Assessing flexible leadership as a mastery of opposites.

Kaiser, Robert B.; Overfield, Darren V.

doi:10.1037/a0019987

Cited by 66 publications

(73 citation statements)

References 28 publications

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“…Forceful and Enabling behaviors represent how one leads, or one's leadership style, and Strategic and Operational behaviors represent what one leads, or the organisational issues on which a leader focuses (Kaiser, Lindberg, & Craig, ; Kaiser & Overfield, ). How one leads reflects interpersonal behavior, which can be conceptualised in terms of two dimensions: an agentic drive to get ahead (power, mastery, and assertion) and a communal drive to get along (intimacy, union, and relatedness) (Hogan, ; Wiggins, ).…”

Section: Ineffective Leader Behaviormentioning

confidence: 99%

The Dark Side of Personality and Extreme Leader Behavior

Kaiser¹,

LeBreton

Hogan³

2013

Applied Psychology

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122

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In this study, dark‐side traits are conceptualised as extreme extensions of the “bright‐side” traits of the Five‐Factor Model that often have counterproductive effects. We predict which dark‐side traits will be related to ratings of “too little” and “too much” of four leader behaviors and how low levels of Emotional Stability may accentuate the relationship between dark‐side traits and excessive leader behavior. Analyses in a sample of 320 American and European managers and executives rated by 4,906 co‐workers provided support for most predicted relationships, with medium‐sized overall multivariate effects. Support for a moderating effect for Emotional Stability was also found. Scores near the normative mean on the dark‐side traits were associated with optimal levels of the leader behaviors, whereas both high scores and, unexpectedly, low scores were associated with extreme, ineffective leader behaviors. Implications are considered for future research on the role of the dark side in leadership, re‐conceptualising the interpretation of low scores on dark‐side personality scales, and the coaching and development of managers.

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Section: Ineffective Leader Behaviormentioning

confidence: 99%

The Dark Side of Personality and Extreme Leader Behavior

Kaiser¹,

LeBreton

Hogan³

2013

Applied Psychology

Self Cite

122

View full text Add to dashboard Cite

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“…Such a versatile leader should feel competent mastering a variety of often opposing skills. For example, drawing on complexity theories, Kaiser and Overfield (2010) proposed that a successful leader should not only be directive and focused on execution but also collaborative and focused on vision. This dual focus on two equally desirable end-states calls for an examination of simultaneous use of both promotion and prevention values.…”

Section: Prevention Focusmentioning

confidence: 99%

The joint effects of promotion and prevention focus on performance, exhaustion and sickness absence among managers and non-managers

Petrou

Heuvel

Schaufeli

2017

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Purpose The purpose of this paper is to examine the main and interaction effects of self-rated promotion and prevention regulatory focus on self-rated work performance, emotional exhaustion and sickness absence for managers and non-managers separately. The authors expected that promotion focus relates positively to performance and negatively to sickness absence, while prevention focus relates positively to exhaustion and sickness absence, both for managers and non-managers. Furthermore, the authors expected that promotion focus relates positively to performance but also to exhaustion and sickness absence when prevention focus is high, only for managers (i.e. a manager’s dual regulatory focus can be an effective but also exhausting leadership strategy). Design/methodology/approach The authors tested the hypotheses via moderated regression analyses among two independent groups, managers (n=241) and non-managers (n=415). Findings Promotion focus was positively related to managers’ and non-managers’ performance and negatively to non-managers’ sickness absence, while prevention focus did not have any main effects. As expected, managers’ promotion focus was positively related to managers’ sickness absence when managers’ prevention focus was high (i.e. dual regulatory focus). Furthermore, managers’ promotion focus negatively related to managers’ performance when managers’ prevention was high, failing to support the hypothesis. Practical implications Promotion focus should be enhanced by organizations among leaders and employees. The authors also cautiously discuss the possibility of interventions comparing a promotion focus with dual-focus training. Originality/value The authors contribute to the literature by examining the joint (rather than main) effects of promotion and prevention focus on work behavior and the authors address these links among managers and non-managers.

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“…Finally, our study positions leader adaptability in the nomological network of leader behaviors that link leader traits to more distal leadership outcomes, namely follower attitudes. To date, scholarly investigations into the antecedents and outcomes of leader adaptability have been modest in quantity relative to popular press attention (e.g., Griffin & Hesketh, ; Kaiser & Overfield, ; Zaccaro & Banks, ), despite the presumed importance of adaptability in today's increasingly complex environments (Kirkman & Harris, ; Uhl‐Bien & Arena, ). Our study suggests that adaptable leader approaches may be in part explained by leader traits, but only when situational attributes (e.g., role authenticity) are considered.…”

Section: Discussionmentioning

confidence: 99%

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

et al. 2018

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Summary Leadership scholars have yet to identify a clear and consistent relationship between leader conscientiousness and followers' satisfaction with a leader. Drawing from socioanalytic theory and related personality research, we argue that the underlying motives of leader conscientiousness can manifest in systematically different behaviors aimed at team task accomplishment, ranging from rigid and order‐driven to relatively more adaptable approaches. Importantly, we posit that the relationship between a leader's conscientiousness and adaptability is conditioned by role authenticity (i.e., the extent to which a leader believes a role permits expressions of her or his “true self”). Hence, we articulate a conditional indirect effects model whereby leader conscientiousness and leader role authenticity jointly predict leader adaptability and, in turn, increasing levels of leader adaptability are positively associated with followers' shared satisfaction with their leader. Data from a sample of fire and rescue crews provide partial support for the model. Post hoc analyses suggest that the conditioning influence of leader role authenticity on leader conscientiousness is more informative when subfacets of conscientiousness are considered.

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Assessing flexible leadership as a mastery of opposites.

Cited by 66 publications

References 28 publications

The Dark Side of Personality and Extreme Leader Behavior

The Dark Side of Personality and Extreme Leader Behavior

The joint effects of promotion and prevention focus on performance, exhaustion and sickness absence among managers and non-managers

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

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