Are people-oriented leaders perceived as less effective in task performance? Surprising results from two experimental studies

Gartzia, Leire; Baniandrés, Josune

doi:10.1016/j.jbusres.2015.05.008

Cited by 67 publications

(18 citation statements)

References 54 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Apparently, there is no difference between males and females in the construction of positive identity as a leader in the current data set. Although it is surprising, this result is consistent with other studies that report these stereotypes as having decreased over time (Gartzia & Baniandrés, 2015;Li Kusterer et al, 2013;. The current results are also consistent with Grant Thornton's research that shows that 36% of senior managers in Indonesia are women, and the reasons many women advance themselves as leaders are their willingness to make a difference (47%) and to influence others (32%) (Priherdityo, 2016).…”

Section: Discussionsupporting

confidence: 91%

“…Considering the extreme differences in gender-typed and leader-typed roles, this often results in role incongruity or identity conflict (Karelaia & Guillén, 2014). Stereotypically, people tend to expect women to be calm, warm and nurturing, which are communal traits, while they view leaders as having more agentic traits, such as being assertive, dominant and competitive (Gartzia & Baniandrés, 2015;Koenig et al, 2011).…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Diversity in Unity: Perspectives from Psychology and Behavioral Sciences

Ariyanto¹,

Muluk²,

Newcombe³

et al. 2017

View full text Add to dashboard Cite

Section: Discussionsupporting

confidence: 91%

Section: Introductionmentioning

confidence: 99%

Diversity in Unity: Perspectives from Psychology and Behavioral Sciences

Ariyanto¹,

Muluk²,

Newcombe³

et al. 2017

View full text Add to dashboard Cite

“…From the follower's point of view, PSSP could thus be considered as an agentic characteristic. Such attributions are related to individual characteristics like ambition, goal orientation or independence (Abele and Wojciszke, 2007;Gartzia and Baniandrés, 2016). It has been shown that in relationships where one person's wellbeing and goal pursuit are dependent on the other person, such as in a supervisor-follower relationship, the dependent person will pay close attention to the agentic characteristics of the other and judge them as important (Abele and Wojciszke, 2007).…”

Section: Pssp Influence Mechanismmentioning

confidence: 99%

From Perceived Supervisor Social Power to Employee Commitment: Definition and Scale Development

2021

View full text Add to dashboard Cite

It has been theoretically proposed that employees’ perceptions of their supervisor social power in the organization entail a potential to influence their beliefs, attitudes, and behaviors. However, no study has investigated such potential. This lack of research stems from the absence of a common understanding around the meaning of perceived supervisor social power (PSSP) and the absence of any validated measure. Therefore, the purpose of this article is to establish PSSP definition and to validate a five-item scale to measure this construct. Three studies encompassing four independent samples of employees from three different countries and three different languages (i.e., France, cross-sectional [Study 1, Sample 1], Canada, cross-sectional [Study 1, Sample 2: French Canada; Study 2: English Canada], Romania, two-wave data collection [Study 3]) were conducted to assess the validity of PSSP. Results showed that responses to the PSSP scale presented excellent psychometric properties (i.e., factor validity, reliability, and convergent and discriminant validity). Furthermore, the structure of the proposed five-item measure of PSSP was found to be invariant across four samples. Finally, PSSP nomological validity (i.e., integration into a nomological network) was assessed. Study 1 and Study 2 showed that PSSP was positively related to affective organizational commitment. All three studies showed that PSSP acted as a positive moderator of the relation between affective commitment to the supervisor and affective organizational commitment. Together, these studies support the psychometric soundness of the PSSP scale and presented the first evidence of its potential to influence followers. Implications of these findings for future research on supervisor social power are discussed.

show abstract

“…We included follower gender and age as control variables to account for their potential influence on follower perceptions of the leader (Miller et al, 2008; Mroz et al, 2018; Ng & Feldman, 2010; Steiner et al, 2012), even though prior experimental vignette studies on the perception of leaders (e.g., De Cremer & van Knippenberg, 2004; Giessner & van Knippenberg, 2008) as well as actors’ perceived integrity following a trust violation (e.g., Ferrin et al, 2007; P. H. Kim et al, 2006) often did not include any control variables in hypothesis testing, or used follower gender as the sole control variable (e.g., Gartzia & Baniandrés, 2016; Marchiondo et al, 2015). Our hypothesis testing results remained the same with and without controlling for age and gender (Becker, 2005; Spector & Brannick, 2011).…”

Section: Breach Repetition As a Moderator Of The Value Congruence–leamentioning

confidence: 99%

Turning a Blind or Critical Eye to Leader Value Breaches: The Role of Value Congruence in Employee Perceptions of Leader Integrity

Sandra

Kim

Hewlin

et al. 2020

Journal of Leadership & Organizational Studies

View full text Add to dashboard Cite

How do employees react when an organizational leader commits a value breach (i.e., behaves in a way that employees perceive as inconsistent with the organization’s espoused values)? Prior research provides a mixed view: Employees may conclude that the leader lacks integrity, or they may maintain their perception of the leader’s integrity, despite the breach. We focus on the role of person–organization value congruence in determining employee reactions and propose competing predictions that value congruence is positively (“blind eye effect”) or negatively (“critical eye effect”) associated with employee perceptions of leader behavioral integrity following a breach. In Study 1, field survey data suggested that value congruence was positively associated with the perceived integrity of a leader who had committed a breach. However, two follow-up studies using an experimental vignette methodology revealed additional nuance. An integration of our three studies indicated that before the occurrence of any breaches, employees with high value congruence perceive leaders as higher in integrity than do employees with low value congruence (pre-breach sacralization), but when leaders commit one or more value breaches, high value congruence employees react more harshly—lowering their integrity perceptions to a greater extent (the critical eye effect). As a result, as leaders commit more and more breaches, the initially positive relationship between value congruence and perceived leader integrity weakens and eventually becomes negative. Our findings offer important contributions to theory, research, and practice related to organizational values and leadership.

show abstract

Are people-oriented leaders perceived as less effective in task performance? Surprising results from two experimental studies

Cited by 67 publications

References 54 publications

Diversity in Unity: Perspectives from Psychology and Behavioral Sciences

Diversity in Unity: Perspectives from Psychology and Behavioral Sciences

From Perceived Supervisor Social Power to Employee Commitment: Definition and Scale Development

Turning a Blind or Critical Eye to Leader Value Breaches: The Role of Value Congruence in Employee Perceptions of Leader Integrity

Contact Info

Product

Resources

About