Are followers satisfied with conscientious leaders? The moderating influence of leader role authenticity

Harris, T. Brad; Cardador, M. Teresa; Cole, Michael S.; Mistry, Sal; Kirkman, Bradley L.

doi:10.1002/job.2342

Cited by 6 publications

(7 citation statements)

References 112 publications

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“…However, Organ and Lingl (1995) indicated that the connection between conscientiousness and satisfaction is not always obvious as they found that conscientiousness was a negative predictor of co-worker satisfaction. In the context of leader-follower relationships, Harris et al (2019) found that conscientious leaders are usually more rigid, i.e. less adaptable, which, in turn, elicits less satisfaction from followers.…”

Section: Conscientiousness and Consumer Satisfactionmentioning

confidence: 99%

The role of customer personality in satisfaction, attitude-to-brand and loyalty in mobile services

Smith

2020

SJME

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Purpose The purpose of this study is two-fold. First is to explore the role of some customer personality traits in explaining customer satisfaction in mobile services. Second is to explore the relationship between satisfaction and loyalty of mobile services customers, mediated by attitude-to-brand considering the fierce competition and the fast industry growth. Design/methodology/approach The study used a cross-sectional design and a survey of mobile service customers. For the empirical analysis, the structural equation models were applied (partial least squares). Findings The results suggest that customers who are agreeable, neurotic and open to new experience are more likely to be satisfied with mobile services than other personality types. In addition, the satisfaction-loyalty link is fully mediated by attitude-to-brand. Hence, satisfaction is not a direct driver of loyalty in the mobile services business and loyalty is achieved when service providers simultaneously focussed on the customers’ satisfaction and their attitudes towards brands. Practical implications The study identified the personality trait drivers of customer satisfaction and the path to customer loyalty in the mobile services sector. With this information, mobile service providers should be better able to target and retain customers. Originality/value The study offers new insights into customer behaviour by using personality traits to identify requirements for achieving customer satisfaction, customer loyalty and attitude-to-brand.

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Section: Conscientiousness and Consumer Satisfactionmentioning

confidence: 99%

The role of customer personality in satisfaction, attitude-to-brand and loyalty in mobile services

Smith

2020

SJME

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“…In doing so, we randomly divided the peer ratings for a focal member into two groups (if more than one peer rating was available, as was the case for about 93% of the participants). Subsequently, we used responses from the first group to assess the focal member's initiating structure and consideration, whereas we used responses from the second group to assess his or her informal leader emergence (for similar procedures, see Harris et al, 2019; Ou et al, 2014). This approach was justified because interrater reliability and agreement statistics, as reported before, showed that peer ratings for a focal member were highly similar and, thus, largely interchangeable (Ostroff et al, 2002).…”

Section: Resultsmentioning

confidence: 99%

Formal supervisors' role in stimulating team members' informal leader emergence: Supervisor and member status as critical moderators

et al. 2021

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Summary Teams can benefit markedly when formal supervisors stimulate their individual members' emergence as informal leaders. Combining insights from informal leadership research and social learning theory, we cast supervisors' role modeling of initiating structure and consideration behaviors as seemingly straightforward means of achieving this—but we suggest that the success of such role modeling critically hinges on supervisors' as well as members' status in the team. Results from a study of 220 nurses across 48 teams showed, accordingly, that a supervisor's initiating structure promoted individual members' informal leader emergence by increasing members' respective behavior. This indirect relationship only materialized, however, among relatively high‐status supervisors and relatively low‐status members. Moreover, although supervisors' and members' consideration were positively related (among relatively high‐status supervisors and largely irrespective of a member's status), such behavior did not influence members' emergence as informal leaders. Together, these findings offer novel insights into how, when, and why formal supervisors may aid their team members' attainment of informal leader roles. They shed new light on the complexity of formal–informal leadership linkages, with both supervisors' and members' standing in the team representing crucial, yet heretofore largely unexamined boundary conditions for formal supervisors' respective influence.

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“…Conscientiousness has previously been shown to be one of the single biggest predictors of leadership success (Teodorescu et al, 2017). However recent research has shown that the positive impact of conscientiousness could be negated by other leader attributes, which moderate the conscientiousness-performance relationship by altering the behavioural manifestation of conscientiousness (Harris et al, 2019). Additionally, Judge and Bono (2000) found that conscientiousness was not significantly predictive of transformational leadership, particularly after controlling for other Big 5 traits, arguing that highly conscientious leaders might hinder their success by failing to delegate and engage in overly close supervision.…”

Section: Traits Of Leader Emergence and Effectivenessmentioning

confidence: 99%

“…For instance, leader levels of Conscientiousness (i.e. tendencies to be orderly, forward planning, thorough, and achievement orientated; Goldberg, 1992) have been argued to have both positive and negative implications for leader effectiveness (Harris et al, 2019;Hogan & Hogan, 2001;Judge et al, 2009). Judge et al (2002) found certain traits to be predictive of emergence but not of effectiveness.…”

Section: Introductionmentioning

confidence: 99%

“…As such, there have been calls for research to examine and address how additional leadership attributes, beyond leader traits, play a direct or dynamic role in predicting proximal or distal organisational outcomes (e.g. Judge et al, 2002;Harris et al, 2019;Zaccaro et al, 2018;Ng et al, 2008;Tuncdogan et al, 2017). One such approach has been to shift from predictor-centric analysis (i.e.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

What Makes a Leader? An Investigation into the Relationship between Leader Emergence and Effectiveness

Treglown¹,

Cuppello²,

Darby³

et al. 2020

PSYCH

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Are the traits that predict leadership emergence the same that predict leadership effectiveness? How do leader attributes play either a direct or dynamic role in predicting organisational outcomes? This paper presents an investigation into the personality-performance relationship to address these questions. 936 general population and 198 senior leadership participants took the High Potential Trait Indicator (HPTI). The first part examined how levels of personality traits differentiated leaders from a general population. The second examined the relationship between leader personality, competencies and organizational success to assess whether the traits of leader emergence are the same as effectiveness. Additionally, this section simultaneously examined the role of leader traits and attributes play in predicting organizational performance. The results indicated that all six HPTI traits were associated with leader emergence. However, only three-Adjustment, Risk Approach, and Ambiguity Acceptance-were also positively predictive of leadership effectiveness. Curiosity showed mixed benefits for leaders, whilst Conscientiousness and Competitiveness did not differentiative leader effectiveness. Additionally, leader attributes were found not to predict performance. This paper offers novel insight into the important role of personality in distinguishing leader emergence as well as leader effectiveness. Implications are discussed in relation to models of leadership and potential, as well as for practice include identifying high potential talent and diversity in psychometric testing.

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Are followers satisfied with conscientious leaders? The moderating influence of leader role authenticity

Cited by 6 publications

References 112 publications

The role of customer personality in satisfaction, attitude-to-brand and loyalty in mobile services

The role of customer personality in satisfaction, attitude-to-brand and loyalty in mobile services

Formal supervisors' role in stimulating team members' informal leader emergence: Supervisor and member status as critical moderators

What Makes a Leader? An Investigation into the Relationship between Leader Emergence and Effectiveness

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