Drawing from identity-based theories of leadership, we examined relations of leader identity with leader behavior and perceived effectiveness. To do so, we employed multiwave methodology to examine the differential impact of leaders' chronic collective, relational, and individual identities on the frequency and consistency of their subsequent transformational, consideration, and abusive behaviors over a 3-week period. We also examined the relative importance of these leadership behaviors for predicting perceived leader effectiveness as rated by subordinates and peers. Results indicated that leaders' collective and individual identities were uniquely related to transformational and abusive behaviors, respectively. We also observed a significant collective by individual identity interaction, such that abusive behaviors were most frequent when a strong individual identity was paired with a weak collective identity. Frequency of transformational behaviors accounted for the largest proportion of variance in perceived leader effectiveness, followed by frequency of abusive behaviors and consistency of transformational behaviors. We discuss the implications of these findings for leadership theory and development.

No abstract

No abstract

Despite the importance of leader vision communication to effective leadership, little is known about what prompts leaders to communicate a vision in the first place. Drawing from construal level theory, we examined the within-person relationship of leader construal level in the morning with vision communication during that workday. Leadership self-identity, or the extent to which “being a leader” is central to one’s self-concept, was specified as a cross-level moderator of the daily construal level–vision communication relationship. We tested our predictions using an experience sampling design across 15 consecutive workdays. In total, we obtained a total of 394 matched morning and afternoon surveys from 44 mid- to high-level managers. Results revealed that a high-level construal level in the morning was positively associated with vision communication during the day but only when leadership self-identity is high (vs. low). We discuss the theoretical implications of our findings, in particular with regard to the emerging field of visionary leadership as well as the emerging literature that uses construal level theory to explain leadership phenomena.

Background: This daily diary study investigates the relation between sleep quality during the night and its effect on procrastination at work during the next workday. Previous research has shown that sleep quality is an important variable for work behavior at the daily level, including employee performance, safety, health, and attitudes, such as work engagement. Also, sleep quality has been found to be negatively related to next-day work procrastination. However, these studies did not address trait differences that may be involved. In other words, they have not investigated whether all employees experience the effects of sleep quality on procrastination similarly. We explore the moderating effect of trait self-control.Methods: Seventy one full-time employees (51% male) working in various industries participated, including finance or banking (17%), government or education (13%), construction (7%), health care (7%), sales or marketing (6%), and others. Average age was 35.20 years (SD = 12.74), and average employment tenure was 13.3 years (SD = 13.16). Participants completed a one-shot general electronic questionnaire (to assess trait self-control, using a four-item scale adapted from Tangney et al., 2004). Subsequently, these employees received two daily electronic questionnaires to assess sleep quality (measured with one item from the Pittsburgh Sleep Quality Index (Buysse et al., 1989), and a three-item scale of procrastination (adapted from Tuckman, 1991) over the course of 10 workdays, resulting in 465 pairs of matched morning-afternoon measurements (65% response).Results: Results of multilevel regression analyses showed that sleep quality was negatively related to work procrastination the next day. Sleep quality, however, also interacted with trait self-control in impacting work procrastination, such that low sleep quality affected employees low in trait self-control, but not employees high in trait self-control.Conclusion: The findings of this study qualify earlier research showing the relation between procrastination and sleep quality. We show that the relation is only present for those who have low trait self-control; employees with high trait self-control tend to be immune to low sleep quality. Thus, general advice or interventions to improve sleep quality may be restricted to a selection of employees that are truly affected.