Passing It Forward: Intervening and Moderating Mechanisms in the Supportive Leadership Cascading Process

Using survey data collected from enlisted soldiers and non-commissioned officers (NCOs) nested in platoons in the U.S. Army, my dissertation examines intervening and moderating mechanisms in the cascading process of supportive leadership. Typically cascading studies focus on influence processes occurring in dyadic settings, neglect to consider boundary conditions, and utilize a group mean approach to analyzing the phenomenon. In my study, however, I find support for a conditional indirect effect of cascading supportive leadership at the group level, such that supportive leadership by groups of upper-level leaders (officers) promotes social cohesion for groups of lower-level leaders (NCOs) under high levels of combat exposure. In turn, lower-level social cohesion is positively linked with supportive leadership by groups of leaders at lower organizational levels. In addition, analyses using within-unit standard deviations of the substantive measures (i.e., strength) indicate that combat exposure strength moderates the relationship between upper-level supportive leadership strength and lower-level social cohesion strength, such that the positive relationship is stronger when combat exposure strength is higher (i.e., when within-unit standard deviation in combat exposure is lower)

Motivating and Demotivating Forces in Teams: Cross-Level Influences of Empowering Leadership and Relationship Conflict

Using cross-cultural laboratory and field studies with samples of leaders, employees, and students from the United States and the People's Republic of China, we examined how team-level stimuli, including empowering leadership and relationship conflict, combine to influence individual members' motivational states of psychological empowerment and affective commitment. As predicted, we found that these motivational states are individually and jointly influenced by teams' level of empowering leadership and relationship conflict and that these motivational states mediate the relationships between team stimuli and team members' innovative and teamwork behaviors and turnover intentions. In addition, results held despite controlling for team members' nationality and collectivism. We discuss contributions of our study to the team motivation, conflict, and stress literatures