A multi-level investigation of leadership from an attachment theory perspective

This thesis investigated the nature of interpersonal relationships between leaders and followers in the workplace. Results indicated that the relationship styles of leaders and followers were associated with differential ratings of leadership across varying workplace contexts

Boards of Directors: Assessing Their Functioning and Validation of a Multi-Dimensional Measure

Boards of Directors that function effectively have been shown to be associated with successful organizational performance. Although a number of measures of Board functioning have been proposed, very little research has been conducted to establish the validity and reliability of dimensions of Board performance. The aim of the current study was to validate the measurement properties of a widely-used model and measure of Board performance. Exploratory Factor Analysis (EFA) and Confirmatory Factor Analysis (CFA) were conducted on online survey data collected from 1,546 board members from a range of Australian organizations. The analyses yielded 11 reliable factors: (1) effective internal communication and teamworking (2) effective leadership by the Chair (3) effective committee leadership and management (4) effective meeting management and record keeping, (5) effective information management (6) effective self-assessment of board functioning (7) effective internal performance management of board members (8) clarity of board member roles and responsibilities, (9) risk and compliance management (10) oversight of strategic direction, and (11) remuneration management. These dimensions to a large extent correspond to previously suggested, but not widely tested, categories of effective Board performance. Despite self-reported data and a cross-sectional design, tests of common method variance did not suggest substantive method effects. The research makes significant contributions to the corporate governance literature through empirical validation of a measure shown to reliably assess 11 discrete dimensions of Board functioning and performance. Practical and theoretical implications, study limitations and future research considerations are presented

The associations between attachment style and leadership behaviours

Research has suggested that effective leadership, specifically the use of transformational and transactional leadership behaviours is heavily embedded in a leader&rsquo;s interpersonal abilities. However, few studies have investigated the interpersonal factors that drive the appropriate use of transformational and transactional leadership behaviour in leader-follower settings. Attachment theory provides an appropriate framework in which to understand the epigenesis of leadership behaviours and the impact of these behaviours on followers. In this preliminary study, 31 manager-non manager dyads recruited from a Victorian education institution and a national telecommunications company (managers &ndash; Mean age = 48.32 years, SD = 7.59; non-managers &ndash;Mean age = 44.44 years, SD = 9.56) took part in an online questionnaire. As part of the online questionnaire, participants completed self-report measures of attachment, leadership behaviour and employee outcomes. Analyses revealed that managers&rsquo; attachment style made a significant contribution to their use of transformational and transactional leadership, which in turn, was associated with follower&rsquo;s satisfaction and effectiveness ratings of their managers. Correlations between leader and follower ratings revealed that managers and non-managers held distinct perceptions of leadership performance. These findings are discussed within the context of attachment theory and the personal relationships literature.<br /

Attachment as a predictor of leadership and follower outcomes

Research has suggested that effective leadership, specifically the utilisation of transformational leadership behaviours, is heavily entrenched in a leader&rsquo;s interpersonal skills. However, few studies have investigated the interpersonal factors that drive appropriate use of transformational and transactional leadership in leader-follower settings. Attachment theory provides a robust framework in which to chart the developmental precursors of effective leadership that underpin positive leader-follower relationships and potential organisational outcomes. In this study, 46 manager-non manager dyads recruited from a Victorian education institution, a national telecommunications company and a Victorian real-estate business (managers &ndash; Mean age = 48.5 years, SD = 7.78, non-managers &ndash; Mean age 43.92 years, SD = 8.72) took part in an online questionnaire. Participants completed measures of attachment, leadership behaviour and organisational citizenship behaviour. Path analysis revealed that manager&rsquo;s attachment style significantly predicted follower ratings of transformational and transactional leadership behaviours. Additionally, follower ratings of leadership were associated with organisational citizenship behaviour. Thus, it is concluded that attachment theory provides a valid framework in which to understand follower perceptions of leadership behaviour and subsequent organisational outcomes. These findings are discussed within the context of attachment theory and the leadership literature.<br /