RESUMO
Data from a sample of 83 elected community leaders and 391 direct-report staff (resulting in 333 useable leader-member dyads) were reanalyzed to test relations between self-other rating agreement of servant leadership and member-reported leader-member exchange (LMX). Polynomial regression analysis indicated that the self-other rating agreement model was not statistically significant. Instead, all of the variance in member-reported LMX was accounted for by the others' ratings component alone.
Assuntos
Relações Interpessoais , Liderança , Governo Local , Feminino , Humanos , Masculino , Pessoa de Meia-Idade , Meio-Oeste dos Estados Unidos , Modelos Estatísticos , Análise de Regressão , Inquéritos e QuestionáriosRESUMO
Data from a sample of 83 elected community leaders and 391 direct-report staffers (resulting in 306 useable leader-member dyads) were used to test relations between self-other rating agreement of leadership and member-reported leader-member exchange (LMX). Results of polynomial regression analysis indicated that the self-other rating agreement model was not significantly related to member-reported LMX. Instead, virtually all of the variance in member-reported LMX was accounted for by others' ratings.
Assuntos
Individualidade , Relações Interpessoais , Julgamento , Liderança , Autoimagem , Identificação Social , Adulto , Feminino , Humanos , Masculino , Modelos Psicológicos , Cultura Organizacional , Teoria Psicológica , Análise de RegressãoRESUMO
Do leaders who build a sense of shared social identity in their teams thereby protect them from the adverse effects of workplace stress? This is a question that the present paper explores by testing the hypothesis that identity leadership contributes to stronger team identification among employees and, through this, is associated with reduced burnout. We tested this model with unique datasets from the Global Identity Leadership Development (GILD) project with participants from all inhabited continents. We compared two datasets from 2016/2017 (n = 5290; 20 countries) and 2020/2021 (n = 7294; 28 countries) and found very similar levels of identity leadership, team identification and burnout across the five years. An inspection of the 2020/2021 data at the onset of and later in the COVID-19 pandemic showed stable identity leadership levels and slightly higher levels of both burnout and team identification. Supporting our hypotheses, we found almost identical indirect effects (2016/2017, b = -0.132; 2020/2021, b = -0.133) across the five-year span in both datasets. Using a subset of n = 111 German participants surveyed over two waves, we found the indirect effect confirmed over time with identity leadership (at T1) predicting team identification and, in turn, burnout, three months later. Finally, we explored whether there could be a "too-much-of-a-good-thing" effect for identity leadership. Speaking against this, we found a u-shaped quadratic effect whereby ratings of identity leadership at the upper end of the distribution were related to even stronger team identification and a stronger indirect effect on reduced burnout.
Assuntos
COVID-19 , Liderança , Esgotamento Psicológico , Humanos , Pandemias , SARS-CoV-2RESUMO
This field study tested the relationship between locus of control and sources of work motivation for a sample of 382 government employees, selected as part of a leadership development initiative. Their mean age was 46 yr., 53% were women, and 42% had earned bachelor's degrees. Analysis showed a significant positive relationship between follower's locus of control and self-concept external motivation (r = .11), self-concept internal work motivation (r = .14), and goal internalization (r = .14); however, these relationships accounted for 2% or less of the common variance in the data. Other relationships tested were not significant. The psychometric structure of the abbreviated locus of control measure was reliable. More complex models and definitive experimental designs are recommended to generalize further.
Assuntos
Emprego , Governo , Controle Interno-Externo , Motivação , Ocupações , Feminino , Humanos , Masculino , Pessoa de Meia-Idade , Inquéritos e QuestionáriosRESUMO
In this study the relationship between followers' mental boundaries and sources of work motivation for a sample of 382 government employees was tested. Participants' mean age was 46 yr.; 53% were women and 42% had earned bachelors' degrees. Analysis gave a significant positive but weak correlation of .11 between followers' mental boundaries and self-concept internal motivation. Other correlations were not significant. More complex models and research designs are required to generalize findings.