Follower-leader HEXACO personality fit and follower work engagement

Based on person-supervisor complementary fit and job demands-resources theory, we examined if discrepancies between leaders’ and followers’ HEXACO personality traits are associated with followers’ work engagement. We expected that when leaders score lower on emotionality compared to their followers, they are an important source of support, leading to increases in follower engagement. Additionally, we argue that discrepancies in follower and leader openness to experience–irrespectively of the direction of this difference–constitute a hindrance to followers, resulting in decreased work engagement. Results from 130 matched follower-leader dyads using polynomial regression analyses supported our hypotheses. We additionally found that followers are more engaged in their work when their leader scores higher on emotionality than they do. These findings highlight the crucial role that the interaction of leaders’ and followers’ personality traits plays for followers’ work engagement, which should be an important consideration for organizations when matching leader-follower dyads.</p

Trapped at Work: The Barriers Model of Abusive Supervision.

While research on abusive supervision is thriving, we still know very little about the sustained nature of the phenomenon. Additionally, most papers focusing on the prolonged character of the detrimental relational dynamic take a within-dyad perspective, largely ignoring within-person, group or other external influences. Addressing these gaps in the literature, we introduce the Barriers Model of Abusive Supervision. This model posits a hierarchically organized set of obstacles that make it difficult for followers to escape the abusive supervisor, explaining why abuse can continue over long periods of time. Specifically, we present an onion-shaped model in which the follower has a central position with each subsequent layer representing a more external cluster of barriers to leaving the abusive supervisor. Ranging from external to internal, these layers are: Barriers in the larger societal context (Layer 1; e.g., ambiguous laws), barriers in the organizational context (Layer 2; e.g., unclear policies), barriers due to the abusive supervisor (Layer 3; e.g., isolating followers), and barriers within the abused follower (Layer 4; e.g., implicit leadership theories). We hope that our model inspires future research on the sustained nature of abusive supervision and provides practitioners with the necessary background information to help abused followers escape their supervisors

Followers’ HEXACO personality traits and preference for charismatic, relationship-oriented, and task-oriented leadership

The aim of the current study was to examine the HEXACO personality traits in relation to followers’ preference for charismatic, relationship-oriented, and task-oriented leadership. Based on the similarity perspective, we expected followers high on HonestyHumility, Extraversion, and Openness to Experience to prefer a charismatic leader, and those followers high on conscientiousness and low on Openness to Experience to prefer a task-oriented leader. In addition, from a need fulfillment perspective, we expected followers high on Emotionality to prefer a task- and a relationship-oriented leader. We examined these expectations using paper vignette methodology in a sample of 272 undergraduates. The results showed that most participants preferred a relationshiporiented leader over a charismatic or task-oriented leader. In addition, we found support for all our hypotheses, with the exception of the relations between Honesty-Humility and preference for charismatic leadership, and Conscientiousness and preference for task-oriented leadership. Our findings contribute to the nomological network of the role of follower characteristics in the leaderfollower relationship. Implications and suggestions for research on charismatic leadership are provided

Engaging Leadership

__Abstract__ Leaders play a profound role in the daily life of their followers. Not only do followers rely on their leader for guidance, leaders also influence how followers feel about their work and how well they perform their work (Skakon, Nielsen, Borg, & Guzman, 2010). Leaders may, for instance, have an impact on how satisfied followers are with their work, how exhausted they are and how stressed they feel. But what exactly is leadership? Although many definitions of leadership exist, they have certain commonalities. Accordingly, leadership is a process (i.e., interaction between leader and follower) in which an individual (i.e., the leader) influences a group of individuals (i.e., followers) to achieve a common goal (Northouse, 2012). For long, researchers have been looking for the most effective person to lead, focusing on personality traits that characterize effective leaders. However, no specific set of traits has been found to characterize all effective leaders. From the mid-nineties, researchers started to focus on effective leadership behaviors rather than personality traits to describe effective leaders. This resulted in a broad distinction between task-oriented leader behaviors, such as setting clear performance expectations and defining performance standards; and people-oriented leader behaviors, such as being friendly and being considerate of followers’ well-being. These behaviors are still reflected in many contemporary leadership styles such as transformational (people-oriented) and transactional (task-oriented) leadership and leader-member exchange theory, in which leader behaviors range from task-oriented to people-oriented, depending on the quality of

Constructive and destructive leadership in job demands-resources theory:A meta-analytic test of the motivational and health-impairment pathways

Integrating the leadership literature with Job Demands-Resources (JD-R) theory, we conducted a pre-registered meta-analysis of the relations of different leadership behaviors with followers’ work engagement and burnout. We found that constructive leadership relates positively to followers’ work engagement (k = 588, (Formula presented.) =.467) and negatively to followers’ burnout (k = 346, (Formula presented.) =−.327), whereas destructive leadership relates negatively to followers’ work engagement (k = 72, (Formula presented.) =−.220) and positively to followers’ burnout (k = 122, (Formula presented.) =.381). We furthermore demonstrated that both followers’ work engagement and burnout partially mediate the relations of both constructive and destructive leadership with followers’ job performance. However, the indirect relation of constructive leadership with followers’ job performance via followers’ work engagement is clearly the strongest, suggesting that leaders stimulate followers’ job performance primarily because they motivate followers. We discuss how the findings of this theory-driven meta-analysis help to integrate leadership research in JD-R theory and generate important insights for leadership behavior and training.</p

Strengths-based leadership and employee work engagement:A multi-source study

Strengths-based leadership helps employees identify, utilize, and develop their strengths. Does such leadership facilitate employee work engagement and performance? In this study, we integrate Job Demands-Resources (JD-R) and Leader-Member Exchange (LMX) theories to hypothesize that strengths-based leadership is positively related to employee task performance through employee work engagement, and that this effect is moderated by LMX quality. We collected survey data at two time points – with one month interval – from 556 Chinese workers and their managers (N = 104 teams). The results of path modelling showed that strengths-based leadership was positively related to supervisor-ratings of employee task performance via employee work engagement. As predicted, the positive relation between strengths-based leadership and employee work engagement was stronger when LMX was of high-quality. However, the predicted moderated-mediation effect was not supported. We discuss the implications of these findings for research on strengths-based leadership, as well as the practical implications.</p

New directions in burnout research

Burnout is a phenomenon that has received considerable research attention in the past 50 years. As such, there is advanced knowledge on its prevalence, conceptualization, predictors, and outcomes. Although the literature has advanced, research on burnout is still topical. Burnout originated in the seventies but remains a contemporary problem because of persistent environmental stressors and challenges for employees and organizations as a whole. The current special section aims to stimulate knowledge on unresolved issues by bringing together contributions related to 1) the role of cognition in burnout research, 2) the development of burnout over time, 3) contextual antecedents of burnout, and 4) the prevention of and recovery from burnout. It is our hope that we will see more high-quality research and evidence-based practice related to burnout

Authority in question : analysis of a polemical controversy on religion in the Netherlands, 1948-1998

UBL - phd migration 201

Improved cartilage integration and interfacial strength after enzymatic treatment in a cartilage transplantation model

The objective of the present study was to investigate whether treatment of articular cartilage with hyaluronidase and collagenase enhances histological and mechanical integration of a cartilage graft into a defect. Discs of 3 mm diameter were taken from 8-mm diameter bovine cartilage explants. Both discs and annulus were either treated for 24 hours with 0.1% hyaluronidase followed by 24 hours with 10 U/ml collagenase or left untreated (controls). Discs and annulus were reassembled and implanted subcutaneously in nude mice for 5 weeks. Integration of disc with surrounding cartilage was assessed histologically and tested biomechanically by performing a push-out test. After 5 weeks a significant increase in viable cell counts was seen in wound edges of the enzyme-treated group as compared with controls. Furthermore, matrix integration (expressed as a percentage of the total interface length that was connected; mean ± standard error) was 83 ± 15% in the treated samples versus 44 ± 40% in the untreated controls. In the enzyme-treated group only, picro-Sirius Red staining revealed collagen crossing the interface perpendicular to the wound surface. Immunohistochemical analyses demonstrated that the interface tissue contained cartilage-specific collagen type II. Collagen type I was found only in a small region of fibrous tissue at the level of the superficial layer, and collagen type III was completely absent in both groups. A significant difference in interfacial strength was found using the push-out test: 1.32 ± 0.15 MPa in the enzyme-treated group versus 0.84 ± 0.14 MPa in the untreated controls. The study shows that enzyme treatment of cartilage wounds increases histological integration and improves biomechanical bonding strength. Enzymatic treatment may represent a promising addition to current techniques for articular cartilage repair