50 research outputs found
Relationships Between Leadership and Followersâ Quitting Intentions and Job Search Behaviors
A model was developed and tested in which quality of leaderâmember exchange mediated the relationship between followersâ perceptions of transformational leadership behavior and their (a) intentions to quit the organization and (b) job search behaviors. The key contribution of this study was that the exchange relationship between leader and follower explained the majority of the relationship between transformational leadership and job search behaviors. A transformational leader may take individual followersâ motivations into consideration and so attempt to stimulate personal development, but the exchange between the two explains the action of seeking another employment situation. Limitations and implications are discussed
Perception of managersâ influence depending on status, power, and company performance
This research examines othersâperception of the influence of managers working in successful or unsuccessful companies who possess or lack status (to berespected by others) and power (control of valued resources). Study 1 shows that high-status managers were judged as more influential in thefirm thantheir low-status peers, regardless of the companyâs situation. Study 2finds that in a context of economic uncertainty, a manager with high status and poweris perceived to be more capable of affecting thefirm. The effect of power seems to be secondary since when a manager has low status, having high powerdoes not significantly benefit the influence attributed to him or her. Furthermore, dominance (assertive behavior), not warmth, mediated the relationshipbetween status and the attributed influence. Overall, thesefindings confirm that status is a very potent source of social influence, status and power aredistinct constructs with different effects, and dominance rather than warmth is a key personal dimension linked to successful leadership