On the perceived effectiveness of transformational–transactional leadership: The role of encouraged strategies and followers' regulatory focus

The present research sought to examine when and why transformational and transactional leadership are perceived by followers to be effective. A series of five studies revealed that perceived effectiveness of transformational and transactional leadership is influenced by the fit between leadership style‐driven encouraged strategies and followers' preferred strategies. Specifically, we found that transformational leadership primarily encourages promotion‐focused strategies and, accordingly, creates a regulatory fit for promotion‐focused followers. In contrast, transactional leadership primarily encourages prevention‐focused strategies, creating a regulatory fit for prevention‐focused followers. As a consequence of this regulatory fit, leadership is perceived as more effective and predictive of enhanced effort. By integrating literature on self‐regulation with insights from leadership research, this research contributes to a deeper understanding of the leadership process and of interpersonal influences on self‐regulatory experiences. Copyright © 2014 John Wiley & Sons, Ltd.     

Anger and attitudinal reactions to negative feedback: The effects of emotional instability and power

Feedback is a basic tool that is used to stimulate learning and performance at all organizational levels. However, negative feedback can sometimes evoke defensive responses such as feelings of anger or the repudiation of the feedback. In two experiments we explored whether people’s negating responses to feedback are grounded in their emotional instability, and if this effect is stronger for those who hold more power. The findings from Study 1 (N = 84) showed that in response to negative feedback more emotionally unstable individuals experienced more anger. In Study 2 (N = 47) we indicated that anger mediated the negative effects of emotional instability and power on liking of the feedback provider, perceived ability of the feedback provider, and feedback acceptance. Our findings indicate that power strengthens the influence of emotional instability on responses to negative feedback and point to the importance of anger as the underlying factor influencing crucial attitudinal feedback reactions.     

Transformational and Transactional Leadership and Followers’ Achievement Goals

Purpose

Achievement goals, or the standards of competence employees pursue in their work, have far-reaching consequences for employee and organizational functioning. In the current research, we investigated whether employees’ achievement goals can be predicted from their supervisor’s leadership style.

Design/Methodology/Approach

A multilevel study was conducted in which followers of 120 organizational leaders completed measures of their leader’s transformational leadership (focusing on individual needs and abilities, on intellectual development, and on a common team mission), transactional leadership (focusing on monitoring and achievement-related rewards), and their own mastery goals (aimed at learning, developing, and mastering job-relevant skills), and performance goals (aimed at doing better than others).

Findings

Group-level transformational leadership predicted followers’ mastery goals, whereas group-level transactional leadership predicted followers’ performance goals. Within-group differences in transformational leadership also predicted mastery goals.

Implications

These findings suggest that leadership style plays an important role in the achievement goals followers adopt. Organizations may promote transactional leadership in contexts requiring that employees outperform others. In contrast, in contexts requiring learning and development, organizations may promote transformational leadership.

Originality/Value

This research is the first to examine the relationships between leadership styles and specific follower goals, and the first to highlight the role of leadership as a social variable involved in employees’ adoption of achievement goals.     

The Light = Healthy Intuition

This research documents a “light = healthy” intuition, such that consumers perceive foods that weigh less are healthier than their heavier counterparts with the same serving size. Subsequently, consumers consume a larger quantity of lighter-weight foods. The intuition is based on a coactivation of two meanings of the word “light”: light in physical weight and light in calorie content. An implicit attitude test finds support for this association between physical weight and food healthiness. ​Subsequently, physically lighter foods are perceived to be healthier because they are assumed to contain fewer calories. In line with the proposed coactivation mechanism, the intuition is bidirectional, where consumers also expect healthier foods to weigh less. Consequently, they discredit health claims issued for heavier foods. Finally, it was found that activating a competing intuition is effective at debiasing the “light = healthy” intuition.     

Memory Bias in Recovered Clinical Depressives

Abstract

Emotions can be regarded as the manifestations of a system that realises multiple concerns and operates in an uncertain environment. Taking the concern realisation function as a starting point, it is argued that the major phenomena of emotion follow from considerations of what properties a subsystem implementing that function should have. The major phenomena are: the existence of the feelings of pleasure and pain, the importance of cognitive or appraisal variables, the presence of innate, pre-programmed behaviours as well as of complex constructed plans for achieving emotion goals, and the occurrence of behavioural interruption, disturbance and impulse-like priority of emotional goals. The system properties underlying these phenomena are facilities for relevance detection of events with regard to the multiple concerns, availability of relevance signals that can be recognised by the action system, and facilities for control precedence, or flexible goal priority ordering and shift.

A computer program, ACRES, is described that is built upon the specifications provided by this emotion theory. It operates in an operator-machine interaction involving the task of executing a knowledge manipulation task (the knowledge domain happens to be about emotions). ACRES responds emotionally when one of his concerns (e.g. errorless input, being kept busy, receiving varied input, not being killed) is touched upon. Responses are social signals, shifts in resource allocations to the operator, interruption of current task-directed processing, and refusal to accept instructions. His flow of behaviour shows much of the preference-based predictability, response interference, goalshifts, and social signalling of human and animal emotional behaviour.     

The Empirical Status of the Laws of Emotion

Abstract

Smedslund's view that my laws are non-empirical and tautological is based upon two arguments that I do not share. First, the content of the definition of emotion from which he starts is for me an empirically verifiable theory. Secondly, elements in that definition or theory, and in its derivations, are tautological only when these elements (like “want”) are merely understood as states of awareness, and not as constructs referring to observables outside the awareness of the subject of emotion: antecedents, conditions. processes, and overt responses. In short, I think that my laws could be proven wrong or, more plausibly, unproductive, and thus not necessarily true.

In addition, contrary to Smedslund, I hold that the laws of emotion can in part be contradictory precisely because they do not represent logical, but empirical, facts. Humans have contradictory interests and may well have provisions to Serve these interests.