The Experts below are selected from a list of 18642 Experts worldwide ranked by ideXlab platform
Stein Amundsen - One of the best experts on this subject based on the ideXlab platform.
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self other agreement in empowering Leadership relationships with Leader Effectiveness and subordinates job satisfaction and turnover intention
Leadership Quarterly, 2014Co-Authors: Stein Amundsen, Oyvind Lund MartinsenAbstract:Abstract We investigated the effect of self–other agreement in empowering Leadership on Leader Effectiveness, job satisfaction, and turnover intention using a sample of 50 Norwegian municipal Leaders (46 for Leader Effectiveness) and 168 (158) of their subordinates. The findings indicated that considering both self and subordinate ratings of empowering Leadership was useful in predicting the outcome variables. In particular, subordinates of over-estimators reported lower job satisfaction and higher turnover intention. Moreover, Leaders who underestimated their Leadership were perceived as more effective by their superiors. For agreement (i.e., Leader's self-ratings were in agreement with subordinates' ratings) the relationship between empowering Leadership and Leader Effectiveness was curvilinear with an inverted U shape. Agreement in ratings of empowering Leadership was not found to be related to subordinates' job satisfaction and turnover intention. The implications of these findings are discussed.
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self other agreement in empowering Leadership relationships with Leader Effectiveness and subordinates job satisfaction and turnover intention
Leadership Quarterly, 2014Co-Authors: Stein Amundsen, Oyvind Lund MartinsenAbstract:This is the authors’ accepted, refereed and final manuscript to the article. Publisher’s version available at http://dx.doi.org/10.1016/j.leaqua.2014.04.007
Oyvind Lund Martinsen - One of the best experts on this subject based on the ideXlab platform.
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self other agreement in empowering Leadership relationships with Leader Effectiveness and subordinates job satisfaction and turnover intention
Leadership Quarterly, 2014Co-Authors: Stein Amundsen, Oyvind Lund MartinsenAbstract:Abstract We investigated the effect of self–other agreement in empowering Leadership on Leader Effectiveness, job satisfaction, and turnover intention using a sample of 50 Norwegian municipal Leaders (46 for Leader Effectiveness) and 168 (158) of their subordinates. The findings indicated that considering both self and subordinate ratings of empowering Leadership was useful in predicting the outcome variables. In particular, subordinates of over-estimators reported lower job satisfaction and higher turnover intention. Moreover, Leaders who underestimated their Leadership were perceived as more effective by their superiors. For agreement (i.e., Leader's self-ratings were in agreement with subordinates' ratings) the relationship between empowering Leadership and Leader Effectiveness was curvilinear with an inverted U shape. Agreement in ratings of empowering Leadership was not found to be related to subordinates' job satisfaction and turnover intention. The implications of these findings are discussed.
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self other agreement in empowering Leadership relationships with Leader Effectiveness and subordinates job satisfaction and turnover intention
Leadership Quarterly, 2014Co-Authors: Stein Amundsen, Oyvind Lund MartinsenAbstract:This is the authors’ accepted, refereed and final manuscript to the article. Publisher’s version available at http://dx.doi.org/10.1016/j.leaqua.2014.04.007
Gerald R. Ferris - One of the best experts on this subject based on the ideXlab platform.
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Leader advancement motive political skill Leader behavior and Effectiveness a moderated mediation extension of socioanalytic theory
Human Performance, 2014Co-Authors: Christian Ewen, Andreas Wihler, Gerhard Blickle, Rachel E Frieder, Robert Hogan, Gerald R. FerrisAbstract:We examine socioanalytic theory from a Leadership perspective and extend this research to examine the mediating mechanisms through which Leader getting ahead motive and social competence influence Leader Effectiveness outcomes. A first-stage moderated mediation model was tested and supported, positioning the Leader Motive to Get Ahead × Political Skill interaction as influencing perceived institutional Effectiveness and follower satisfaction with one’s Leader through Leader initiating structure behavior. This research both supports the relevance of socioanalytic theory for predicting Leadership outcomes and extends socioanalytic theory to examine a mediating mechanism through which the interaction of the Leader getting ahead motive and social competencies affects relevant performance outcomes. Contributions, strengths and limitations, directions for future research, and practical implications are discussed.
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further specification of the Leader political skill Leadership Effectiveness relationships transformational and transactional Leader behavior as mediators
Leadership Quarterly, 2013Co-Authors: Christian Ewen, Andreas Wihler, Gerhard Blickle, Katharina Oerder, Parker B Ellen, Ceasar Douglas, Gerald R. FerrisAbstract:Abstract The present investigation was a three-source test of the intermediate linkages in the Leader political skill–Leader Effectiveness and follower satisfaction relationships, which examined transformational and transactional (i.e., contingent reward behavior) Leader behavior as mediators. Data from 408 Leaders (headmasters) and 1429 followers (teachers) of state schools in the western part of Germany participated in this research. The results of mediation analyses, based on bias-corrected bootstrapping confidence intervals, provided support for the hypotheses that political skill predicts both transformational and transactional Leader behavior, beyond other established predictors, and that transformational and transactional Leader behavior mediate the relationships between Leader political skill and Leadership Effectiveness. The contributions to theory and research, strengths and limitations, directions for future research, and practical implications are discussed.
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Leader political skill relationship quality and Leadership Effectiveness a two study model test and constructive replication
Journal of Leadership & Organizational Studies, 2013Co-Authors: Robyn L Brouer, Ceasar Douglas, Darren C Treadway, Gerald R. FerrisAbstract:Grounded in Leader–member exchange, social exchange, political skill and influence theories, the present two-study investigation tests the model that Leader political skill is related to both Leader and follower Effectiveness through Leader–follower relationship quality. It is hypothesized that Leader political skill is associated with Leader Effectiveness (Study 1) and follower Effectiveness (Study 2) through relationship quality. The results support the hypotheses and were constructively replicated in Study 2, contributing to theory that Leader political skill enhances relationship quality, which then ultimately affects Leader and follower Effectiveness relationships. Strengths, limitations, directions for future research, and implications for practice are discussed.
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Leader reputation the role of mentoring political skill contextual learning and adaptation
Human Resource Management, 2007Co-Authors: Fred R Blass, Gerald R. FerrisAbstract:Like organizations in other sectors, military settings can be appropriately characterized as political arenas.As such, political skill is critical for military Leader Effectiveness and Leader reputation.This article proposes a conceptual model that articulates the roles of political skill, contextual learning, impression management, and adaptation in Leader reputation development for military personnel aspiring to Leadership positions. Political skill is shaped by mentoring and contextual learning experiences, which, in turn, affect the flexibility needed for making favorable impressions on others, adaptation, and fit. Implications of the proposed model for developing a more informed understanding of Leader Effectiveness and reputation in the military are discussed, as are directions for future research. ©2007 Wiley Periodicals, Inc.
Ceasar Douglas - One of the best experts on this subject based on the ideXlab platform.
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further specification of the Leader political skill Leadership Effectiveness relationships transformational and transactional Leader behavior as mediators
Leadership Quarterly, 2013Co-Authors: Christian Ewen, Andreas Wihler, Gerhard Blickle, Katharina Oerder, Parker B Ellen, Ceasar Douglas, Gerald R. FerrisAbstract:Abstract The present investigation was a three-source test of the intermediate linkages in the Leader political skill–Leader Effectiveness and follower satisfaction relationships, which examined transformational and transactional (i.e., contingent reward behavior) Leader behavior as mediators. Data from 408 Leaders (headmasters) and 1429 followers (teachers) of state schools in the western part of Germany participated in this research. The results of mediation analyses, based on bias-corrected bootstrapping confidence intervals, provided support for the hypotheses that political skill predicts both transformational and transactional Leader behavior, beyond other established predictors, and that transformational and transactional Leader behavior mediate the relationships between Leader political skill and Leadership Effectiveness. The contributions to theory and research, strengths and limitations, directions for future research, and practical implications are discussed.
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Leader political skill relationship quality and Leadership Effectiveness a two study model test and constructive replication
Journal of Leadership & Organizational Studies, 2013Co-Authors: Robyn L Brouer, Ceasar Douglas, Darren C Treadway, Gerald R. FerrisAbstract:Grounded in Leader–member exchange, social exchange, political skill and influence theories, the present two-study investigation tests the model that Leader political skill is related to both Leader and follower Effectiveness through Leader–follower relationship quality. It is hypothesized that Leader political skill is associated with Leader Effectiveness (Study 1) and follower Effectiveness (Study 2) through relationship quality. The results support the hypotheses and were constructively replicated in Study 2, contributing to theory that Leader political skill enhances relationship quality, which then ultimately affects Leader and follower Effectiveness relationships. Strengths, limitations, directions for future research, and implications for practice are discussed.
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the moderating role of Leader and follower sex in dyads on the Leadership behavior Leader Effectiveness relationships
Leadership Quarterly, 2012Co-Authors: Ceasar DouglasAbstract:Abstract Transformational Leadership (TL) and Leader–member exchange (LMX) literatures provide theoretical frameworks and accompanying empirical evidence for studying the relationship between Leader behavior and Effectiveness. Although prior attention has been given to gender differences in Leadership style and Leader Effectiveness, the moderating effects of the sex of the Leader and subordinate on the Leadership–Leader Effectiveness relationship have not been investigated. In a field study of employees from a manufacturing plant, we examined whether Leader and subordinate sex, and the sex composition of the Leader–subordinate dyad, moderated the linkages of each set of Leader behaviors (i.e., TL and LMX) with actual evaluations of Leader Effectiveness provided by the Leader's subordinates and direct supervisor. Although female Leaders were rated as more effective than male Leaders overall, a fine-grained analysis of Leader–subordinate dyads revealed that the male Leaders benefited more than the female Leaders from the use of transformational Leadership in the Leader behavior–Leader Effectiveness relationship. Implications and future research directions are discussed.
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an examination of Leader political skill and its effect on ratings of Leader Effectiveness
Leadership Quarterly, 2004Co-Authors: Ceasar Douglas, Anthony P AmmeterAbstract:Abstract We examine the multidimensionality and level of analysis issues of the Leader skill political construct and test its effect on Leader Effectiveness ratings using administrative personnel from a public school district. Using a target report measure, our results show that a subordinate's perceptions of Leader political skill exhibit two dimensions and that it exists primarily as a within-group phenomena. Perceptions of Leader political skill also significantly predicted Leader Effectiveness ratings after controlling for Leader demographic and social skill variables. The implications of these results and directions for future research are discussed.
Michael Frese - One of the best experts on this subject based on the ideXlab platform.
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establishing the next generation at work Leader generativity as a moderator of the relationships between Leader age Leader member exchange and Leadership success
Psychology and Aging, 2011Co-Authors: Hannes Zacher, Kathrin Rosing, Thomas Henning, Michael FreseAbstract:In this study, the authors investigated Leader generativity as a moderator of the relationships between Leader age, Leader-member exchange, and three criteria of Leadership success (follower perceptions of Leader Effectiveness, follower satisfaction with Leader, and follower extra effort). Data came from 128 university professors paired with one research assistant each. Results showed positive relationships between Leader age and Leader generativity, and negative relationships between Leader age and follower perceptions of Leader Effectiveness and follower extra effort. Consistent with expectations based on Leadership categorization theory, Leader generativity moderated the relationships between Leader age and all three criteria of Leadership success, such that Leaders high in generativity were better able to maintain high levels of Leadership success at higher ages than Leaders low in generativity. Finally, results of mediated moderation analyses showed that Leader-member exchange quality mediated these moderating effects. The findings suggest that, in combination, Leader age and the age-related construct of generativity importantly influence Leadership processes and outcomes.
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establishing the next generation at work Leader generativity as a moderator of the relationships between Leader age Leader member exchange and Leadership success
QUT Business School, 2011Co-Authors: Hannes Zacher, Kathrin Rosing, Thomas Henning, Michael FreseAbstract:In this study, the authors investigated Leader generativity as a moderator of the relationships between Leader age, Leader-member exchange, and three criteria of Leadership success (follower perceptions of Leader Effectiveness, follower satisfaction with Leader, and follower extra effort). Data came from 128 university professors paired with one research assistant each. Results showed positive relationships between Leader age and Leader generativity, and negative relationships between Leader age and follower perceptions of Leader Effectiveness and follower extra effort. Consistent with expectations based on Leadership categorization theory, Leader generativity moderated the relationships between Leader age and all three criteria of Leadership success, such that Leaders high in generativity were better able to maintain high levels of Leadership success at higher ages than Leaders low in generativity. Finally, results of mediated moderation analyses showed that Leader-member exchange quality mediated these moderating effects. The findings suggest that, in combination, Leader age and the age-related construct of generativity importantly influence Leadership processes and outcomes. © 2011 American Psychological Association.
