Individual differences as antecedents of leader behavior: Towards an understanding of multi-level outcomes

Tunçdoğan, Aybars; Acar, Oguz Ali; Stam, Daan

doi:10.1016/j.leaqua.2016.10.011

Cited by 70 publications

(69 citation statements)

References 287 publications

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“…Specifically, we argue that and test whether followers will respond differently to SLMX and ELMX relationships, depending on their level of other orientation or their “dispositional tendency to be concerned with and helpful to other persons” (Meglino & Korsgaard, , p. 948). Recent reviews of the leadership literature suggest that followers' traits and dispositions are likely to influence the effectiveness of SLMX and ELMX relationships (Tuncdogan, Acar, & Stam, ).…”

Section: Introductionmentioning

confidence: 99%

The role of other orientation in reactions to social and economic leader–member exchange relationships

2018

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Summary In this study, we investigate, through two study samples, whether relationships between social leader–member exchange (SLMX) and economic leader–member exchange (ELMX) relationships and outcomes differ depending on the followers' level of other orientation or the extent to which they are concerned for the welfare of others. We propose that followers with higher other orientation would respond less negatively to higher levels of ELMX and more positively to higher levels of SLMX because they are less likely to engage in behaviors based on rational and self‐interested calculations. In Study 1 (N = 200), we found that higher other orientation mitigated ELMX's negative relations with affective commitment and turnover intention. In Study 2 (N = 4,518), we both replicated the findings from Study 1 and also found that higher other orientation mitigated ELMX's negative relations with work effort. We also uncovered a weaker positive relationship between SLMX and organizational citizenship behavior for followers with higher other orientation.

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Section: Introductionmentioning

confidence: 99%

The role of other orientation in reactions to social and economic leader–member exchange relationships

2018

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“…However, prior research does support our proposed variable ordering. For example, conscientiousness (a generally stable trait) is often viewed as a proximal antecedent of leader behaviors, which in turn drive followers' reactions (DeRue et al, ; Tuncdogan et al, ). A related limitation is that our measures of leader adaptability and satisfaction with the leader were both rated by followers, which introduces common method bias concerns (Podsakoff, Mackenzie, Lee, & Podsakoff, ).…”

Section: Discussionmentioning

confidence: 99%

“…In Hypothesis , we argued that leader adaptability would positively predict followers' shared satisfaction with the leader. Because leader behaviors—including adaptability—are a theoretically more proximal outcome of leader traits than are followers' attitudinal reactions (Antonakis et al, ; DeRue et al, ; Tuncdogan et al, ), we expect that leader adaptability will mediate the interactive effect of leader conscientiousness and leader role authenticity on followers' shared sense of satisfaction with the leader (a conditional indirect effect; Preacher, Rucker, & Hayes, ). Therefore,Hypothesis The indirect effect of leader conscientiousness on followers' shared satisfaction with the leader via leader adaptability is conditional upon leader role authenticity, such that the indirect effect becomes increasingly positive as role authenticity increases and increasingly negative as role authenticity decreases.…”

Section: Theoretical Developmentmentioning

confidence: 99%

“…Scholars argue that leader traits affect follower attitudes by way of leader behaviors (Antonakis, Day, & Schyns, 2012;DeRue et al, 2011;Tuncdogan, Acar, & Stam, 2017). To this end, socioanalytic theories (Hogan, 1983(Hogan, , 1996Hogan & Holland, 2003) suggest that conscientious individuals are generally motivated to behave in ways that maximize accomplishment, though the specific behavioral approaches they employ to do so can vary substantively.…”

Section: Are Followers Satisfied With Conscientious Leaders? the Momentioning

confidence: 99%

“…In Hypothesis 3, we argued that leader adaptability would positively predict followers' shared satisfaction with the leader. Because leader behaviors-including adaptability-are a theoretically more proximal outcome of leader traits than are followers' attitudinal reactions (Antonakis et al, 2012;DeRue et al, 2011;Tuncdogan et al, 2017), we expect that leader adaptability will mediate the interactive effect of leader conscientiousness and leader role authenticity on followers' shared sense of satisfaction with the leader (a conditional indirect effect; Preacher, Rucker, & Hayes, 2007). Therefore, The average actual crew size (including the leader) was seven members (SD = 1.70).…”

Section: An Integrated Modelmentioning

confidence: 99%

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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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The role of CEO regulatory focus in increasing or reducing corporate carbon emissions

Wagner,

Fischer‐Kreer

2023

Bus Strat Env

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This article contributes to the emerging stream of corporate carbon emission research, which zooms in on CEOs' responsibility in organizations' strategic decision‐making. This investigation offers new knowledge of how a CEO's regulatory focus can shape whether firms reduce their carbon footprints. Building on regulatory focus theory, this study proposes how the two distinct motivational dispositions (i.e., promotion or prevention focus) of a CEO relate to corporate carbon emissions. We empirically analyzed S&P 500 firms from 2007 to 2018. The findings indicate that CEOs with a high promotion focus are positively associated with corporate carbon emissions, whereas CEOs with a high prevention focus are negatively linked to corporate carbon emissions, with the latter relationship weakened by industry volatility. The findings reported in this study enrich carbon emission research by devoting attention to cognitive and motivational aspects of CEOs for corporate carbon management.

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Individual differences as antecedents of leader behavior: Towards an understanding of multi-level outcomes

Cited by 70 publications

References 287 publications

The role of other orientation in reactions to social and economic leader–member exchange relationships

The role of other orientation in reactions to social and economic leader–member exchange relationships

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

The role of CEO regulatory focus in increasing or reducing corporate carbon emissions

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