63 research outputs found

    Mood and the evaluation of leaders

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    Research on the evaluation of leaders has shown that evaluation ratings are prone to several biases. The present study deals with one possible bias, namely, the relationship between mood and the perception or evaluation of a leader. The affect-as-information framework, which indicates that mood influences the response to certain kinds of questions, constitutes the theoretical background of the study. In the study, we ask students to indicate their mood, then to read a description of a leader (either transformational or transactional) and finally to evaluate the leader with respect to different leadership styles. The results indicate that mood is related to the perception of management-by-exception passive, but not others, e.g., transformational leadership. Reasons for these outcomes are discussed and implications for future research and organizational practice presented

    Mood and the evaluation of leaders

    Get PDF
    Research on the evaluation of leaders has shown that evaluation ratings are prone to several biases. The present study deals with one possible bias, namely, the relationship between mood and the perception or evaluation of a leader. The affect-as-information framework, which indicates that mood influences the response to certain kinds of questions, constitutes the theoretical background of the study. In the study, we ask students to indicate their mood, then to read a description of a leader (either transformational or transactional) and finally to evaluate the leader with respect to different leadership styles. The results indicate that mood is related to the perception of management-by-exception passive, but not others, e.g., transformational leadership. Reasons for these outcomes are discussed and implications for future research and organizational practice presented

    Gender stereotypes and the attribution of leadership traits: a cross-cultural comparison

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    In the present study we analyzed cultural variations of managerial gender typing, i.e., that managers are perceived as possessing traits that are part of the masculine stereotype. Management students of both sexes from three different countries—Australia, Germany, and India—estimated the percentage to which one of three stimulus groups, i.e., executives-in-general (no gender specification), male executives, or female executives, possesses person-oriented and task-oriented leadership traits. Participants also rated the importance of these characteristics for the respective group. Furthermore, another group of participants described themselves regarding the two types of traits and their importance for themselves. Altogether, the results indicate a less traditional view of leadership compared to previous findings, which is very similar in all three countries. Nevertheless, there exists an interculturally shared view of a female-specific leadership competence according to which women possess a higher person orientation than men. The self-descriptions of the female and male management students regarding person- and task-oriented traits were found to be very similar

    A multi-level approach to direct and indirect relationships between organizational voice climate, team manager openness, implicit voice theories, and silence

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    Employee silence impedes sustainable organizational development, and it can conceal harm for internal and external stakeholders. Established approaches to overcoming silence in organizations draw on the assumption that employees withhold their views based on deliberate elaborations on the effectiveness and risks they associate with voice. Our research aims at complementing these approaches. Applying an information processing approach to culture and using implicit voice theories (IVTs; i.e., taken-for-granted beliefs about when and why speaking up at work is risky or inappropriate) as an example, we introduce a model proposing ways through which shared implicit knowledge structures emerge in teams and organizations, and how they affect motives to remain silent. We examine parts of the model with a sample of 696 employees nested in 129 teams and 67 organizations. Our findings show that IVTs can be shared at the team and organizational level, that shared IVTs explain variance in silence motives above and beyond perceptions of organizational climate and manager openness at the team and organization level, and that IVTs function as a mediator between team manager openness and silence motives. In sum, our findings point at shared IVTs as a way to conceptualize underlying basic assumptions of cultures of silence.authorsversionpublishe

    The face of leadership: Perceiving leaders from facial expression

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    The aim of the two studies presented here was to add to our knowledge about the contribution of facial expression to the perception of leadership. We assessed participants' prototypes of leadership. In addition, participants were shown pictures of different facial expressions. First impressions of leadership from the facial expressions were compared to the participants' prototypes. The results indicate that the participants used all available information, including facial appearance, expression, context of communication, appropriateness, and authenticity of expression to form complex prototypes. When the facial expressions in the studies matched the participants' prototypes, first impressions of leadership were higher. Therefore, understanding what is inside the perceiver's mind is significant for understanding leadership perceptions. On the basis of these two studies, we recommend that leaders should be aware of the influence their facial expressions have on their followers' perception of their leaderlikeness

    Is Someone Looking Over My Shoulder? An Investigation into Supervisor Monitoring Variability, Subordinates’ Daily Felt Trust, and Well-being

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    Remote working has become the new norm in organizations. However, little is known about how supervisors’ monitoring affects their relationships with subordinates in remote work settings. Our research aims to enhance the understanding of the daily dynamics of monitoring and trust between supervisors and subordinates. Based on self-determination theory, we propose a multilevel theoretical model predicting that supervisors’ daily monitoring affects the extent to which subordinates feel trusted by their manager (‘felt trust’) and their subsequent daily exhaustion and vigor. Further, we develop the novel concept of supervisor monitoring variability and test its role in these relationships. We conducted two Experience Sampling Method (ESM) studies (N=191, 1,417 data points for Study 1; N=257, 2,244 data points for Study 2) in different hybrid work contexts. Multilevel analysis findings confirmed that daily monitoring was negatively associated with daily felt trust, which in turn had a negative impact on subordinates’ daily well-being in both contexts. Furthermore, we found that monitoring variability intensified the negative relationship between daily supervisor monitoring and subordinates’ daily felt trust in the newly introduced remote working context, although not in a more stable context. We discuss the theoretical implications of our findings and derive a research agenda to study the daily dynamics of monitoring and its implications for organizations

    When does charm turn sour in early career working relationships? The relationship between narcissism and Leader-Member and Member-Member Exchange

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    Internships offer the opportunity for students in higher education to have their first work experience and start building professional relationships. However, the ways in which these experiences and relationships unfold may differ significantly. In this study, we connect the dark side of personality to vocational behavior by examining the role of narcissism in early-career relationship building at work. Although narcissists often make a good first impression as being charming and extravert, this positive impression likely changes and turns negative after a period of time. While this effect has been shown in groups settings, it has yet to be replicated in a real organizational setting. We propose and test a three-way interaction model using data from interns who were rated in terms of their relationship qualities by their supervisor (leader-member exchange, LMX) and their colleagues (member-member exchange, MMX). Our results indicated no effect for the duration of the work relationship but an effect for groups size. Specifically, narcissistic interns working in smaller work groups were rated lower in LMX and MMX than those working in larger groups. These results have implications for future research on narcissism and the use of other ratings in organizational settings. They also have implications for the practice of hiring interns as members of staff

    Employability en individuele ontwikkeling op het werk

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    De aandacht voor de employability en individuele ontwikkeling van medewerkers is de laatste decennia behoorlijk toegenomen. Door veranderingen binnen en buiten organisaties is een behoefte aan flexibele organisaties met breed inzetbaar personeel ontstaan en zijn werknemers zelf verantwoordelijk geworden voor de eigen loopbaanontwikkeling en werkzekerheid. Dit artikel gaat in op recente veranderingen op het werk die de achtergrond vormen van de nadruk op leren en inzetbaarheid. Daarna wordt aandacht besteed aan de begrippen employability en werkgerelateerd leren, aan factoren die verbonden zijn met individuele ontwikkeling op het werk en aan de invloed van leeftijd op ontwikkeling. Daarmee is dit artikel tevens de start van een nieuwe reeks in Gedrag & Organisatie: 'Individuele ontwikkeling en employability in organisaties'

    Critique and Review of Leader-Member Exchange Theory: Issues of Agreement, Consensus, and Excellence

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    The relationship quality that develops between leaders and those designated as followers is of longstanding interest to researchers and practitioners. The purpose of the present article is to review the more recent developments in the field of leader-member exchange (LMX) theory to identify specific issues related to leader-member agreement and follower consensus that have potentially important theoretical and practical implications. We introduce the concept of LMX excellence, which involves high-quality LMX, high leader-member agreement as well as high group consensus in LMX quality. We outline how leaders and followers' behaviour as well as context can enhance or hinder the development of LMX excellence and conclude with an overview of the practical and theoretical implications as well as future research needs
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