Self–other agreement in empowering leadership: Relationships with leader effectiveness and subordinates' job satisfaction and turnover intention

Amundsen, Stein; Martinsen, Ole J.

doi:10.1016/j.leaqua.2014.04.007

Cited by 88 publications

(102 citation statements)

References 96 publications

(157 reference statements)

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“…Thus, there was a point after which high and aligned perceptions caused rather decrease than improvement in team learning, which contradicts Hypotheses 1 and 2. Curvilinear relationships have previously been reported between leaders' and subordinates' ratings of empowering leadership and leader effectiveness (Amundsen & Martinsen, 2014). However, the authors' interpretation that this was due to how successful leaders were avoiding to outperform others is hardly transferable to organizational learning.…”

Section: Discussionmentioning

confidence: 83%

Are We All in the Same Boat? The Role of Perceptual Distance in Organizational Health Interventions

et al. 2016

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The study investigates how agreement between leaders' and their team's perceptions influence intervention outcomes in a leadership‐training intervention aimed at improving organizational learning. Agreement, i.e. perceptual distance was calculated for the organizational learning dimensions at baseline. Changes in the dimensions from pre‐intervention to post‐intervention were evaluated using polynomial regression analysis with response surface analysis. The general pattern of the results indicated that the organizational learning improved when leaders and their teams agreed on the level of organizational learning prior to the intervention. The improvement was greatest when the leader's and the team's perceptions at baseline were aligned and high rather than aligned and low. The least beneficial scenario was when the leader's perceptions were higher than the team's perceptions. These results give insights into the importance of comparing leaders' and their team's perceptions in intervention research. Polynomial regression analyses with response surface methodology allow three‐dimensional examination of relationship between two predictor variables and an outcome. This contributes with knowledge on how combination of predictor variables may affect outcome and allows studies of potential non‐linearity relating to the outcome. Future studies could use these methods in process evaluation of interventions. Copyright © 2016 John Wiley & Sons, Ltd.

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Section: Discussionmentioning

confidence: 83%

Are We All in the Same Boat? The Role of Perceptual Distance in Organizational Health Interventions

et al. 2016

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“…Supportive, fair, and empowering leadership are examples of constructive leadership behaviors that may protect against and alleviate psychological distress (Amundsen and Martinsen 2014;Britt et al 2004;Finne et al 2014). In contrast, laissez-faire leadership may represent a form of destructive leadership that may be less adaptive after a traumatic incident.…”

Section: Introductionmentioning

confidence: 99%

Time-lagged relationships between leadership behaviors and psychological distress after a workplace terrorist attack

Birkeland

Nielsen

Knardahl

et al. 2015

Int Arch Occup Environ Health

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“…The only exception was Variable 1 (p-value ϭ 0.470 Ͼ 0.05) of transformational leadership (leader's revelation of thoughts and feelings in his/her group) where both leaders and employees proceeded to low ratings. Amundsen and Martinsen (2014) mentioned that they are often hard-working individuals who maintain pleasant relationships with their supervisors, and it is important that they be made more aware of their qualities as employees.…”

Section: Discussionmentioning

confidence: 99%

Self-other agreement for improving communication in libraries and information services

2016

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Purpose – This paper aims to examine the Self-Other Agreement between leaders and employees in the sector of Libraries and Information Services (LIS) to construct a sustainable and strategic communicational process among library directors and staff. Design/methodology/approach – A sample of 135 leaders-employees of 17 organisations of LIS in more than five countries answered on a quantitative methodological research instrument in a multiplicity of variables. Statistical analysis of independent samples t-test was used to testify our research hypotheses. Findings – Results indicated that there is a difference in means between the two independent samples (leaders-employees). There are library leaders who rate themselves quite high, and there are employees who rate their leaders with lower evaluations. Research limitations/implications – This research extends and improves the matter of Self-Other Agreement in the sector of LIS through the collection of data that indicated a possible gap of communication and trustworthiness between leaders and employees. Practical implications – Regardless of the difference or the consensus of ratings among leaders and employees, the results of this research could be served as a stimulus plus as a starting point for library leaders by correcting or developing relations of communication and trustworthiness between them and their followers. Originality/value – Self-Other Agreement is one of the major factors that positively or negatively affect the overall operation of the organization in the way a leader could perceive the additional feedback. In the sector of LIS, the study of Self-Other Agreement is a rich and unexplored research area which deserves further analysis.

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Self–other agreement in empowering leadership: Relationships with leader effectiveness and subordinates' job satisfaction and turnover intention

Cited by 88 publications

References 96 publications

Are We All in the Same Boat? The Role of Perceptual Distance in Organizational Health Interventions

Are We All in the Same Boat? The Role of Perceptual Distance in Organizational Health Interventions

Time-lagged relationships between leadership behaviors and psychological distress after a workplace terrorist attack

Self-other agreement for improving communication in libraries and information services

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