicit information processing matters for the emergence of leader–follower relationships and, in turn, for important follower outcomes. It thus contributes to, and combines, a socio-cognitive and a relational approach to leadership in the public sector.
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追随理想的领导者:隐性公共领导理论、领导者-成员交流和工作投入
尽管社会比较在领导力中无处不在,但公共管理领域以往的学术研究尚未对追随者如何感知和回应领导力的比较方面进行研究。本研究弥补了这一空白,从社会认知和关系的角度出发,剖析了领导力与工作投入之间的联系。研究探讨了公职人员如何将他们的现实领导与理想领导进行比较,以及两者之间的差距如何通过领导-成员交换(LMX)影响他们的工作投入。在领导力和工作需求-资源理论的基础上,使用语义错误归因程序(SMP)进行了一项引物研究,提取了参与者的内隐公共领导力理论。结构方程模型显示,当主管的特征与理想领导者的积极(消极)原型产生共鸣时,工作投入度会大幅提高(降低),而这种关联完全受 LMX 的调节。这项研究表明,内隐信息处理如何影响领导者与追随者关系的形成,进而影响追随者的重要结果。因此,该研究有助于将社会认知方法和关系方法结合起来研究公共部门的领导力。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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来源期刊
CiteScore
6.00
自引率
3.30%
发文量
19
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