Leadership behaviours as predictors of cost and change effectiveness

Arvonen, Jouko; Pettersson, Pär

doi:10.1016/s0956-5221(00)00009-9

Cited by 30 publications

(16 citation statements)

References 9 publications

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“…The validity of the CPE leadership model has been demonstrated in a number of studies in both American and Scandinavian samples (Arvonen & Pettersson, 2002;Ekvall & Arvonen, 1991, 1994Michel, 2011;Yukl, 1999;Yukl, Gordon & Taber, 2002). There are studies suggesting that leadership models containing the three dimensions task-, relations-, and change-oriented behaviors, such as the flexible leadership taxonomy (Yukl, 1999) and the CPE leadership model (Arvonen, 2002), predict various subordinate-and manager-rated effectiveness outcomes well in line with other leadership models, such as transformational and transactional leadership (Michel, 2011).…”

Section: -Degree Feedbackmentioning

confidence: 99%

Leader personality and 360‐degree assessments of leader behavior

Bergman

Lornudd

Sjöberg

et al. 2014

Scandinavian J Psychology

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To investigate the relationship between personality and multi-source feedback, we assessed 190 health care managers by applying the Understanding Personal Potential personality test, which provides comprehensive measurement of the Big Five dimensions and eight narrower personality traits. Managers' leadership behaviors were assessed by colleagues, supervisors, a random sample of each manager's subordinates as well as the managers themselves using a 360-degree change, production, employee (CPE) instrument. Hierarchical multivariate regression analysis showed that the Big Five variables were significantly related to the Managers' leadership behavior in all CPE dimensions. Also, addition of narrow personality variables to the Big Five increased explained variance in leadership behavior. This study is the first of its kind to include the full range of viewpoints in a 360-degree instrument, along with a large number of subordinate assessments. We found that both the strength of the relationship between personality and behavior and the configuration of different predictors varied depending on who did the rating and what leadership orientation was investigated, and this observation merits further investigation.

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Section: -Degree Feedbackmentioning

confidence: 99%

Leader personality and 360‐degree assessments of leader behavior

Bergman

Lornudd

Sjöberg

et al. 2014

Scandinavian J Psychology

View full text Add to dashboard Cite

show abstract

“…Several studies have shown positive results for leadership profiles with high relation orientation (included in profiles B and C) with regard to a high level of well‐being and a low level of stress (Skakon et al ., ), as well as to cost and change effectiveness (Andersen, ; Arvonen and Pettersson, ). Both low (profile C) and high (profile B) task orientations have shown positive results regarding different outcomes.…”

Section: Leadership Behaviour and Situational Aspectsmentioning

confidence: 99%

External workers’ perception of leadership behaviour - a study of Swedish temporary agency workers and contractors

Svensson

Vinberg

Larsson

2014

Human Resource Management Journal

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The increasing prevalence of externalised work arrangements in industrialised countries has brought with it ever greater managerial complexity in the workplace. This article explores how leadership behaviour is perceived by internal and external workers within a public authority in Sweden. Questionnaire data from 505 temporary agency workers (TAWs), contractors and internal employees have been analysed. Multinomial logistic regression analyses indicate that external workers such as TAWs and contractors are more likely than internal employees to notice leadership profiles, including pronounced, task-oriented leadership behaviour. These results hold true when controlled for demographic and socio-economic variables and organisational tenure. A practical implication is that explicit attention should be paid to the need for leadership training in developing HRM strategies with regard to external employees.

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“…That balance is struck not only in the way procurement-and its accompanying processes and technologies-is structured, but in how the various roles, responsibilities, and decision rights are allocated between the corporate procurement organization and the various procurement functions attached to the business unit, functional, and regional stakeholders (Arvonen, 2002).…”

Section: Political Interferencementioning

confidence: 99%

“…Leadership is the behaviors, activities, and symbolic actions of structures of formalizing for production, create social and psychological contracts, and to facilitate change in order to adapt a group into the environmental demands states Arvonen (2002). Yukl (2006) has identified different approaches of leadership.…”

Section: Political Interferencementioning

confidence: 99%