Followers' Ratings of Transformational Leadership as a Function of Congruence Between Leader and Follower Emotional Intelligence
Author | : Jennifer Ashley Shepard |
Publisher | : |
Total Pages | : 150 |
Release | : 2018 |
Genre | : Attachment behavior |
ISBN | : |
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Author | : Jennifer Ashley Shepard |
Publisher | : |
Total Pages | : 150 |
Release | : 2018 |
Genre | : Attachment behavior |
ISBN | : |
Author | : Gerben A. van Kleef |
Publisher | : Cambridge University Press |
Total Pages | : 329 |
Release | : 2016-04-21 |
Genre | : Business & Economics |
ISBN | : 1107048249 |
Emotional expressions are omnipresent, but how do they influence us? This book highlights the pervasive interpersonal effects of emotions.
Author | : |
Publisher | : |
Total Pages | : 48 |
Release | : 2016 |
Genre | : Electronic books |
ISBN | : |
Within organizations there are leaders and there are followers; if there were no followers then leaders would not have anyone to lead. However, leadership is not one person but instead a process in which followers can affect and inhibit leaders’ productivity in active ways. Thus, there is a need to study followers and their ability to impact leaders and organizations. Within academic research, the primary focus has been on leadership and what constitutes an effective leader.. Researchers recently have developed the concept of co-production of leadership beliefs (CPLBs), which are the beliefs that an individual holds that followers should partner with leaders to work together to achieve the highest levels of productivity. CPLB congruence may be successful in predicting leader and follower outcomes because CPLBs focus on how followers’ roles are viewed and how followers should behave in relation to leaders in organizations to assist in the leadership process. Survey data was collected from 69 established leader-subordinate dyads within two different organizations measuring CPLBs and outcomes, including liking, relationship quality, turnover intentions, employee voice, constructive resistance, job satisfaction, and job performance. Polynomial regression with response surface modeling was utilized to test the hypotheses. Twenty-seven polynomial regressions were investigated, and three regressions had significant R2 values. Results revealed that employee voice is highest when the leader has high levels of proactive CPLBs. Additionally, LMX rated by the follower was lowest when the leader had high levels of obedience CPLBs, especially when the follower had low levels of obedience CPLBs. Similar results were found for obedience CPLBs and followers’ liking of their leaders . These results suggest that the congruence of leader and follower CPLBs may not be as important as originally believed, but that leader CPLBs may be more impactful independently on follower outcomes. This was particularly the case for leaders’ obedience CPLBs, which were negatively related to follower constructive resistance, employee voice, followers’ liking of their leader, and follower-rated LMX. Future research should continue to clarify the importance of leader versus follower CPLBs and how they combine to predict relationship and performance outcomes.
Author | : George A. Hrivnak |
Publisher | : |
Total Pages | : 38 |
Release | : 2008 |
Genre | : |
ISBN | : |
Using polynomial regression and response surface modeling in a lagged field study, we examine relationships among leader and follower extraversion fit and follower ratings of transformational leadership. This paper builds on prior research investigating the influence that leader and follower personality factors have on follower perceptions of leadership. Data from a sample of 117 Naval Midshipmen dyads suggest that leader-follower extraversion congruence at Time 1 was positively related to higher follower ratings of transformational leadership at Time 2. The implications of these findings are discussed with respect to perceptions and attributions of leadership, the potential role that extraversion congruence may play in the development of leader-follower relationships, and the role of personality across different fit contexts.
Author | : Amy Elizabeth Colbert |
Publisher | : |
Total Pages | : 422 |
Release | : 2004 |
Genre | : Leadership |
ISBN | : |
Author | : Russell P. Guay |
Publisher | : |
Total Pages | : 213 |
Release | : 2011 |
Genre | : Job satisfaction |
ISBN | : |
Transformational leaders inspire followers to perform beyond expectations and to become transformational leaders themselves. Research evidence shows that transformational leadership has positive effects on people, teams, organizations, and nations. In addition to producing higher levels of follower performance, transformational leadership results in increased follower satisfaction and commitment. However, there is still much to be learned about the complex set of antecedents that predict perceptions of transformational leader behaviors, and research is scarce regarding moderators that impact the relationship between leader behavior and follower outcomes. Most research regarding antecedents of transformational leadership has focused on leader personality and other individual differences, but there are other potential predictors not addressed in the literature, such as how the match between a leader and the situation influences transformational leadership. This study expanded upon previous research by examining the constructs of person-organization fit, person-job fit (demands-abilities and needs-supplies), and motivation to lead as predictors of transformational leader behavior. Because followers' fit with the situation may influence their receptiveness to transformational leadership, I also examined follower perceptions of person-supervisor fit and person-organization fit as moderators of the relationship between transformational leadership and follower outcomes. I hypothesized that these relationships would be stronger for those with higher levels of fit perceptions and recruited participants from multiple organizations to test the hypotheses. A sample of 215 leaders across 10 organizations provided self-report data regarding the proposed antecedents, as well as their personality characteristics, the need for change in their work unit, and the performance of their followers.
Author | : Dorianne Cotter-Lockard |
Publisher | : Springer |
Total Pages | : 345 |
Release | : 2017-12-11 |
Genre | : Business & Economics |
ISBN | : 3319653075 |
This book shines a spotlight on two missing foci of authentic leadership research: international and follower perspectives. The concept of ‘authenticity’ has been in vogue since the times of Greek philosophy, but it wasn’t until the 1990s that leadership scholars seriously began to study the topic of authentic leadership. This new collection brings together empirical research and theoretical contributions to provide insights into the follower perspectives of authentic leadership around the world. Covering topics such as leader self-awareness, gender, psychological capital, embodied leadership and followership, and unethical conduct, the book features a Foreword written by William L. Gardner, one of the original scholars on authentic leadership.
Author | : Michelle C. Bligh |
Publisher | : Routledge |
Total Pages | : 354 |
Release | : 2013 |
Genre | : Business & Economics |
ISBN | : 1848726023 |
Leaders face new challenges as they cope with changes in culture, technology and the workplace. In this edited volume, based on a conference at Claremont, scholars of leadership studies from three continents discuss the latest psychological research on interpersonal leader-follower relations. The book tackles the impact of distance - physical, interpersonal and social - on our organizations, governments and societies.
Author | : Penni P. Wolfgramm |
Publisher | : |
Total Pages | : 240 |
Release | : 2013 |
Genre | : Followership |
ISBN | : |
This research examined the links between transformational leadership and four follower (i.e. direct report) outcomes in a moderated mediation model where leader-follower distance moderated the relationship between transformational leadership and follower engagement. The four outcomes were in-role performance (IRP), organisational citizenship behaviour towards both the individual (OCBI) and the organisation (OCBO) and negative job carry-over (NJC). A cross-sectional research design was employed where 121 followers of 35 leaders from various occupations employed in two national manufacturing organisations based in New Zealand responded to a survey. The survey was designed to measure transformational leadership, follower engagement, four follower outcome variables (IRP, OCBI, OCBO and NJC) and three leader-follower distance variables (physical distance, social distance and frequency of interaction). Regarding direct relationships, transformational leadership was positively related to follower engagement and follower engagement was positively related to IRP, OCBI and OCBO. The findings confirmed follower engagement mediated the relationship between transformational leadership and IRP, OCBI and OCBO. All three leader-follower distance variables did not moderate the transformational leadership to follower engagement relationship. Taken together, these findings suggest that leaders who have a transformational leadership style enhance the job performance of followers by engaging them. The influence of transformational leaders on the engagement of followers may not be affected by the distance between them. These findings have implications for organisations that are mindful of ways to encourage work engagement and job performance and these are considered along with the limitations and avenues for future research.
Author | : Mary Uhl-Bien |
Publisher | : IAP |
Total Pages | : 334 |
Release | : 2009-03-01 |
Genre | : Business & Economics |
ISBN | : 1607527022 |
The majority of leadership theories and studies have tended to emphasize the personal background, personality traits, perceptions, and actions of leaders. From this perspective, the followers have been viewed as recipients or moderators of the leader's influence, and as vehicles for the actualization of the leader's vision, mission or goals. One of the major challengers of this dominant view was the late James R. Meindl. As an alternative to the leader-centric perspective on leadership, Meindl offered a follower-centric approach that views both leadership and its consequences as largely constructed by followers and hence influenced by followers' cognitive processes and inter-follower social influence processes. As a tribute to Jim Meindl and his contributions to the field of leadership studies, Information Age Publishing is releasing a book on follower-centered approaches to leadership. The book covers a wide variety of perspectives that acknowledge the active roles of followers in the leadership process. These include the psychoanalytical perspective, leadership categorization theory, social identity theory, the shared leadership approach, attribution of charisma through social networks, the role of the media in constructing images of the leader, the social construction of followership, vision implementation by followers and a post modern approach to followership. It is hoped that the volume will provoke readers to reflect upon and extend Jim Meindl's seminal work on followership. ars and practitioners curious about the nature of research on leadership, both those with much research exposure and those new to the field.