Task complexity and transformational leadership: The mediating role of leaders' state core self-evaluations

Catalysts for Change: The Impact of Reflective Conversations on Leaders' Hope and Change-Oriented Behaviors

How can leaders effectively navigate challenges and drive positive change in the workplace? This research introduces reflective conversations as a powerful catalyst for leaders' change-oriented initiatives. Integrating transformative learning theory and hope theory, we suggest that reflective conversations improve leaders' sense of hope and subsequently facilitate their transformational leadership and creative behaviors. We further introduce hardships (Study 1) and relationship quality (Studies 2 and 3) as key boundary conditions. We conducted a content validation study to validate our measure of reflection conversation and further conducted two experience sampling studies and one online experiment to test the transformational power of daily reflective conversations. The results reveal that when leaders experience hardships or have high-quality relationships with others, reflective conversations can be a powerful force in terms of fueling their sense of hope and inspiring them to exercise transformational leadership and creative behaviors.

Validation of the Coach Behavior in Sports Questionnaire: Towards dynamic assessments using the circumplex model for coach behavior

The development of the circumplex model for coach behavior recently provided researchers an integrative model to assess coach behavior. While the circumplex model has currently only been deployed in cross-sectional research designs using the Situations in Sports questionnaire (SISQ), it has clear potential within research on dynamics of coach behavior. However, the SISQ consists of vignette-based situations and is too extensive for such frequent administrations. Within the present study we therefore developed the Coach Behavior in Sports Questionnaire (CBSQ), a 32-item alternative for the SISQ which consists of general items rather than vignette-based situations. First, content validity of 54 initial pilot CBSQ items was tested in a sample of 34 expert coaches. Second, construct validity, predictive validity, and reliability of the 32-item CBSQ was tested in a sample of 689 athletes and 420 coaches. Third, within-person variability of coach behavior was longitudinally assessed using the 32-item CBSQ during a five-week training and game period in a sample of 31 coach-athlete dyads. The 32-item CBSQ showed to be a valid and reliable alternative for the SISQ. Also, coach behavior showed considerable within-person variability over the five-week period in all coaching styles and approaches. Additionally, a 24, 16, and 12-item version were tested to provide even shorter alternatives. The CBSQ opens new horizons for future longitudinal research and coach reflection programs based on the circumplex model for coach behavior.

Exploring developmental assignments shaping experience-driven acquisition of leadership competencies in young clinicians

BACKGROUND

Experiential leadership development is well documented in the corporate sector, but those models cannot be applied as is, in the healthcare domain. The current study proposes a framework for the healthcare sector to enable experiential leadership development for young clinicians. The authors identify developmental assignments (DAs) and explore those characteristics [developmental assignment characteristics; DACs] therein that help develop leadership competencies in young clinicians.

METHODS

As part of a qualitative exploratory study in Pakistan, the authors conducted 16 semi-structured interviews with senior clinicians in leadership positions with post-graduate residents under their supervision from different medical specialties. The participants were selected through purposive sampling, ensuring a maximum variation sample. Focusing on participants' experiences and perspectives related to experience-driven leadership development, the authors used a multi-level theoretical framework for analysis.

RESULTS

The thematic analysis resulted in 19 subthemes with four overarching themes for both objectives. The authors categorized the developmental assignments (DAs) into clinical, academic, and administrative assignments. These assignments can be utilized for leadership development by ensuring that they have the requisite characteristics built into their context and structure. These developmental assignment characteristics (DACs) can range from learner-driven to supervisor-driven. The learner-driven characteristics include autonomy, high levels of responsibilities, unfamiliar assignments, working across boundaries, managing diversity, making a commitment, and creating change. The supervisor-driven characteristics include briefing, debriefing, accountability, and learner-assignment matching. The authors also developed a learner-assignment matching (LAM) framework to guide supervisors in customizing and adjusting the level of each DAC in a DA.

CONCLUSION

A modern healthcare educational system can utilize studies like this to enable supervisors to develop required leadership skills in young clinicians along with clinical skills.

Leading in times of crisis: How perceived COVID-19-related work intensification links to daily e-mail demands and leader outcomes

The COVID-19 crisis brought numerous challenges to work life. One of the most notable may be the acceleration of digital transformation, accompanied by an intensification of e-mail usage and related demands such as high e-mail workload. While research quickly started to examine the implications of these changes for employees, another important group of stakeholders has been overlooked: leaders. We focus on leaders during the COVID-19 crisis and examine how COVID-19-related work intensification links to leaders' e-mail overload appraisal and finally exhaustion and transformational leadership, a leader behaviour especially needed in times of crisis. In a 5-day diary study in September 2020, 84 leaders responded to daily surveys on 343 days. Results of multilevel analysis showed that perceived COVID-19-related work intensification was positively linked to worktime spent dealing with e-mail and appraised e-mail overload. E-mail overload appraisal was positively related to leaders' exhaustion, but unrelated to their transformational behaviour. Day-specific time spent dealing with e-mail, however, was negatively related to transformational leadership. E-mail overload appraisal mediated the relationship between COVID-19-related work intensification and exhaustion. Turning the focus on leaders during the COVID-19 crisis, our study has important implications for the design of work of leaders in times of crisis and beyond.

Measures of mental health and addictions conditions show a U-shaped relationship with self-rated worker performance

BACKGROUND

Reports of a meaningful relationship between mental health-related conditions and work productivity measures are relatively common. These, however, are frequently examined for their linearity while ignoring untapped, and potentially rich, non-linear associations.

METHODS

Following a serendipitous finding of a curvilinear relationship between workplace presenteeism (lowered productivity while at work) and depression, an investigation was undertaken of the association between worklife prevalence measures of presenteeism (measured by the W.H.O. Health & Work Performance Questionnaire) and lifetime prevalence of twelve psychosocial vulnerabilities, encompassing mental health, mental health-related, and addictive conditions. Linear and quadratic (U-shaped) functions were calculated across the "relative" presenteeism measure (self vs. other workers) for each of the 12 conditions.

RESULTS

A visual analysis revealed a U-shaped graphic function in all conditions, and excepting anxiety all were statistically significant. In general, increases beyond the lowest ("poorest") level of self-reported comparative productivity were associated with increases in psychosocial stability, but only as far as deemed equality. Beyond that, increases in self-confidence resulted in a reversal, thus returning to a higher level of vulnerability for the condition in question. A cursory scan of five relevant journals indicated that non-linear analyses were often possible, but rarely carried out.

CONCLUSIONS

This has informative value for our conceptualization of overconfidence, and it begs the question of whether an over-reliance on linear measures has caused us to overlook important curvilinear human relationships. The inclusion of analyses of non-linear functions is suggested as a matter of course for future studies.

A dynamic process of different helping behavior: from the extended self-theory perspective

Purpose

Drawing on the extended self-theory, this study explores the dynamic process through which reactive helping could influence proactive helping through self-investment and investigate the moderating role of task difficulty in affecting this process.

Design/methodology/approach

This study, with a sample of 582 diary surveys from 66 employees, used experience sampling techniques to analyze the proposed hypotheses.

Findings

The results revealed that self-investment could mediate the positive relationship between reactive helping and proactive helping. Additionally, task difficulty acts as an essential role in facilitating the process raised by reactive helping. Further examination revealed that the moderated mediation effect in this model was also significant.

Practical implications

Managers should encourage help-seeking and positive responses to requests, especially in groups with difficult tasks, which could build helpers’ extended self at work and increase their proactive helping behaviors at the following episode.

Originality/value

As verifying the dynamic trajectory of reactive helping, this study enriches our understanding of whether and how helping behaviors are likely to grow over time. Besides, it complements current pieces of literature by exploring the potential positive implication of reactive helping with a helper-centric perspective.

Examining the Moderating Effects of Work Unit Size and Task Analyzability in the Relation Between Leader's Communication Style and Leader-Member Exchange

There is a consensus regarding the impact of the leader’s communication on the relationship with their followers and on the achievement of organizational outcomes. This study seeks to contribute to clarifying the impact that contextual factors have on the leader’s communication in order to know how leaders should adjust their communication style, depending on the job characteristics, to build high quality relationships with their followers. Therefore, the current research examines the moderating role of two context factors in the effectiveness of leaders’ communication in generating the leader-member relationship. Through a moderation analysis on a sample of 149 white-collar workers, this research study analyzes how work unit size and task analyzability interact regarding six dimensions of leader communication style in relation to LMX. Results suggest that the work unit size moderates the relationship between two dimensions of leader’s communication style (preciseness and verbal aggressiveness) and LMX. Specifically, the positive effect of preciseness on LMX smooths as the work unit size increases. The negative effect of verbal aggressiveness on LMX becomes more intense as work unit size increases. Furthermore, task analyzability moderates the positive relationship between emotionality and LMX for low levels of task analyzability. As a result, this study contributes by deepening on why leaders’ communicative behaviors can have favorable/unfavorable results in specific contexts and on how a leader can modulate his/her communication style according to the context, in order to improve the LMX. Implications are discussed.

Impact of behaviour factors on acquisition performance: mediating role of speed of post-acquisition change

Purpose

The purpose of this paper is to increase understanding of the influence of behaviour factors (corporate cultural differences and transformational leadership) on acquisition performance, through the mediating role of speed of post-acquisition change (as a process factor), in the specific context of a transitional economy.

Design/methodology/approach

A model was tested on a sample of acquisitions in Serbia carried out by domestic and European companies. In total, 208 valid questionnaires were collected from 10 acquired companies. Linear regression analysis was used to test the research hypotheses. To test the mediator hypothesis, Baron and Kenny's (1986) procedure was used. Statistical significance of indirect or mediated effect was calculated with Statistical Product and Service Solutions (SPSS) macro provided by Preacher and Hayes (2004).

Findings

Mediator analysis shows that corporate cultural differences and transformational leadership have direct and indirect impacts on acquisition performance.

Practical implications

The results may be significant for managers involved in the processes of acquisitions, in terms of helping them to make appropriate decisions in different phases of an acquisition process, so as to obtain sufficient levels of employee commitment and trust to improve acquisition performance.

Originality/value

This research contributes to a better understanding of the relationships between behaviour factors and acquisition performance. In particular, no research into the speed of post-acquisition changes as a mediator variable between behaviour factors and acquisition performance has previously been conducted, to the best of the authors' knowledge. Thus, this research offers a unique understanding in the transitional economy context of Serbia.

Personalities in sync: The covariation of psychological resources in leader–follower dyads

Based on a two-week daily diary study of 31 leader–follower dyads, this article demonstrates that within-person variation in the leader’s level of state core self-evaluations is associated with within-person variation in the follower’s level of state core self-evaluations. Moreover, we provide tentative evidence that this crossover effect might be mediated by transformational leadership behavior. Our study contributes to personality and leadership research by exploring within-leader, within-follower, and within-dyad personality processes. By showing that the personality states of leader and follower fluctuate in sync, we shed light on a new way in which leaders and followers connect.

Relating within-person personality variability to organizational citizenship behavior and counterproductive work behavior: A resource-based perspective

Research on the effects of within-person personality variability has mainly focused on the consequences for subjective well-being. Drawing on a resource-based approach, we extend this field to the work domain, expecting that since deviating from one’s average trait level is resource intensive, it should relate negatively to behaviors that require the investment of additional resources, such as organizational citizenship behavior (OCB), while it should relate positively to behaviors that replenish one’s resources, such as counterproductive work behavior. Using two personality dimensions that are predictive for work-performance (conscientiousness and core self-evaluations), and a new variability index that is not confounded by the mean, we find an effect of personality variability on negative performance outcomes (counterproductive work behavior), while no relation is found with positive forms of extra-role performance (organizational citizenship behavior). These results were replicated across three separate experience sampling studies, confirming that, while within-person personality variability is related to performance, those relationships are relatively weak and they do not hold for every performance facet.

Core Self-Evaluations Over Time

Abstract. Core self-evaluations (CSEs) represent a prominent construct with links to a number of important organizational behaviors and outcomes. Previous research on this variable appears to have assumed that CSE is a stable trait. However, very little research has examined this assumption, particularly over longer time periods. This study investigated this issue, focusing on within-person variability in CSE. Drawing from several theoretical perspectives related to self-concept, we examined the extent to which levels of this construct varied over several years as well as potential predictors of this variability. Hierarchical linear modeling analyses indicated there was substantial within-person variance in CSE over time and this variability was related to income and education. These findings shed additional light on the fundamental nature of CSE, contributing to a new perspective on this construct with potential implications for employees, organizations, and researchers.

Leader strain and follower burnout: Exploring the role of transformational leadership behaviour

This study contributes to leadership literature by linking leader strain with followers’ level of burnout while considering leaders’ transformational leadership behaviour. The study provides promising insights into the field of leadership theory by shedding light on the nature of leadership under stress. The sample consisted of 294 dyads of leaders and their followers, who provided information on transformational leadership style, levels of perceived strain, and burnout via an online survey. Results show that (1) strained leaders display less transformational leader behaviours, (2) leaders’ transformational behaviours reduce follower burnout, and (3) the relationship between leader strain and follower burnout is mediated by transformational leadership behaviours. This study contributes to the existing literature by exploring the link between leaders’ strain and followers’ burnout within a health-oriented leadership framework, and uncovers direct and indirect effects seen as a result of transformational leadership.

Developing a Taxonomy of Dark Triad Triggers at Work - A Grounded Theory Study Protocol

In past years, research and corporate scandals have evidenced the destructive effects of the dark triad at work, consisting of narcissism (extreme self-centeredness), psychopathy (lack of empathy and remorse) and Machiavellianism (a sense of duplicity and manipulativeness). The dark triad dimensions have typically been conceptualized as stable personality traits, ignoring the accumulating evidence that momentary personality expressions - personality states - may change due to the characteristics of the situation. The present research protocol describes a qualitative study that aims to identify triggers of dark triad states at work by following a grounded theory approach using semi-structured interviews. By building a comprehensive categorization of dark triad triggers at work scholars may study these triggers in a parsimonious and structured way and organizations may derive more effective interventions to buffer or prevent the detrimental effects of dark personality at work.

The curvilinear relationship between work pressure and momentary task performance: the role of state and trait core self-evaluations

Whereas several studies have demonstrated that core self-evaluations (CSE)–or one’s appraisals about one’s own self-worth, capabilities, and competences–relate to job outcomes, less is known about the mechanisms underlying these relationships. In the present study, we address this issue by examining the role of within- and between-person variation in CSE in the relationship between work pressure and task performance. We hypothesized that (a) work pressure relates to task performance in a curvilinear way, (b) state CSE mediates the curvilinear relationship between work pressure and task performance, and (c) the relationship between work pressure and state CSE is moderated by trait CSE. Our hypotheses were tested via a 10-day daily diary study with 55 employees in which trait CSE was measured at baseline, while work pressure, task performance, and state CSE were assessed on a daily basis. Bayesian multilevel path analysis showed that work pressure affects task performance via state CSE, with state CSE increasing as long as the employee feels that (s)he is able to handle the work pressure, while it decreases when the level of work pressure exceeds the employees’ coping abilities. Moreover, we found that for people low on trait CSE, the depleting effect of work pressure via state CSE happens for low levels of work pressure, while for people high in trait CSE the depleting effect is located at high levels of work pressure. Together, our findings suggest that the impact of work pressure on task performance is driven by a complex interplay of between- and within-person differences in CSE.

The cognitive-behavioral system of leadership: cognitive antecedents of active and passive leadership behaviors

In the present paper, we propose a cognitive-behavioral understanding of active and passive leadership. Building on core evaluations theory, we offer a model that explains the emergence of leaders' active and passive behaviors, thereby predicting stable, inter-individual, as well as variable, intra-individual differences in both types of leadership behavior. We explain leaders' stable behavioral tendencies by their fundamental beliefs about themselves, others, and the world (core evaluations), while their variable, momentary behaviors are explained by the leaders' momentary appraisals of themselves, others, and the world (specific evaluations). By introducing interactions between the situation the leader enters, the leader's beliefs, appraisals, and behavior, we propose a comprehensive system of cognitive mechanisms that underlie active and passive leadership behavior.