Impact of rater personality on transformational and transactional leadership ratings

Bono, Joyce E.; Hooper, Amy C.; Yoon, David J.

doi:10.1016/j.leaqua.2011.11.011

Cited by 59 publications

(72 citation statements)

References 63 publications

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Section: Accuracy Of Follower Leadership Ratingsmentioning

confidence: 99%

“…However, reliance on follower ratings of leader behavior as a key measure of leadership processes, or even as the sole measure, creates significant challenges. In particular, followers become important contributors to the processes they are used to measure, raising both the issue of accuracy of leader ratings and the potential for biases in ratings processes that are associated with individual differences among followers (Bono, Hooper, & Yoon, 2012;Hunter, Bedell-Avers, & Mumford, 2007).If leader ratings are to be accurate at the behavioral level, they must accurately report whether specific types of behaviors occurred (e.g., Lord, 1985). In terms of signal detection theory, accurate behavioral measurement requires memory sensitivity-that is, the ability to distinguish between those behaviors that occurred and those that did not.…”

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confidence: 99%

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Reconsidering the accuracy of follower leadership ratings

Hansbrough

Lord

Schyns

2015

The Leadership Quarterly

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(2015) 'Reconsidering the accuracy of follower leadership ratings.', Leadership quarterly., 26 (2). pp. 220-237. Further information on publisher's website:http://dx.doi.org/10.1016/j.leaqua. 2014.11.006 Publisher's copyright statement: NOTICE: this is the author's version of a work that was accepted for publication in The Leadership Quarterly. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reected in this document. Changes may have been made to this work since it was submitted for publication. A denitive version was subsequently published in The Leadership Quarterly, 26, 2, April 2015, 10.1016/j.leaqua.2014 Additional information: Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-prot purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. AbstractAccurate behavioral measurement is essential to developing a science of leadership, yet accurate measurement has remained elusive. The use of follower reports of leader behavior creates challenges given that a large body of basic and applied research suggests that behavioral ratings reflect not only recall of actual behaviors, but also inferences based on semantic memory, which may vary among individuals. In this paper, we examine several explanations for rater effects that are associated with follower individual differences, contextual factors, and even research methods, such as the type of measure used, that may bias ratings of leader behavior. We also develop a conceptual model to illustrate these processes. Finally, we offer potential solutions to increase accuracy in follower reports of leader behavior. ACCURACY OF FOLLOWER LEADERSHIP RATINGS 3The leadership field relies heavily on follower ratings of leader behavior both in research settings to test leadership theories and in applied settings for leadership development purposes (e.g., 360-degree feedback). Given that leadership reflects a dynamic interaction between leaders and followers (Riggio, Chaleff, & Lipman-Blumen, 2008;Shamir, Pillai, Bligh, & Uhl-Bien, 2006), follower ratings provide an important source of data. Indeed, Shamir (2007) describes followers as "co-producers of leadership." However, reliance on follower ratings of leader behavior as a key measure of leadership processes, or even as the sole measure, creates significant challenges. In particular, followers become important contributors to the processes they are used to measure, raising both the issue of accuracy of leader ratings and the potential for biases in ratings processes that are associ...

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Section: Accuracy Of Follower Leadership Ratingsmentioning

confidence: 99%

mentioning

confidence: 99%

Reconsidering the accuracy of follower leadership ratings

Hansbrough

Lord

Schyns

2015

The Leadership Quarterly

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“…In terms of leadership practices, research shows that the more conscientious the followers, the more they are recognized and the more they react positively to transformational leadership, leading to higher ratings of transformational leadership behaviour (Bono, Hooper, & Yoon, 2012). Leaders may also be encouraged to activate a transformational leadership style while working with high self-esteem and conscientious followers (Dvir & Shamir, 2003).…”

Section: Moderating Roles Of Followers' Personality Traits (Study 1)mentioning

confidence: 99%

“…Additionally, as conscientious followers are very good performers, leaders may appreciate them more than other followers and place relatively more importance on their development needs, such as individualized consideration (Hurtz & Donovan, 2000). Consequently, leaders may think conscientious followers are worth the investment in terms of productivity and may be more likely to respond to the needs of these followers (Bono, Hooper, & Yoon, 2012). Leaders have a tendency to Perceived transformational leadership, job satisfaction…”

Section: Moderating Roles Of Followers' Personality Traits (Study 1)mentioning

confidence: 99%

Perceptions of transformational leadership and job satisfaction: The roles of personality traits and psychological empowerment

Aydoğmuş

Camgöz

Ergeneli

et al. 2016

Journal of Management & Organization

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Through two studies, this paper investigates the moderating effects of personality traits (i.e., extraversion, conscientiousness, agreeableness and neuroticism) and the mediating effect of psychological empowerment on the relationship between perceived transformational leadership and job satisfaction. Study 1 searches whether personality traits moderate the effects of perceived transformational leadership on followers' job satisfaction. Using a sample of 221 R&D employees employed by information technology organizations, the results of Study 1 indicate that the more conscientious the employee, the stronger the relationship between perceived transformational leadership and job satisfaction. Study 2 explores whether psychological empowerment mediates the effects of perceived transformational leadership on followers' job satisfaction. Based on data from 348 academics, the results support the mediating role of psychological empowerment on job satisfaction, in that when employees perceive their leader as transformational they feel more psychologically empowered, which in turn increases job satisfaction levels. Implications for future research and practice are discussed.Keywords: perceived transformational leadership, personality traits, psychological empowerment, job satisfaction Received 1 February 2016. Accepted 6 November 2016 T oday's dynamic work environment brought about by economic, technological and demographic changes affecting the magnitude of employee job satisfaction. It has been well documented that highly satisfied employees are more likely to be committed to their organization (Cooper-Hakim & Viswesvaran, 2005), have higher levels of job performance (Judge, Scott, & Ilies, 2006) and lower levels of turnover (Hulin & Judge, 2003). The accumulating evidence about the role of job satisfaction on various organizational outcomes triggered the studies investigating its predictors. Although job satisfaction was found to be affected by situational factors, it was also found to be shaped by individual * Faculty of Business Administration, Bilkent University, Ankara, Turkey ** Department of Business Administration, Faculty of Economics and Administrative Science, Hacettepe University, Ankara, TurkeyCorresponding author: caydogmus@bilkent.edu.tr § This manuscript is an original work that has not been submitted to nor published anywhere else. This study probes the underlying mechanism and the processes of how followers' perceptions of transformational leadership influence job satisfaction, with a focus on followers' personality traits and psychological empowerment with two different studies. With this aim, we provide follower-based perspective on leadership issues on management and organizations of benefit to scholars, Human Resource practitioners and managers.

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“…Riggio further argued that it is a leadership style by the relationship which deals or encourages mutual stimulation of team members which elevates followers into leaders and perhaps converts leaders into moral agents. Transformational leaders are known to promote trust, loyalty, admiration, and respect amongst followers (Bono et al, 2012). This leadership style is very helpful for team high performance and project success.…”

Section: Introductionmentioning

confidence: 99%

Analysis of competencies for effective virtual team leadership in building successful organisations

Maduka¹,

Edwards

Greenwood³

et al. 2018

BIJ

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Northumbria University has developed Northumbria Research Link (NRL) to enable users to access the University's research output. Copyright © and moral rights for items on NRL are retained by the individual author(s) and/or other copyright owners. Single copies of full items can be reproduced, displayed or performed, and given to third parties in any format or medium for personal research or study, educational, or not-for-profit purposes without prior permission or charge, provided the authors, title and full bibliographic details are given, as well as a hyperlink and/or URL to the original metadata page. The content must not be changed in any way. Full items must not be sold commercially in any format or medium without formal permission of the copyright holder. The full policy is available online: http://nrl.northumbria.ac.uk/policies.html This document may differ from the final, published version of the research and has been made available online in accordance with publisher policies. To read and/or cite from the published version of the research, please visit the publisher's website (a subscription may be required.) Analysis of competencies for effective virtual team leadership in building successful organisationsAbstract: Purpose Global competition and advances in technology have enhanced the growing trend of virtual teams in order to execute business strategies. Thus, understanding the competencies needed for virtual leadership effectiveness is essential and vital to organisational success. The purpose of this paper is to identify and analyse the required competencies for virtual team leadership and its effectiveness in an organisation.

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Impact of rater personality on transformational and transactional leadership ratings

Cited by 59 publications

References 63 publications

Reconsidering the accuracy of follower leadership ratings

Reconsidering the accuracy of follower leadership ratings

Perceptions of transformational leadership and job satisfaction: The roles of personality traits and psychological empowerment

Analysis of competencies for effective virtual team leadership in building successful organisations

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