Bullying in work groups: The impact of leadership

The aim of this study is to examine whether and how laissez‐faire, transformational, and authentic leadership styles are related to the occurrence of bullying in work groups. It is hypothesized that the investigated leadership styles have direct associations, as well as indirect associations through group cohesion and safety perceptions, with indicators of bullying among subordinates. Using a cross‐sectional survey design, the variables were assessed in a randomly selected sample comprising 594 seafarers from two Norwegian shipping companies. Laissez‐faire leadership was associated with an increased risk of exposure to bullying behavior, self‐labeled victimization from bullying, and perpetrated bullying. Transformational leadership and authentic leadership were related to decreased risk of exposure to bullying behavior. Authentic leadership contributed to the variance in bullying beyond laissez‐faire and transformational leadership. Analyses of indirect effects showed that the association between transformational leadership and bullying was fully mediated through safety perceptions, whereas a partial indirect association through safety perceptions was found for authentic leadership. This study makes a significant contribution to the literature by providing evidence for how leadership styles predict workplace bullying. The findings highlight the importance of recruiting, developing, and training leaders who promote both positive psychological capacities and positive perceptions among their subordinates.     

Leadership predictors of innovation and task performance: Subordinates' self‐esteem and self‐presentation as moderators

This study examined self‐related subordinate variables as moderators of relationships between supervisors' leadership behaviours (transformational as well as active‐corrective transactional leadership) and subordinates' innovative behaviour and task performance. Based on behavioural plasticity and self‐monitoring theory, we hypothesized that these associations would be moderated by subordinates' organization‐based self‐esteem and by their propensity to modify self‐presentation, a major facet of the self‐monitoring construct. Field survey data (N=161) collected in research and development, marketing and human resources departments of several German companies revealed that transformational leadership positively predicted both criteria, whereas active‐corrective transactional leadership negatively predicted innovation. As hypothesized, transformational leadership related more strongly and positively to innovation for subordinates low in organization‐based self‐esteem. When subordinates were low in self‐presentation propensity, active‐corrective transactional leadership was negatively, and transformational leadership was positively associated with task performance.     

Chief executive leadership style,consensus decision making,and top management team effectiveness

Using data from 79 high technology firms in the US and Ireland this study concludes that leadership style has both direct and indirect relationships with consensus decision making and with the reported effectiveness of top management teams. It focuses on what effective leaders do rather than the individual traits they possess and distinguishes between four styles of leadership: authoritarian (characterized by the use of instruction and non-contingent reprimand), transactional (influence via exchange of valued rewards for services/behaviours), transformational (inspiring followers to do more than originally expected), and laissez faire (avoiding decision making and supervisory responsibility). The transformational style of leadership was significantly and positively related, and the laissez faire style was significantly negatively related to reported team     

Pseudo‐Transformational Leadership: Model Specification and Outcomes1

A model of pseudo‐transformational leadership was tested in 4 experiments. Pseudo‐transformational leadership is defined by self‐serving, yet highly inspirational leadership behaviors, unwillingness to encourage independent thought in subordinates, and little caring for one's subordinates more generally. Study 1 (N = 167) used vignettes to differentiate among transformational, pseudo‐transformational, and laissez‐faire leadership styles. Study 2 (N = 179) replicated this model using ratings of characters in the film 12 Angry Men ( Fonda, Rose, & Lumet, 1957 ). Study 3 (N = 120) tested the model, controlling for participant perceptions of leader affect and prototypical leadership behaviors. Study 4 (N = 127) extended the ecological validity of the model and range of outcomes. Across the studies, support was obtained for the model.     

Adaptive self-regulation: meeting others' expectations of leadership and performance

The authors used longitudinal multisource field data to examine core aspects of the adaptive self-regulation model (A. S. Tsui & S. J. Ashford, 1994) in terms of linkages between self-monitoring, discrepancy in manager match-to-position, 5 measures of leadership, and manager performance. At Time 1, 64 superiors of focal managers rated the managers' matches to their positions within the organization; at Time 3, they rated the managers' performance. At Time 2, the 64 focal managers completed a measure of self-monitoring, and 192 subordinates rated the focal managers' leadership behaviors. Results of partial least squares analysis revealed that discrepancy in manager match-to-position was associated with reductions in laissez faire and passive management-by-exception behaviors and increases in transformational leadership behavior. Self-monitoring was positively associated with all 5 leadership behaviors. Performance was related positively to transformational leadership behavior and negatively to passive management-by-exception and contingent-reward behaviors     

Adaptive Self-Regulation: Meeting Others' Expectations of Leadership and Performance

Abstract

The authors used longitudinal multisource field data to examine core aspects of the adaptive self-regulation model (A. S. Tsui & S. J. Ashford, 1994) in terms of linkages between self-monitoring, discrepancy in manager match-to-position, 5 measures of leadership, and manager performance. At Time 1,64 superiors of focal managers rated the managers' matches to their positions within the organization; at Time 3, they rated the managers' performance. At Time 2, the 64 focal managers completed a measure of self-monitoring, and 192 subordinates rated the focal managers' leadership behaviors. Results of partial least squares analysis revealed that discrepancy in manager match-to-position was associated with reductions in laissez faire and passive management-by-exception behaviors and increases in transformational leadership behavior. Self-monitoring was positively associated with all 5 leadership behaviors. Performance was related positively to transformational leadership behavior and negatively to passive management-by-exception and contingent-reward behaviors     

Leadership In Times Of Uncertainty: Recent Findings,Debates, And Potential Future Research Directions

This paper reviews current debates and findings surrounding leadership in times of uncertainty as framed by the social identity theory of leadership. The past decade has witnessed reinvigorated social psychological research on leadership by focusing on the identity function of leadership, as well as group‐based and prototype‐based influences. This line of research overwhelmingly confirms that group prototypical leaders are preferred over less prototypical leaders. Integrating uncertainty‐identity theory, recent evidence illustrates self‐conceptual uncertainty can strengthen or weaken/negate the prototypical leader advantage. This novel line of research also demonstrates how and when uncertainty can alter perceptions of and preferences for different, and sometimes ‘nasty’ leaders—contradicting contemporary organizational behavior and leadership theories, which argue that people (almost always) prefer transformational, charismatic, or authentic leaders.     

From self‐defeating to other defeating: Examining the effects of leader procrastination on follower work outcomes

This research examines the influence of leader procrastination on employee attitudes and behaviours. While previous studies have typically viewed procrastination as a form of self‐defeating behaviour, this research explores its effects on others in the workplace. In Study 1, using data collected from 290 employees, we demonstrate the discriminant and relative predictive validity of leader procrastination on leadership effectiveness compared with laissez‐faire leadership and directive leadership. In Study 2, based on dyadic data collected in three phases from 250 employees and their 23 supervisors, we found that leader procrastination was associated with follower discretionary behaviour (organizational citizenship behaviour and deviant behaviour). Additionally, job frustration was found to mediate the relationship between leader procrastination and follower outcomes. The quality of the leader–follower relationship, as a boundary condition, was shown to mitigate the detrimental effects of leader procrastination. Together, the findings suggest that leader procrastination is a distinct form of negative leadership behaviour that represents an important source of follower job frustration.

Practitioner points

• Leader procrastination is different from laissez‐faire and directive leadership and can be detrimental to followers.
• Job frustration mediates the relationship between leader procrastination and follower discretionary behaviour.
• Organizations should facilitate high‐quality LMX relationships as a method for mitigating the negative effects of leader procrastination.

     

Spotlight on the Followers: An Examination of Moderators of Relationships Between Transformational Leadership and Subordinates’ Citizenship and Taking Charge

Drawing on substitutes for leadership theory, we revisit an often taken‐for‐granted assumption that transformational leadership is a universally positive management practice by examining subordinate‐based aspects attenuating the relationship between transformational leadership and followers’ citizenship and taking charge. Using data collected from 196 followers and their leaders situated in 55 workgroups in 2 Chinese organizations, we found that followers’ citizenship and taking charge were not influenced by transformational leadership when followers perceived leaders as prototypical and were highly identified with their workgroups. Furthermore, following a differential pattern for citizenship and taking charge, followers’ traditionality weakened the relationship with citizenship, whereas followers’ learning goal orientation attenuated the relationship with taking charge. Introducing contingencies and specifying their underlying logic broadens the current theoretical spectrum for both substitutes for leadership and transformational leadership.     

Self‐esteem and emotional health in adolescents – gender and age as potential moderators

Moksnes, U. K. & Espnes, G. A. (2012). Self‐esteem and emotional health in adolescents – gender and age as a potential moderators. Scandinavian Journal of Psychology 53, 483–489. The present paper investigates possible gender and age differences on emotional states (depression and anxiety) and self‐esteem as well as the association between self‐esteem and emotional states. The cross‐sectional sectional sample consists of 1,209 adolescents 13–18 years from public elementary and secondary schools in mid‐Norway. The results showed that girls reported higher scores on state anxiety and state depression, whereas boys consistently scored higher on self‐esteem in all age groups. Self‐esteem was strongly and inversely associated with both state depression and state anxiety. An interaction effect of gender by self‐esteem was found on state depression, where the association was stronger for girls than for boys. The associations found give support for the positive role of self‐esteem in relation to adolescents’ emotional health and well‐being.     

The Impact of Leadership Style on Global Management Practices1

A study was conducted to explore the impact of differences in leadership style on the practice of global leadership and management. Data were collected from 391 senior managers from a global organization and 1,701 of their direct reports, 358 straight-line supervisors, and 266 dotted-line supervisors. ANOVA results indicate that transformational leaders were rated significantly higher on all behaviors by their direct reports than were transactional leaders. Straight-line supervisors rated transformational leaders significantly higher on managing change- and relationship-management behaviors, whereas dotted-line supervisors rated transformational leaders higher on learning orientation. Finally, transformational leaders were significantly more self-aware (greater congruence in self vs. direct reports' average ratings) regarding the practice of these behaviors. implications for future research are discussed.     

Motivated or Demotivated to Be Creative: The Role of Self‐Regulatory Focus in Transformational and Transactional Leadership Processes

Numerous studies have recognised the importance of transformational leadership style for encouraging employees’ creativity. Self‐regulation studies have highlighted the influence of a promotion focus on employees’ creative behaviours. Yet both leadership and self‐regulation theories have paid less attention to the role transactional leadership style and situational prevention regulatory focus may play in affecting employees’ creativity. In this article we present a theoretical model which examines transformational and transactional leadership styles and both promotion and prevention situational self‐regulatory focus (SRF). The model suggests that while transformational leadership promotes creativity, at least partially by enhancing follower's situational promotion SRF, transactional leadership style (transactional active) is aligned with followers’ prevention situational SRF, which is associated with leaders’ hindering of followers’ creativity. Findings from two studies, an experimental study (N = 189) and a field study (N = 343 employees and 75 managers), support this model, showing that the relationship between different types of leadership and creativity are more complex than previously regarded. The theoretical and practical implications are discussed.     

Is Transformational Leadership Always Perceived as Effective? Male Subordinates' Devaluation of Female Transformational Leaders1

This study investigated the impact of the gender composition of the leader–subordinate dyad on the relationship between leaders' transformational leadership behavior and their subordinates' ratings of the leaders' effectiveness. There were 109 dyads of leaders (58 male, 51 female) paired with a subordinate who was either the same or a different gender from themselves. The relationship between a leader's self‐report on transformational leadership and their subordinates' evaluation of their performance was significantly less positive for female leaders with male subordinates than for female leaders with female subordinates. The male and female subordinates of male leaders rated their performance as equally effective, regardless of their levels of transformational leadership.     

Social and emotional self‐efficacy at work

Research has shown that self‐efficacy is often one of the most important personal resources in the work context. However, because this research has focused on cognitive and task‐oriented self‐efficacy, little is known about social and emotional dimensions of self‐efficacy at work. The main aim of the present study was to investigate social and emotional self‐efficacy dimensions at work and to compare them to a cognitive and task‐oriented dimension. Scales to measure social and emotional self‐efficacy at work were developed and validated and found to be well differentiated from the cognitive task‐oriented occupational self‐efficacy scale. Confirmatory factor analyses of data from 226 Swedish and 591 German employees resulted in four separate but correlated self‐efficacy dimensions: (1) occupational; (2) social; (3) self‐oriented emotional; and (4) other‐oriented emotional. Social self‐efficacy explained additional variance in team climate and emotional self‐efficacy in emotional irritation and emotional exhaustion, over and above effects of occupational self‐efficacy. Men reported higher occupational self‐efficacy, whereas social and emotional self‐efficacy revealed no clear gender differences. The scales have strong psychometric properties in both Swedish and German language versions. The positive association between social self‐efficacy and team climate, and the negative relationships between self‐oriented emotional self‐efficacy and emotional irritation and emotional exhaustion may provide promising tools for practical applications in work settings such as team‐building, staff development, recruitment or other training programs aiming for work place health promotion. The next step will be to study how social and emotional self‐efficacy relate to leadership, well‐being and health over time.     

Status Incongruence and Supervisor Gender as Moderators of the Transformational Leadership to Subordinate Affective Organizational Commitment Relationship

Grounded in role congruity theory, we examine how status incongruence (when the subordinate is older, has more education, work experience, and/or organizational tenure than the supervisor) in subordinate–supervisor dyads affects transformational leaders’ ability to foster affective organizational commitment among their subordinates. Across two field studies, our findings show that the relationship between transformational leadership and subordinate affective organizational commitment is less positive when status incongruence is high. Furthermore, in both field studies we found a 3‐way interaction among transformational leadership, status incongruence, and supervisor gender predicting subordinate affective organizational commitment. Specifically, in Study 1 (pink‐collar employees in Turkey), low status incongruence strengthened the positive relationship between transformational leadership and subordinate affective organizational commitment for male leaders. In Study 2 (pink‐collar employees in the United States), low status incongruence strengthened the positive relationship between transformational leadership and subordinate affective organizational commitment for female leaders. Furthermore, Study 2 also revealed that collective identity was a mediator of both the significant 2‐ and 3‐way interaction effects on subordinate affective organizational commitment.     

Transformational Leadership and Job Involvement: The Moderation of Emotional Contagion

This study examined the moderating effects of emotional contagion, including leaders' emotional contagion and subordinates' emotional susceptibility, on the relationship between transformational leadership and subordinates' job involvement. By investigating 210 soldiers from eight companies of the Taiwan Army, a three-way interaction effect was found. For leaders with high emotional contagion, the positive relationship between transformational leadership and subordinates' job involvement was stronger for subordinates' with high (versus low) susceptibility. For leaders with low emotional contagion, no such interaction was found. We discuss the implications of these findings for future research in this area.     

Self‐Compassion,Self‐Esteem,and Well‐Being

This article focuses on the construct of self‐compassion and how it differs from self‐esteem. First, it discusses the fact that while self‐esteem is related to psychological well‐being, the pursuit of high self‐esteem can be problematic. Next it presents another way to feel good about oneself: self‐compassion. Self‐compassion entails treating oneself with kindness, recognizing one’s shared humanity, and being mindful when considering negative aspects of oneself. Finally, this article suggests that self‐compassion may offer similar mental health benefits as self‐esteem, but with fewer downsides. Research is presented which shows that self‐compassion provides greater emotional resilience and stability than self‐esteem, but involves less self‐evaluation, ego‐defensiveness, and self‐enhancement than self‐esteem. Whereas self‐esteem entails evaluating oneself positively and often involves the need to be special and above average, self‐compassion does not entail self‐evaluation or comparisons with others. Rather, it is a kind, connected, and clear‐sighted way of relating to ourselves even in instances of failure, perceived inadequacy, and imperfection.     

Genetic and environmental influences on the association between performance‐based self‐esteem and exhaustion: A study of the self‐worth notion of burnout

In the self‐worth model, burnout is considered to be a syndrome of performance‐based self‐esteem (PBSE) and experiences of exhaustion. Studies have shown that PBSE and burnout indices such as Pines’ Burnout Measure (BM) are associated. Whether these variables have overlapping etiologies has however not been studied before. Genetic and environmental components of covariation between PBSE and exhaustion measured with Pines’ BM were examined in a bivariate Cholesky model using data from 14,875 monozygotic and dizygotic Swedish twins. Fifty‐two per cent of the phenotypic correlation (r = 0.41) between PBSE and Pines’ BM was explained by genetics and 48% by environmental factors. The findings of the present study strengthen the assumption that PBSE should be considered in the burnout process as proposed by the self‐worth conception of burnout. The present results extend our understanding of the link between this contingent self‐esteem construct and exhaustion and provide additional information about the underlying mechanisms in terms of genetics and environment. This finding corroborates the assumed syndrome view on burnout, while it also suggests an altered view of how the syndrome emerges and how it can be alleviated.     

Workplace emotions: the role of supervision and leadership

In this experience sampling study, the authors examined the role of organizational leaders in employees' emotional experiences. Data were collected from health care workers 4 times a day for 2 weeks. Results indicate supervisors were associated with employee emotions in 3 ways: (a) Employees experienced fewer positive emotions when interacting with their supervisors as compared with interactions with coworkers and customers; (b) employees with supervisors high on transformational leadership experienced more positive emotions throughout the workday, including interactions with coworkers and customers; and (c) employees who regulated their emotions experienced decreased job satisfaction and increased stress, but those with supervisors high on transformational leadership were less likely to experience decreased job satisfaction. The results also suggest that the effects of emotional regulation on stress are long lasting (up to 2 hr) and not easily reduced by leadership behaviors.     

Long‐Term Adjustment of Infertile Couples Following Unsuccessful Medical Intervention

A 33‐month longitudinal study was conducted with 38 infertile couples making the transition to biological childlessness after unsuccessful fertility treatments. Changes in their levels of psychological distress; marital, sexual, and life satisfaction; and self‐esteem were examined. Increased self‐esteem and decreased sexual satisfaction were evident over time. Poorer adjustment was related to having none or few available options, little social support, poor emotional and physical health, and reliance on emotion‐focused coping. Participants who adopted demonstrated better adjustment.