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191.
Rebecca J. Gammage Juliet L. Foster 《Journal of community & applied social psychology》2017,27(6):463-475
This study explores the experience of leadership of member‐led community‐based mental health mutual support groups. Recent research has documented factors that affect these groups, including leader well‐being, but little is known about the experience of leadership at the individual level. We aimed to understand more about the experience of leadership and how leading members conceptualise their roles. Individual semi‐structured interviews were conducted with 14 leaders of a community mental health mutual support group in England and thematically analysed. Three themes were identified through which leading members conceptualised their roles and group dynamics: (a) “It's a family”; (b) professional values; and (c) working as a team. These knowledge frameworks appeared to influence leaders' well‐being and conceptualisations of their role. The potential impact of this on group stability is discussed. Recommendations are made that group and individual‐level processes be considered together in future research in mental health mutual support contexts due to their interconnected nature. 相似文献
192.
Wituk SA Shepherd MD Warren M Meissen G 《American journal of community psychology》2002,30(3):349-366
Despite the growing utilization of self-help groups, there have been only a handful of studies that have examined the factors that contribute to their survival. The purpose of this study was to explore the factors that contribute to self-help group survival by examining their relationship with external sources (i.e., national and local self-help organizations, professionals) and group organizational characteristics (i.e., leadership diversification, recruitment, attendance at group meetings). Representatives from 245 active and 94 recently disbanded self-help groups were included in the analysis. Results indicated that the primary factors that discriminated between active and disbanded groups were the number of new people to attend a meeting, average group meeting attendance, length of existence, leadership diversification, outreach to potential group members, and support from national and local organizations. Results are discussed in terms of what national self-help organizations, self-help clearinghouses, and others who interact with self-help groups can do to empower and support them. 相似文献
193.
《Psychologie du Travail et des Organisations》2021,27(3):159-174
Supervisors’ laissez-faire leadership has been scarcely studied in the management literature. Moreover, the role of individual differences in employees’ reactions to laissez-faire leadership remains unknown. In the present study (n = 248), we examine the relationship between supervisors’ laissez-faire leadership and employees’ (affective) commitment to the supervisor and the organization, and their job satisfaction, and consider employees’ goal orientations (learning, performance, and avoidance) as moderating variables of these relationships. The results of multiple regression analyses indicate that laissez-faire leadership is negatively associated with employee commitment to the supervisor and the organization and job satisfaction. In addition, the relationship between laissez-faire leadership and commitment to the supervisor and to the organization was more negative when performance orientation was high. In contrast, the relationship between laissez-faire leadership and commitment to the supervisor and the organization and job satisfaction was less negative when avoidance orientation was high. Learning orientation exerted no moderating effect. These results reveal that the undermining effect of laissez-faire leadership varies across levels of employees’ performance and avoidance orientations. We discuss the implications of these results for future research. 相似文献
194.
According to Identity Leadership, effective leaders make the group matter by embedding social identities in material reality. Across two studies, we explored the potential importance of embedding social identities on group members' perceptions of leader trust, influence, conflict and intentional mobilization. In Study 1, 74 competitive varsity athletes read a vignette describing a coach who was either embedding or not embedding social identities. Participants presented with a coach who was embedding social identities reported significantly greater leader trust, leader influence and intentional mobilization, and significantly lower leader conflict. In Study 2, four football teams each comprising six athletes were assigned to one of two quasi-experimental conditions where a coach either: (1) spent two weeks embedding social identities before spending two weeks not embedding them; or (2) spent two weeks not embedding social identities before spending two weeks embedding them. When a leader stopped embedding social identities after embedding them for two weeks, group members' trust in their leader significantly reduced. When a leader started embedding social identities after not embedding them for two weeks, group members' perceptions of leader trust, leader influence and intentional mobilization significantly increased. Taken together, findings provide preliminary evidence that embedding social identities is beneficial for leader outcomes and intentional mobilization compared to a non-embedding leadership approach. 相似文献
195.
Drawing upon social information processing theory, the study examined how ethical leadership shapes creative performance. Specifically, we tested a theoretical model integrating the sequential roles of psychological safety and creative self‐efficacy. A two‐waved sample of 512 supervisor‐subordinate dyads from frontline employees of three service industries located in Ghana was administered. The results of the hierarchical linear modeling analysis revealed that there is a positive relationship between ethical leadership and creative performance and that psychological safety positively and significantly mediates the relationship between ethical leadership and creative performance. Similarly, creative self‐efficacy significantly and positively mediates the relationship between ethical leadership and creative performance. Moreover, both psychological safety and creative self‐efficacy sequentially mediate the relationship between ethical leadership and creative performance. We discuss the implications of these results for research and practice. 相似文献
196.
Carolin Scheifele Franziska Ehrke Maria Angels Viladot Colette Van Laar Melanie C. Steffens 《European journal of social psychology》2021,51(1):e1-e16
Given negative social identity, different perceptions of the structure of an intergroup relation (i.e., stability, legitimacy, permeability) should be related to different identity‐management strategies (i.e., social competition, social creativity, or individual mobility) depending on group identification. This is among the basic tenets of social identity theory (SIT). There is surprisingly little empirical support for these postulates in the context of one of the most central group identities: gender. Using a sample of women in leadership positions in Spain (N = 649), we tested relations between structural perceptions and identity‐management strategies in a pilot study. Structural equation modeling yielded empirical support regarding social competition, but little for social creativity or individual mobility. Identity‐management strategies were related to one organizational outcome (i.e., identification with the organization). The preregistered main study is intended to replicate and extend these findings using a different sample while improving several of the measures used. 相似文献
197.
Michael A. LaRocca Forrest R. Scogin Michelle M. Hilgeman Andrew J. Smith William F. Chaplin 《Military psychology》2018,30(2):162-173
Previous research has established self-efficacy as essential to postdeployment adjustment among Veterans, and perceived transformational leadership is well known for its positive effects on follower outcomes across contexts. However, little is known regarding how transformational leadership may relate to posttraumatic growth and self-efficacy in fostering psychological wellbeing among combat Veterans. The purpose of this study was to examine the role of transformational leadership in predicting posttraumatic stress disorder (PTSD) and depression symptoms among combat Veterans, as well as how posttraumatic growth and postdeployment coping self-efficacy may influence these relations. The study sample consisted of 130 combat Veterans recruited from a university, Veterans Affairs medical center, and the greater community. Path analysis based on bootstrapped resampling revealed postdeployment coping self-efficacy and perceived transformational leadership as predictors of lower PTSD and depression symptom severity. In addition, mediation modeling revealed that postdeployment coping self-efficacy mediated the relation between transformational leadership and both PTSD and depression, while posttraumatic growth did not predict PTSD symptoms. These findings may aid in the prediction of PTSD and depression symptoms among Veterans, which may then influence pre-deployment leadership training among military personnel as well as clinical treatment protocols for Veterans. 相似文献
198.
Jukka Lipponen Niklas K. Steffens Brian C. Holtz 《Journal of Occupational & Organizational Psychology》2018,91(1):158-180
Job loss is a pervasive experience affecting millions of workers around the globe annually. To investigate lay‐offs from the perspective of those who are affected, we conducted a lagged study examining lay‐off victims’ experiences of supervisory justice, top management justice, and organizational support. We test the hypotheses that the relationships between supervisory justice and lay‐off victims’ subsequent experiences of top management justice as well as organizational support are moderated by supervisors’ prototypicality of their team. Results from our study conducted during lay‐off process indicated that supervisory justice had a positive lagged impact on lay‐off victims’ unfolding experiences of both (1) top management justice and (2) organizational support for supervisors who were viewed as highly (but not lowly) prototypical of the team that both supervisors and subordinates were part of. Our study identifies a theoretically grounded moderator that may account for the presence (or absence) of cross‐foci effects found in previous multifoci justice studies. Moreover, our results shed light on the development of justice perceptions by demonstrating the impact of lower‐level supervisors in translating subordinates’ perceptions of justice of the supervisor to that of the top management. Findings suggest that supervisors have an important role to play in managing (for better or worse) the potentially harmful consequences associated with organizational redundancies.
Practitioner points
- Prototypical supervisors are ‘gatekeepers’ who are able to influence their subordinates’ relationship with the organization and its management.
- Involving supervisors in critical events such as lay‐offs may be important to effectively manage employees’ concerns.
- It may not be well advised to overly centralize responsibility for communicating information regarding lay‐offs under human resource departments.
199.
Tanja Hentschel Susanne Braun Claudia Peus Dieter Frey 《European Journal of Work and Organizational Psychology》2018,27(1):112-125
Women have made considerable inroads into the workforce but remain underrepresented in leadership positions. Even though studies show that men and women hardly differ in their leadership behaviours, we argue that male and female leaders are evaluated differentially contingent on the gender-congruence of their leadership style. Drawing arguments from expectancy violation theory, we investigate evaluations of men and women who show transformational leadership (a style consisting of communal behaviours in line with stereotypes about women) and autocratic leadership (a style consisting of agentic behaviours in line with stereotypes about men). We employed a three-study research design combining two experimental studies and a two-wave field study with business leaders (overall N = 344). Overall transformational leadership resulted in higher evaluations of promotability due to higher perceptions of leaders’ communality and leadership effectiveness. Importantly, these effects were stronger for men, and men showing transformational leadership were evaluated to be more promotable than women. This implies a communality-bonus effect for male transformational leaders. There was no difference in promotability evaluations for women versus men showing autocratic leadership. This effect was mediated by agency and effectiveness perceptions for women but not for men. Implications are discussed. 相似文献
200.
Individuals high in psychopathy are often portrayed as more likely to display antisocial behaviour in the workplace and to demonstrate lower job performance. Current research on the impact of trait psychopathy in the workplace is characterized by divergent findings of moderate versus weak effects. We aim to address two potential causes for these discrepant results: mono-source bias and the failure to consider the situational factors that can activate psychopathy. In addition, we used the triarchic model of psychopathy, which incorporates the meanness dimension, a conceptualization of predatory orientation. Our multi-source design disconfirmed concerns that the effects of psychopathy are merely based on mono-source bias. More specifically, we found that the predatory orientation of managers high in psychopathy and especially high in the trait of meanness was behaviourally activated by high levels of ascendency prospects and prospects for income increases. High psychopathy, mediated by consideration towards subordinates and moderated by high ascendency prospects and high prospects for income increases, was associated with low supervisory job performance ratings. Implications and limitations of our findings and directions for future research are discussed. 相似文献