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Using polynomial regression and response surface modeling in a lagged field study, we examine relationships among leader and follower extraversion fit and follower ratings of transformational leadership. This paper builds on prior research investigating the influence that leader and follower personality factors have on follower perceptions of leadership. Data from a sample of 117 Naval Midshipmen dyads suggest that leader-follower extraversion congruence at Time 1 was positively related to higher follower ratings of transformational leadership at Time 2. The implications of these findings are discussed with respect to perceptions and attributions of leadership, the potential role that extraversion congruence may play in the development of leader-follower relationships, and the role of personality across different fit contexts.
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.
We propose and empirically test a multilevel model of cross-level interactions between leader self-perceptions (team level) and follower perceptions of authentic leadership on job satisfaction. Data from 24 supervisors and 171 team members were used. Applying hierarchical linear modelling, we found that follower perceptions of authentic leadership predict employee job satisfaction. We also found support for the interaction effect of leader self-perceptions and follower perceptions of authentic leadership in predicting job satisfaction, integrating the leader- and follower-centric perspectives of authentic leadership. Polynomial regression analysis further supported the fact that the congruence between leader self-perceptions and follower perceptions of authentic leadership is beneficial and that both need to be present at high levels to produce the most beneficial results in terms of followers' job satisfaction.
In the remote regions of Australias Northern Territory Indigenous Australians experience extreme disadvantagein health, income, employment, education and access to the conditions for a good life. This book is about their plight, and how governments can deliver strategies to prevent the continuation of their disadvantage. Governments and institutions like the World Health Organisation have expressed intentions to close the gaps that are represented by statistics on social disadvantage, poverty, and poor health. Policies with titles such as closing the gap are much talked about in meetings and conferences. But there is little understanding of the causes of disadvantage. This book fills a gap in understanding of what creates disadvantage, and of how to achieve development. It revives the idea of the state as an active leader in creating developmenta role incompatible with still dominant neo-liberal policies. It shows that, with the right state strategies, the aim of no more gaps can become reality. No More Gaps analyses the regional impacts of free-market ideology that has dominated Australian government policy during the past thirty years. It argues that neo-liberal economic theories have produced rapid growth of obscene wealth and increased inequality. Growing gaps between rich and poor, between the well-served and the under-served, are prominent features of economic change in America, Australia, Britain, and a number of poor countries. No More Gaps advocates a return to economic development strategies that worked well in past, particularly in the thirty years from 1945 to 1975. But it does not simply look back to that time of stronger economic growth. It supports new economic approaches such as local food processing for food security. It promotes accounting for environmental impacts of business. It supports policies for reduced fossil fuel consumption. It advocates new industries that use sustainable energy sources. This books extensive cross-disciplinary critique of policies is unusual in an era of narrow knowledge specialisation. Its analysis ranges between local, regional, national and global levels. Few recent books attempt to integrate knowledge disciplines and strategic responses as ambitiously. The author presents a holistic focus on whats required to overcome location-based disadvantage in Australia. Strategies to overcome extreme disadvantage in Australia provide a link between regional under-development and national macro-economic policy. This is shown in books analysis of Australian economic history.
Leader-member exchange (LMX) is the foremost dyadic theory in the leadership literature. Whereas contemporary leadership theories such as transformational, servant, or authentic leadership theories focus on the effects of leader behaviors on employee attitudes, motivation, and team outcomes, relational leadership theory views the dyadic relationship quality between leaders and members as the key to understanding leader effects on members, teams, and organizations. This approach views trust- and respect-based relationships as the cornerstone of leadership. LMX has grown from a new theory in the 1970s to a mature area of research in 2015. Interest in this theory has increased rapidly over the past four decades, and the pace of research in this area continues to accelerate dramatically. The Oxford Handbook of Leader-Member Exchange takes stock of the literature to examine its roots, what is currently known, what research gaps may exist, and what areas are in need of the most urgent research.
This is the 10th anniversary edition, we seek to update the theoretical and empirical work and professional practice issues associated with transformational and charismatic leadership that have transpired over the past decade.
Research Paper (undergraduate) from the year 2019 in the subject Leadership and Human Resources - Management Styles, grade: 7.5 (NDL-System), University of Amsterdam, language: English, abstract: Past research has shown that an empowering leadership style can be effective in improving follower performance, but it is unclear how individual personality traits influence that relationship. This research paper specifically looks at how the extraversion of the leader has an influence on the effectiveness of an empowering leadership on follower performance. The research hypothesizes that a leader using an empowering leadership has a positive influence on follower performance, and that the follower performance is higher when the leader has a high level of extraversion, compared to a low level of extraversion. The hypotheses are tested with a sample of 100 employees and their direct managers. Neither of the two hypotheses have found support, suggesting that there is no relationship between empowering leadership and follower performance, and that the relationship is not influenced by the leader’s level of extraversion.