Drawing from recent theory and research on empowerment and resistance, data on leader behaviors and follower responses were collected from superior–subordinate dyads in 179 public high schools. ...Structural equation modeling revealed that empowering leadership was associated with higher employee performance and satisfaction, as well as reduced dysfunctional resistance. Also, employee dysfunctional resistance partially mediated the relationship of empowering leadership with (a) employee performance and (b) employee satisfaction. These results are interpreted as supportive of a perspective that endorses the utility of empowering leadership at the dyadic level within a hierarchical power structure.
Two aspects of envy at work (i.e., feeling envied by others and feeling envy toward others) were studied with 222 first-level supervisors. Results supported predictions concerning the previously ...unstudied construct of feeling envied by others (i.e., associations were identified with job longevity, Machiavellianism, and sense of competitive reward), as well as replicated earlier findings for feeling envy toward others (i.e., associations were identified with self-esteem, Machiavellianism, leader-member exchange, sense of competitive reward, and job dissatisfaction). Also, employee Machiavellianism and leader-member exchange were found to interact for the dependent variable of being the target of coworker envy such that in-group members who were highly Machiavellian reported the greatest sense of being envied by coworkers.
Three versions of the leadership dynamics derived from Hersey and Blanchard's Situational Leadership Theory were identified: (1) the original, 1972, statement of the theory; (2) the revised, 2007, ...theory; and (3) an alternative statement of the theory's essential principle of differential follower response to “autonomy afforded by the leader” in conjunction with “follower developmental level” (as indexed by employee job experience). Survey data collected from 357 banking employees and 80 supervisors, sampled from 10 Norwegian financial institutions, were analyzed for predicted interactions. Results indicated that the 2007 revised theory was a poorer predictor of subordinate performance and attitudes than the original version. The third, alternative, version (which predicted an autonomy
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job experience interaction) offered promise for further exploration of the theory's essential principle that employee outcomes are associated with prescribed leader behaviors in combination with follower developmental level, although this version also did not add substantially to accounting for criterion variance.
Leadership and gender advantage Vecchio, Robert P
The Leadership quarterly,
12/2002, Letnik:
13, Številka:
6
Journal Article
Recenzirano
Claims of “gender advantage” in the area of leadership are critiqued, and the findings from research on sex/gender differences in social behavior and leader effectiveness are reviewed. Meta-analytic ...studies that have considered sex differences in leadership are examined with respect to both leader behavior and leader effectiveness. It is concluded that claims of comparative gender advantage, based on stereotypic reasoning, are overstated. Recent research on gender similarity is highlighted with recognition that a “fine-grained” analytic approach is critical. Plus, the usefulness of including temporal dimensions and perceived leader tolerance of demographic differences is suggested. Additional attention is given to research indicating that gender stereotypic descriptive tendencies arise when men and women are asked to describe behaviors for imaginary others or to describe their own actions after the passage of time. Literature that pertains to whether females and males differ in effectiveness as followers is also reviewed. Finally, an agenda is outlined for future gender research on aspects of leadership and followership.
The continued treatment of entrepreneurship as a separate area of study that is distinct from other broader domains (e.g., leadership and interpersonal influence) is questioned. Reviews of related ...research on personality, demographics, fit, and cognitive framing/bias reveal mixed findings and a lack of sufficient evidence to warrant a distinctly different view of entrepreneurship. Instead, a recognition of common trends and common threads of thought is encouraged. Finally, a model is proposed that integrates both process issues and level issues in explaining differential effectiveness in launching, managing, and exiting a new firm.
In a test of hypotheses derived from the integration of principles of path‐goal theory (House, 1996) and transformational leadership theory (Bass, 1985), data collected from 179 high school teachers ...and their principals were examined with hierarchical regression analysis. Augmentation analysis indicated that transactional leadership had a stronger role in explaining unique criterion variance beyond the contribution of transformational leadership, than did transformational leadership relative to transactional leadership. In addition, both the transactional and transformational leadership had a negative interactive relationship for predicting the outcome of performance, such that leader vision and leader intellectual stimulation were more positively correlated with employee performance when leader use of contingent reward was low. These augmentation effects, in conjunction with the findings of negative moderation, suggest that transactional leadership may have greater potential predictive value than previously assumed.
In a study of the possible impact of leader and follower sex‐similarity on leadership criteria, survey responses of 1,974 military cadets in 167 squads were analyzed at the completion of a month‐long ...field training exercise. Analyses (which included a series of hierarchical linear models that explicitly accounted for the nested character of squad membership relative to a leader) yielded results that indicated that same‐sex leader–subordinate pairings had more positive working relationships than different‐sex pairings. However, leader ratings of subordinate performance did not yield clear evidence of such an effect. In addition, increases in the proportion of female members in a squad were not associated with differences in squad‐level cohesion, while being associated with decreases in squad‐level leader–member exchange (LMX). Subordinate reports of participation in decision making, although correlated positively with LMX, were not significantly different as a function of leader–subordinate sex‐similarity. Implications are derived for managing demographic diversity in order to enhance within‐unit functioning.
In search of gender advantage Vecchio, Robert P.
The Leadership quarterly,
12/2003, Letnik:
14, Številka:
6
Journal Article
Recenzirano
Claims of gender advantage by journalists and trade book authors are critiqued for their lack of objectivity and lack of empirical rigor. Issues raised by Eagly and Carli (2003), along with social ...scientific research that seeks to demonstrate gender advantage, are examined on methodological and theoretical grounds. Finally, a set of recommendations is offered for designing research on the topic of sex/gender differences in leader effectiveness.
Variovorax species catabolize a wide range of natural and industrial products and have been shown to be integral rhizosphere inhabitants. Here, we report the complete genomes of V. paradoxus 2u118 ...and V. sp. SPNA7, which were isolated from alfalfa root nodules and possess plant growth-promoting properties.
Personality and demographic attributes for a set of 1221 focal managers were examined as correlates of leadership effectiveness evaluations that were obtained via a 360° feedback program. Polynomial ...regression was used to study the congruence of self‐ratings provided by focal managers relative to the different evaluative perspectives (i.e., immediate superior, peer, and subordinate). Analyses supported the prediction that focal manager's sex and age would be associated with the ratings provided by themselves and others. Plus, the tendency to overestimate one's own leader effectiveness relative to evaluations provided by others was found to be greater for males and older managers. Focal managers who expressed greater social sensitivity were evaluated more favorably by subordinates and peers, although not by superiors. Ratings of leader effectiveness from immediate superiors were, instead, more readily predicted by judgments of the performance of the focal manager's organizational unit relative to comparable units. Results of polynomial regression analysis, however, indicated that self–other agreement was related to the focal's sex, social sensitivity, and social dominance. Implications for understanding obstacles to openness to change are discussed.
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