Pub Date : 2021-01-16DOI: 10.1177/1548051821989289
Michel Tremblay, Marie‐Claude Gaudet, Xavier Parent-Rocheleau
This study examines how, why and when relative leader–member exchange (RLMX) influences absenteeism through the mediating effect of feelings of vigor, and the moderating role of unit-level leader–member exchange differentiation (LMX differentiation). Data collected from a Swiss retailer sample of 486 employees within 52 stores shows that RLMX is positively related to feelings of vigor, whereas feelings of vigor are negatively related to absenteeism. Also, RLMX has a stronger positive effect on vigor when LMX differentiation in the unit is high, and on absenteeism when differentiation in the unit is low. However, we found no evidence that the indirect influence of RLMX on absenteeism through feelings of vigor is moderated by unit-level LMX differentiation. The implications of these findings for research on LMX are discussed.
{"title":"How and When Relative Leader–Member Exchange (RLMX) Invigorates Attendance at Work Within a Context of LMX Differentiation","authors":"Michel Tremblay, Marie‐Claude Gaudet, Xavier Parent-Rocheleau","doi":"10.1177/1548051821989289","DOIUrl":"https://doi.org/10.1177/1548051821989289","url":null,"abstract":"This study examines how, why and when relative leader–member exchange (RLMX) influences absenteeism through the mediating effect of feelings of vigor, and the moderating role of unit-level leader–member exchange differentiation (LMX differentiation). Data collected from a Swiss retailer sample of 486 employees within 52 stores shows that RLMX is positively related to feelings of vigor, whereas feelings of vigor are negatively related to absenteeism. Also, RLMX has a stronger positive effect on vigor when LMX differentiation in the unit is high, and on absenteeism when differentiation in the unit is low. However, we found no evidence that the indirect influence of RLMX on absenteeism through feelings of vigor is moderated by unit-level LMX differentiation. The implications of these findings for research on LMX are discussed.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"28 1","pages":"237 - 255"},"PeriodicalIF":4.8,"publicationDate":"2021-01-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/1548051821989289","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48209039","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-01-15DOI: 10.1177/1548051820986536
J. Ziegert, David M. Mayer, Ronald F. Piccolo, Katrina A. Graham
This research explores the nature of collective leadership by examining the boundary conditions of how and when it relates to unit functioning. Building from a contingency perspective that considers the impact of contextual factors, we propose that collective charismatic leadership will be associated with lowered unit conflict, and this relationship will be strengthened by the contingency elements of individual charismatic leadership, task complexity, and social inclusion. Furthermore, we propose that the interactions of collective charismatic leadership with these contextual factors will relate to performance and satisfaction through conflict. We examine our hypotheses across two unit-level field studies, and the results illustrated that high levels of these contextual factors enhanced the negative relationship between collective charismatic leadership and conflict, which generally mediated the relationships between these interactive effects and performance and satisfaction. The results also highlight the detrimental aspects of collective leadership and how it can relate to reduced unit functioning when it is not aligned with an appropriate context. Overall, these findings begin to provide a more complete picture of collective leadership from a contingency perspective through a greater understanding of when and how it is related to unit functioning.
{"title":"Collectivistic Leadership in Context: An Examination of How and When Collective Charismatic Leadership Relates to Unit Functioning","authors":"J. Ziegert, David M. Mayer, Ronald F. Piccolo, Katrina A. Graham","doi":"10.1177/1548051820986536","DOIUrl":"https://doi.org/10.1177/1548051820986536","url":null,"abstract":"This research explores the nature of collective leadership by examining the boundary conditions of how and when it relates to unit functioning. Building from a contingency perspective that considers the impact of contextual factors, we propose that collective charismatic leadership will be associated with lowered unit conflict, and this relationship will be strengthened by the contingency elements of individual charismatic leadership, task complexity, and social inclusion. Furthermore, we propose that the interactions of collective charismatic leadership with these contextual factors will relate to performance and satisfaction through conflict. We examine our hypotheses across two unit-level field studies, and the results illustrated that high levels of these contextual factors enhanced the negative relationship between collective charismatic leadership and conflict, which generally mediated the relationships between these interactive effects and performance and satisfaction. The results also highlight the detrimental aspects of collective leadership and how it can relate to reduced unit functioning when it is not aligned with an appropriate context. Overall, these findings begin to provide a more complete picture of collective leadership from a contingency perspective through a greater understanding of when and how it is related to unit functioning.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"28 1","pages":"112 - 136"},"PeriodicalIF":4.8,"publicationDate":"2021-01-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/1548051820986536","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49015773","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-12-08DOI: 10.1177/1548051820979648
T. Huang, Chieh-Peng Lin
Drawing on social identity theory and the conservation of resources theory, this study proposes a research framework to reconcile the arguments in previous findings regarding how paternalistic leadership affects team performance. Data from team workers with a variety of professional expertise and skills across 66 high-tech teams in Taiwan were analyzed. The empirical results of this study demonstrate authoritarianism as a double-edged sword for team performance in which authoritarianism positively relates to team performance through team identification but negatively relates to team performance through emotional exhaustion. At the same time, morality positively relates to team performance through team identification, whereas benevolence positively relates to team performance through emotional exhaustion. Based on the findings, theoretical implications, managerial implications, and research limitations are discussed.
{"title":"Is Paternalistic Leadership a Double-Edged Sword for Team Performance? The Mediation of Team Identification and Emotional Exhaustion","authors":"T. Huang, Chieh-Peng Lin","doi":"10.1177/1548051820979648","DOIUrl":"https://doi.org/10.1177/1548051820979648","url":null,"abstract":"Drawing on social identity theory and the conservation of resources theory, this study proposes a research framework to reconcile the arguments in previous findings regarding how paternalistic leadership affects team performance. Data from team workers with a variety of professional expertise and skills across 66 high-tech teams in Taiwan were analyzed. The empirical results of this study demonstrate authoritarianism as a double-edged sword for team performance in which authoritarianism positively relates to team performance through team identification but negatively relates to team performance through emotional exhaustion. At the same time, morality positively relates to team performance through team identification, whereas benevolence positively relates to team performance through emotional exhaustion. Based on the findings, theoretical implications, managerial implications, and research limitations are discussed.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"28 1","pages":"207 - 220"},"PeriodicalIF":4.8,"publicationDate":"2020-12-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/1548051820979648","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45040160","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-12-07DOI: 10.1177/1548051820979634
Jeewon Cho, Pauline Schilpzand, L. Huang, T. Paterson
This study extends our understanding of humble leadership as an important trust-engendering leadership style that influences employee behaviors. Drawing on social exchange theory, we articulate how humble leaders’ employee-centric behaviors signal trust and facilitate a social exchange relationship between leaders and followers. Specifically, we posit that a leader’s humble leadership behaviors are positively related to employees’ task performance and organizational citizenship behavior via feelings of being trusted by one’s supervisor. We also predict that the interaction between humble leadership and employee job autonomy will influence employees’ appraisal of feeling trusted. We tested our moderated-mediation model using experimental vignette data and three-wave survey data collected from 233 employees and their supervisors working at a large Chinese internet company. Study results support our hypotheses that humble leadership, and its interaction with employee job autonomy, contribute to feeling trusted by their supervisor. Furthermore, we found that humble leadership behavior, via enhanced perceptions of feeling trusted, predicted supervisor-rated employee task performance and organizational citizenship behavior toward the organization. The implications for theory and practice are discussed.
{"title":"How and When Humble Leadership Facilitates Employee Job Performance: The Roles of Feeling Trusted and Job Autonomy","authors":"Jeewon Cho, Pauline Schilpzand, L. Huang, T. Paterson","doi":"10.1177/1548051820979634","DOIUrl":"https://doi.org/10.1177/1548051820979634","url":null,"abstract":"This study extends our understanding of humble leadership as an important trust-engendering leadership style that influences employee behaviors. Drawing on social exchange theory, we articulate how humble leaders’ employee-centric behaviors signal trust and facilitate a social exchange relationship between leaders and followers. Specifically, we posit that a leader’s humble leadership behaviors are positively related to employees’ task performance and organizational citizenship behavior via feelings of being trusted by one’s supervisor. We also predict that the interaction between humble leadership and employee job autonomy will influence employees’ appraisal of feeling trusted. We tested our moderated-mediation model using experimental vignette data and three-wave survey data collected from 233 employees and their supervisors working at a large Chinese internet company. Study results support our hypotheses that humble leadership, and its interaction with employee job autonomy, contribute to feeling trusted by their supervisor. Furthermore, we found that humble leadership behavior, via enhanced perceptions of feeling trusted, predicted supervisor-rated employee task performance and organizational citizenship behavior toward the organization. The implications for theory and practice are discussed.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"28 1","pages":"169 - 184"},"PeriodicalIF":4.8,"publicationDate":"2020-12-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/1548051820979634","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44658458","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-11-11DOI: 10.1177/1548051820971293
M. Frazier, Michael C. Jacezko
Though considerable research has been conducted on ethical leadership, we still know very little about the antecedents to ethical leadership perceptions. Drawing primarily from social learning theory, we propose a process model by which leader Machiavellianism affects ethical leadership, which is then hypothesized to influence psychological empowerment. In addition, we propose that team member role performance and organization-directed organizational citizenship behavior will be consequences of psychological empowerment. Drawing from a sample of 242 employees reporting to 82 leaders, our findings broadly demonstrate support for our hypotheses and advance our understanding of both antecedents and outcomes of ethical leadership. We discuss the theoretical implications of our findings, along with the practical insights, limitations, and future research opportunities.
{"title":"Leader Machiavellianism as an Antecedent to Ethical Leadership: The Impact on Follower Psychological Empowerment and Work Outcomes","authors":"M. Frazier, Michael C. Jacezko","doi":"10.1177/1548051820971293","DOIUrl":"https://doi.org/10.1177/1548051820971293","url":null,"abstract":"Though considerable research has been conducted on ethical leadership, we still know very little about the antecedents to ethical leadership perceptions. Drawing primarily from social learning theory, we propose a process model by which leader Machiavellianism affects ethical leadership, which is then hypothesized to influence psychological empowerment. In addition, we propose that team member role performance and organization-directed organizational citizenship behavior will be consequences of psychological empowerment. Drawing from a sample of 242 employees reporting to 82 leaders, our findings broadly demonstrate support for our hypotheses and advance our understanding of both antecedents and outcomes of ethical leadership. We discuss the theoretical implications of our findings, along with the practical insights, limitations, and future research opportunities.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"28 1","pages":"154 - 168"},"PeriodicalIF":4.8,"publicationDate":"2020-11-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/1548051820971293","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42895007","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-11-11DOI: 10.1177/1548051820970877
Ling Tan, Yongli Wang, Hailing Lu
Despite the continuous increase in empirical research on leader humor, the important issue of how and when leader humor affects employees’ interpersonal, proactive behaviors in the form of upward voice has largely been overlooked. Drawing on relational process model of humor and data from one multiwave, multisource field study and one experimental field study, we find that the positive effects of leader humor on upward voice behavior can be accounted for by both supervisor–subordinate nonwork ties (i.e., supervisor–subordinate guanxi) and supervisor–subordinate work ties (i.e., leader–member exchange). The indirect effects of both supervisor–subordinate guanxi and leader–member exchange on the relationship between leader humor and upward voice behavior are stronger when employees score low on traditionality. These results shed light on the role of leader humor in promoting the bottom–up flow of potentially critical information in organizations through high-quality relationships with followers and provide insights into who will benefit more from humor in leadership.
{"title":"Leader Humor and Employee Upward Voice: The Role of Employee Relationship Quality and Traditionality","authors":"Ling Tan, Yongli Wang, Hailing Lu","doi":"10.1177/1548051820970877","DOIUrl":"https://doi.org/10.1177/1548051820970877","url":null,"abstract":"Despite the continuous increase in empirical research on leader humor, the important issue of how and when leader humor affects employees’ interpersonal, proactive behaviors in the form of upward voice has largely been overlooked. Drawing on relational process model of humor and data from one multiwave, multisource field study and one experimental field study, we find that the positive effects of leader humor on upward voice behavior can be accounted for by both supervisor–subordinate nonwork ties (i.e., supervisor–subordinate guanxi) and supervisor–subordinate work ties (i.e., leader–member exchange). The indirect effects of both supervisor–subordinate guanxi and leader–member exchange on the relationship between leader humor and upward voice behavior are stronger when employees score low on traditionality. These results shed light on the role of leader humor in promoting the bottom–up flow of potentially critical information in organizations through high-quality relationships with followers and provide insights into who will benefit more from humor in leadership.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"28 1","pages":"221 - 236"},"PeriodicalIF":4.8,"publicationDate":"2020-11-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/1548051820970877","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46635610","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-10-28DOI: 10.1177/1548051820969137
E. David, Lars U. Johnson, Ching-Yuan Meng, Tyleen Lopez
The leadership literature suggests that followers are likely to be autonomously motivated when working for servant leaders, leading them to experience greater psychological empowerment. Guided by self-determination theory, we predicted that this empowerment would then heighten individuals’ perceptions of their teams’ transactive memory systems. When subordinates perceive that discrimination is occurring in their workgroup, however, we expected that the empowerment—transactive memory systems link would be weakened. This moderated mediation model was tested at multiple timepoints using 211 employees from a variety of industries and job types. The results generally supported our predictions, and the implications for theory and practice are discussed.
{"title":"Stronger Together: Conditional Indirect Effect of Servant Leadership on Transactive Memory Systems","authors":"E. David, Lars U. Johnson, Ching-Yuan Meng, Tyleen Lopez","doi":"10.1177/1548051820969137","DOIUrl":"https://doi.org/10.1177/1548051820969137","url":null,"abstract":"The leadership literature suggests that followers are likely to be autonomously motivated when working for servant leaders, leading them to experience greater psychological empowerment. Guided by self-determination theory, we predicted that this empowerment would then heighten individuals’ perceptions of their teams’ transactive memory systems. When subordinates perceive that discrimination is occurring in their workgroup, however, we expected that the empowerment—transactive memory systems link would be weakened. This moderated mediation model was tested at multiple timepoints using 211 employees from a variety of industries and job types. The results generally supported our predictions, and the implications for theory and practice are discussed.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"28 1","pages":"366 - 378"},"PeriodicalIF":4.8,"publicationDate":"2020-10-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/1548051820969137","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48532462","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-10-26DOI: 10.1177/1548051820964145
Ling Tan, Yongli Wang, Hailing Lu
Although the consequences of leader humor have been well documented, limited research attention has been devoted to its antecedents. The current research addresses this important issue by exploring whether and when an individual characteristic (i.e., traditionality) influences leader humor behavior. Based on the relational process model of humor and data from one multiwave, multisource field study, we find that leaders scoring low on traditionality are more likely to express humor with their followers, which in turn affects followers’ job performance. Moreover, the mediating effect of leader humor behavior on the link between leader traditionality and employee job performance is stronger when the genders of the leader and subordinates differ. We discuss the implications of the findings and future directions for research concerning the antecedents of leader humor.
{"title":"Why so Humorous? The Roles of Traditionality and Gender (Dis)Similarity in Leader Humor Behavior and Employee Job Performance","authors":"Ling Tan, Yongli Wang, Hailing Lu","doi":"10.1177/1548051820964145","DOIUrl":"https://doi.org/10.1177/1548051820964145","url":null,"abstract":"Although the consequences of leader humor have been well documented, limited research attention has been devoted to its antecedents. The current research addresses this important issue by exploring whether and when an individual characteristic (i.e., traditionality) influences leader humor behavior. Based on the relational process model of humor and data from one multiwave, multisource field study, we find that leaders scoring low on traditionality are more likely to express humor with their followers, which in turn affects followers’ job performance. Moreover, the mediating effect of leader humor behavior on the link between leader traditionality and employee job performance is stronger when the genders of the leader and subordinates differ. We discuss the implications of the findings and future directions for research concerning the antecedents of leader humor.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"28 1","pages":"91 - 98"},"PeriodicalIF":4.8,"publicationDate":"2020-10-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/1548051820964145","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48337972","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-10-16DOI: 10.1177/1548051820967010
Liisa Mäkelä, Jussi Tanskanen, Helen De Cieri
Drawing on leader–member exchange and conservation of resources theories, we investigate the role of the quality of leader–member exchange in the relationships between supervisors’ and subordinates’ cynicism and dedication. Survey responses were collected from 104 supervisors and 971 subordinates nested within 104 work-units in five organizations in Finland. A multilevel structural equation model and cross-level mediation were utilized to test the hypotheses. The results show that the quality of leader–member exchange mediates the association between supervisor cynicism and subordinate cynicism and dedication. However, supervisor dedication does not appear to have an influence on leader–member exchange or subordinate cynicism and dedication. The findings related to the influence of supervisor cynicism on the cynicism and dedication of subordinates point toward the value of management interventions that directly address supervisor psychological well-being. Practical interventions might include training for supervisors and employees to enhance relationship-building skills, team-building activities, and leadership development. This empirical study is novel in its focus on how a supervisor’s cynicism and dedication may affect their relationships at work and how this, in turn, may have an effect on their subordinates.
{"title":"Do Relationships Matter? Investigating the Link Between Supervisor and Subordinate Dedication and Cynicism via the Quality of Leader–Member Exchange","authors":"Liisa Mäkelä, Jussi Tanskanen, Helen De Cieri","doi":"10.1177/1548051820967010","DOIUrl":"https://doi.org/10.1177/1548051820967010","url":null,"abstract":"Drawing on leader–member exchange and conservation of resources theories, we investigate the role of the quality of leader–member exchange in the relationships between supervisors’ and subordinates’ cynicism and dedication. Survey responses were collected from 104 supervisors and 971 subordinates nested within 104 work-units in five organizations in Finland. A multilevel structural equation model and cross-level mediation were utilized to test the hypotheses. The results show that the quality of leader–member exchange mediates the association between supervisor cynicism and subordinate cynicism and dedication. However, supervisor dedication does not appear to have an influence on leader–member exchange or subordinate cynicism and dedication. The findings related to the influence of supervisor cynicism on the cynicism and dedication of subordinates point toward the value of management interventions that directly address supervisor psychological well-being. Practical interventions might include training for supervisors and employees to enhance relationship-building skills, team-building activities, and leadership development. This empirical study is novel in its focus on how a supervisor’s cynicism and dedication may affect their relationships at work and how this, in turn, may have an effect on their subordinates.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"28 1","pages":"76 - 90"},"PeriodicalIF":4.8,"publicationDate":"2020-10-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/1548051820967010","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46720608","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-10-09DOI: 10.1177/1548051820962504
Susanne Tafvelin, A. Stenling
The purpose of the present research was to investigate how leaders’ different types of pretraining motivation may influence transfer of leadership training. Drawing on self-determination theory, we examined the role of autonomous and controlled motivation for short- and long-term transfer in terms of employee-rated improvements of leaders’ need support. Data were collected in conjunction with a leadership training program that was aimed at increasing need support among municipality leaders (n = 20 leaders and their n = 323 employees), and surveys were sent to leaders and employees before training, posttraining, and 4 months after training. Bayesian multilevel modeling suggests that autonomous (Estimate = 0.17, 95% confidence interval [CI: 0.030, 0.329]) and controlled (Estimate = 0.08, 95% CI [0.013, 0.150]) premotivation among leaders are related to short-term improvements in need support. Although neither type of motivation had a credible long-term effect on transfer 4 months after the training, the 95% credibility interval indicate that the effect of autonomous motivation (Estimate = 0.13, 95% CI [−0.004, 0.269]) most likely is positive. Our study demonstrates the usefulness of using a theory-based multidimensional perspective on predictors of training transfer and on adding a temporal perceptive on their effects. Our study also points toward the importance of not only fostering autonomous motivation at work but recognizing the potential in controlled motivation.
{"title":"A Self-Determination Theory Perspective on Transfer of Leadership Training: The Role of Leader Motivation","authors":"Susanne Tafvelin, A. Stenling","doi":"10.1177/1548051820962504","DOIUrl":"https://doi.org/10.1177/1548051820962504","url":null,"abstract":"The purpose of the present research was to investigate how leaders’ different types of pretraining motivation may influence transfer of leadership training. Drawing on self-determination theory, we examined the role of autonomous and controlled motivation for short- and long-term transfer in terms of employee-rated improvements of leaders’ need support. Data were collected in conjunction with a leadership training program that was aimed at increasing need support among municipality leaders (n = 20 leaders and their n = 323 employees), and surveys were sent to leaders and employees before training, posttraining, and 4 months after training. Bayesian multilevel modeling suggests that autonomous (Estimate = 0.17, 95% confidence interval [CI: 0.030, 0.329]) and controlled (Estimate = 0.08, 95% CI [0.013, 0.150]) premotivation among leaders are related to short-term improvements in need support. Although neither type of motivation had a credible long-term effect on transfer 4 months after the training, the 95% credibility interval indicate that the effect of autonomous motivation (Estimate = 0.13, 95% CI [−0.004, 0.269]) most likely is positive. Our study demonstrates the usefulness of using a theory-based multidimensional perspective on predictors of training transfer and on adding a temporal perceptive on their effects. Our study also points toward the importance of not only fostering autonomous motivation at work but recognizing the potential in controlled motivation.","PeriodicalId":51455,"journal":{"name":"Journal of Leadership & Organizational Studies","volume":"28 1","pages":"60 - 75"},"PeriodicalIF":4.8,"publicationDate":"2020-10-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/1548051820962504","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47487801","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：