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Drawing upon prior research on proactive personality and person-environment fit, we examine the congruence effect of leader and follower proactive personality on leader-member exchange (LMX) quality, which in turn influences follower job satisfaction, affective commitment, and job performance. Results of cross-level polynomial regressions on 165 dyads supported the congruence effect hypothesis. Further, asymmetrical incongruence effects were found wherein followers had lower-quality LMX and poorer work outcomes when their proactive personality was lower than their leaders' as compared with when their proactive personality was higher. These findings highlight the pivotal role played by leaders in promoting employee proactivity at work.
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.
This volume is dedicated to examining various points of view of what leadership is, and how the leader supervises those whom he trains. It is divided into three conceptual sections: The Leader, which examines various dimensions of leadership and what it means to lead; The Leader’s Effect on Others, which as the title indicates it looks at the effect and influence that a leader may have on others; and Organizational Culture, the effect of the leader on the culture of the organization or institution. The chapters in this book were originally published in The Journal of Psychology.
By providing insight on key advances and future directions for proactivity theory, research, and practice, this book synthesizes what we know and identifies what we still need to learn about 'making things happen' at work.
The Second Edition of The SAGE Handbook of Leadership provides not only an in-depth overview the current field of leadership studies, but also a map into the future debates, innovations and priorities of where the field will move to. Featuring all new chapters from a global community of leading and emerging scholars, each chapter offers a comprehensive, critical overview of an aspect of leadership, a discussion of key debates and research, and a review of the emerging issues in its area. Featuring an innovative structure divided by prepositions, this brand-new edition moves away from essentializing boundaries, and instead seeks to create synergies between different schools of leadership. A key feature of the second edition, is the attention to sensemaking (exploring the current themes, structures and ideas that comprise each topic) and sensebreaking (disrupting, critiquing and refreshing each topic). Suitable for students and researchers alike, this second edition is a critical site of reference for the study of leadership. PART 1: Between: Leadership as a Social, Socio-cognitive and Practical Phenomenon PART 2: About: Exploring the Individual and Interpersonal Facets of Leadership PART 3: Through: Leadership Seen Through Contemporary Frames PART 4: Within: Leadership as a Contextually Bound Phenomenon PART 5: But: A Critical Examination of Leadership
The Nature of Leadership includes the most important areas of leadership in a concise and integrated manner with impactful contributions from the most prominent leadership scholars and researchers in the field. Editors John Antonakis and David V. Day provide an in-depth exploration of the major schools of leadership as well as emerging perspectives. This fully-updated text includes new material examining followership, gender, power, identity, culture, and entrepreneurial leadership. The text concludes by unpacking philosophical and methodological issues in leadership such as ethics and corporate social responsibility. The Third Edition has been fully revised and includes new vignettes, examples, statistics, and recommended case studies and TED Talk-type videos to illuminate the essence of leadership.
Presents research in Employee-Driven Innovation, an emergent field of study that meets the demand for exploiting new innovative potentials in organizations. There is a growing interest in creating new knowledge in innovation, emphasizing human resources and social processes. The authors intend to take the global lead in research on these areas.
Can your job change your personality? While traditionally personality has been considered fixed and stable, recent thinking indicates that this is not the case. Personality can be changed by various work and vocational experiences, such as employment conditions, career roles, job characteristics and training or interventions. Drawing on a wide array of research in the field, Wang and Wu provide a conceptual overview on how personality can be changed at work by societal, organisational and job-related factors, while considering how individuals can take an active approach in changing their personality at work.
Using Social Identity Theory (Tajfel & Turner, 1979) as an explanatory framework, the present research seeks to assess the influence of "proactive behaviour congruence" between leader and follower, on the quality of their trust relationship. It further explores whether tie strength moderates the relation between leader-follower "proactive behaviour congruence" and trust. Finally, it attempts to understand how the resulting trust between the leader-follower dyad influences their affective relationship and the employees' choice to remain silent or speak-up. A combination of a vignette study (study1) and a cross-sectional field study (study2) were employed to test the research hypotheses. Results of Study 1 show dyadic proactive behaviour congruence is positively related to trust and positive affect; whereas dyadic incongruence is negatively related to trust and positive affect. The field study (study 2) revealed that high leader-follower proactive behaviour congruence is positively related to trust; whereas incongruence and low leader-follower proactive behaviour congruence is negatively related to trust. Tie strength moderates the relationship between "proactive behaviour congruence" and trust, in that it increases trust when there is a mismatch of perception or when congruence is low. Finally, acquiescent and defensive silence are negatively associated with trust while there was no significant relationship between trust and either voice or prosocial silence. The research extends the contention that social identity matching plays an important role in trust development and that identification is a distal antecedent of affect and employee silence. One implication of the findings is that identity congruence is an important factor in the leader-follower sense-making process. Repercussions for managers and leaders are expanded and several lines of future research are identified.