20 research outputs found
'Big' men: Male leaders' height positively relates to followers' perception of charisma
No full textPhysical height is associated with beneficial outcomes for the tall individual (e.g., higher salary and likelihood of occupying a leadership position), presumably because being tall constituted an adaptive characteristic in ancestral societies. Although this account hinges on the presence of an evolved positive social-perceptual bias toward tall people, little direct evidence exists for this claim. Physical height literally implies the ability to reach higher, see further, and have greater overview; it also affords dominance, which others may equate with ability as well. Hence, leaders’ physical height may be positively related to followers’ belief that a leader has extraordinary talents, that is, charisma. However, because leadership positions were, in ancestral societies, occupied by males, an evolutionary perspective might further suggest that height is less relevant to followers’ perceptions of female leaders. In line with this reasoning, the current study found a positive relationship between male leaders’ height and their followers’ perceptions of charisma, while no such relationship was found for female leaders
The intrapersonal and interpersonal dynamics of self-regulation in the leadership process
No full textThis chapter presents a model and empirical research approaching the antecedents and consequences of leadership behavior from a self-regulation perspective. The presented self-regulation model of leadership behavior (SMLB) focuses on the role of self-regulation strategies (1) as antecedents of leadership behavior and (2) as guides of leaders' social influence on followers. Research testing hypotheses derived from the model for regulatory focus, regulatory mode, and need for cognitive closure in the context of leadership is summarized. The presented research addresses two prominent gaps in research on leadership behavior: the impact of motivation on leadership behavior and the social influence processes underlying successful leadership (e.g., perceived leader effectiveness and follower effort)
Person-Environment Fits as Drivers of Commitment
No full textThis chapter describes how employees’ fit experiences drive their commitments to their job, supervisor, team, and organization. Employees commit – that is, become attached – when they experience positive affective reactions as a consequence of the correspondence (versus discrepancy) between their attributes and those in their work environment. Because work environments comprise varying domains (for example, the job, the supervisor, the team, and the organization) to which employees may connect, the authors suggest that employees can experience multiple fits, which combine into holistic fit perceptions and result in various types of commitment. They distinguish two types of fit that inform these holistic perceptions: the needs, preferences and values that all people share (universal fits) and those that vary among individuals (distinctive fits). Finally, the authors delineate several opportunities for research and practice relating to how different fit perceptions emerge, how they combine, and how they might inform an organization’s selection and change practices
Followers feel valued - When leaders' regulatory focus makes leaders exhibit behavior that fits followers' regulatory focus
No full textWhen do followers feel valued by their leader? We propose that leaders' regulatory focus can make followers feel valued when leaders' regulatory focus is the same as followers' regulatory focus, that is, when there is regulatory fit between leaders and followers. We further propose that the reason why this occurs is that leaders' regulatory focus impacts on their transformationals-transactional leadership, and these behavioral styles in turn also differentially fit followers' regulatory focus. Results from a group experiment supported these expectations. Followers felt valued by their leaders when the two parties' regulatory foci fit, and this effect resulted from leaders' transformational and transactional leadership behavior
Introduction to PubMed Central
No full textPubMed Central (PMC) is a database of over 6 million free, full-text articles from the 1700s to the present in the biomedical sciences. PMC is maintained by the National Library of Medicine and is freely available online (https://www.ncbi.nlm.nih.gov/pmc/). PMC includes Open Access articles, preprint articles, author manuscripts, and more. This presentation will explore how to use PMC, cover content you can expect to find in PMC, discuss and define Open Access articles, preprint articles, and author manuscripts in PMC, and will explain the relationship between PMC and the biomedical database PubMed
Subordinate regulatory mode and leader power: Interpersonal regulatory complementarity predicts task performance
No full textThis research examines the implications of locomotion regulatory mode (orientation toward making progress on goals) and assessment regulatory mode (orientation toward critically evaluating alternatives) for employees' performance. Regulatory mode theory suggests that, although these are both integral to self-regulation, they may also function independently of one another and affect distinct, but equally important, performance aspects. We propose and find that performance of locomotion-oriented employees is complemented by their leader's expert power (ability to provide superior knowledge and information), whereas performance of assessment-oriented employees is complemented by their leader's coercive power (ability to administer negative consequences). These findings support the regulatory mode interpersonal complementarity hypothesis and show that complementarity plays a role in self-regulation of objective performance
To Go or Not to Go for the Sell: Regulatory Focus and Personal Sales Performance
No full textSelling products and services is a central function in organizations. Although explaining sales success has mainly been approached from broad trait perspectives, tactical decision-making potentially explains additional variance in this crucial outcome. We propose and find that promotion focus positively predicts sales agents’ success, while prevention focus negatively predicts sales success. These relations were significant while controlling for five-factor traits. Predictors were measured before participants started on the job; outcome was the total number of sales participants made. As such, results evidence incremental validity of regulatory focus in predicting objective sales performance
What’s in a word? Using construal-level theory to predict voice endorsement
No full textVoice endorsement is a pivotal means by which employees can influence leadership processes and the organization at large. Up till now, research on voice endorsement has lacked unified theoretical frameworks that can shed light on antecedents of voice endorsement in a more integrative way as well as help identify new and relevant antecedents in a systematic and theory-based manner. We propose that construal-level theory can serve as one such unifying framework and showcase this potential by applying it to voice endorsement. Drawing on construal-level theory we propose that when an employee frames his/her voice messages in a manner that is compatible with the psychological distance between the employee and the supervisor, the supervisor will find the employee’s voice messages easier to process and, consequently, will be more likely to endorse them. Three experiments using different manipulations of voice message frame and psychological distance, and a mini meta-analysis of the three experiments, provide support for our construal compatibility hypothesis and initial evidence for the experienced ease-of-processing logic. We discuss how our construal-level approach to voice endorsement can shed light on previous findings as well as open up new avenues for future research
Does employee perceived person-organization fit promote performance? The moderating role of supervisor perceived person-organization fit
No full textPrior research has shown inconsistent and mostly nonsignificant relationships between employee person-organization (P-O) fit and in-role performance. In this study, we examine whether the strength of the relationship between employee perceived P-O fit and supervisor-rated performance depends on the perceived P-O fit of the supervisor. We propose that (a) in-role task-related processes are facilitated when both supervisor and employee share a common frame of understanding about what is important for the organization and (b) that high P-O fit supervisors attach value to the work behaviours of high P-O fit employees, both of which should translate into more positive performance evaluations. The results of a field study among 155 employees and their supervisors provided support for this proposition: employees’ perceived P-O fit was positively associated with their performance evaluation when supervisor perceived P-O fit was high, whereas this association was absent when supervisor perceived P-O fit was low. Our study contributes to the P-O fit literature by unpacking whether and when employee perceived P-O fit is important for functioning and performance evaluation
To Win, or Not to Lose, At Any Cost: The Impact of Achievement Goals on Cheating
No full textWe examined the relations between achievement goals and cheating in two studies. The findings from Study 1 show that the extent to which people intend to behave unethically in the areas of work, sport and education is a function of their dominant achievement goals in these particular settings. An even more important addition to the extant literature may be the finding from Study 2 that imposing achievement goals on individuals affects actual cheating behaviour during task performance. Consistent across both studies, performance-based goals (i.e. goals grounded in an interpersonal standard) were more strongly associated with cheating than mastery-based goals (i.e. goals grounded in an intrapersonal standard). We conclude that recognizing and understanding the effects of achievement goals on cheating behaviour may enable business leaders, organizations and their employees to create ethical organizations
