In the Ear of the Beholder: Self-Other Agreement in Leadership Communication and Its Relationship With Subordinates’ Job Satisfaction

Erben, Julian; Schneider, Frank M.; Maier, Michaela

doi:10.1177/2329488416672431

Cited by 23 publications

(19 citation statements)

References 75 publications

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“…Additionally, teachers' commitment was found to be impacted by school principals' leadership (Ross & Gray, 2006). According to Erben et al (2019), successful leaders can provide a high level of job satisfaction to subordinates and improve their working conditions. This has been reported in industries such as finance, healthcare and education, where studies on the association between leadership styles and work satisfaction were conducted (Abd Rahman et al, 2013).…”

Section: Literature Reviewmentioning

confidence: 99%

Job Satisfaction as a Mediator between Leadership Styles and Organisational Commitment of Teachers in Malaysia

Halim

Hassan

Basri

et al. 2021

AJUE

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To better understand the organisational commitment of teachers, the current study examined job satisfaction as a mediator between organisational commitment and the three dimensions of leadership, namely transformational, transactional and passive-avoidant. The study involved 381 school teachers in Malaysia, and the multiple-model analysis used showed partial mediation on the negative association of passive-avoidant leadership style with teachers’ commitment to their organisation. The study found a relationship between transformational leadership and organisational commitment through job satisfaction. As expected, job satisfaction also fully mediated between transactional leadership and organisational commitment among teachers, and that teachers who are highly satisfied with their jobs attributed their commitment towards their school to transactional leadership. This study extends the knowledge on the effects of teachers’ leadership styles on their organisational commitments through a mediating factor. Higher education can play an important role in changing pre-service teachers' and future school principals’ mindsets to exhibit transformational and transactional leadership competencies. Therefore, leadership development and training of future school administrators during their tertiary education are important in order to enhance teachers' job satisfaction and commitment. Keywords: Teachers, Job satisfaction, Leadership styles, Organizational commitment, Malaysia

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Section: Literature Reviewmentioning

confidence: 99%

Job Satisfaction as a Mediator between Leadership Styles and Organisational Commitment of Teachers in Malaysia

Halim

Hassan

Basri

et al. 2021

AJUE

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“…Studies have shown that overestimations by leaders of their own positive characteristics are associated with poorer employee outcomes, such as lower job satisfaction (Amundsen & Martinsen, 2014;Erben et al, 2019), and higher turnover intention (Amundsen & Martinsen, 2014). Simply, mechanisms underlying over-estimations are a lack of self-awareness, arrogance (Atwater et al, 1998), and narcissism (Judge et al, 2006) and such overestimations may hurt the relationship (Moshavi et al, 2003).…”

Section: Consequences Of (In)congruent Perceptionsmentioning

confidence: 99%

So you think you are an ally? Effects of (in)congruence between men's self-perceptions and women's perceptions of men’s values and allyship on women's inclusion and vitality

Warren¹,

Schwam²

2021

Preprint

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As public consciousness of sexism is increasing in the workplace (e.g., #MeToo movement), labeling oneself as an ally (e.g., UN HeforShe campaign) is becoming more socially desirable for men. However, do women agree with such men in their assessments of being allies? In particular, how do women’s perspectives of men’s allyship affect their own inclusion-relevant outcomes? Using a multi-informant design and data from 101 men-women colleague pairs, this study considered men’s self-perceptions and women’s other-reports of men’s key allyship-relevant characteristics - justice, moral courage, emotional intelligence, civility, and allyship. Polynomial regression and response surface analyses revealed differential impacts of (in)congruence between men’s and women’s perceptions on women’s sense of inclusion and vitality. Simply, when women perceived men as higher (or the same) in justice, moral courage, emotional intelligence, and civility than men reported themselves, it positively predicted women’s outcomes. This suggests that humble self-presentation by men on characteristics that are parallel to allyship (but not allyship) may be ideal. Yet, both under- and over-estimation by men on allyship itself predicted poorer outcomes for women, suggesting that the ideal is for men to have an accurate assessment of their own strengths and weaknesses as an ally.

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“…Some later studies have confirmed the relationship between SOA and job satisfaction and added that overestimation (i.e. leaders rating their leadership higher than subordinates do) was related to poorer job satisfaction among subordinates (Amundsen and Martinsen, 2014;Erben et al, 2016;Moshavi et al, 2003). In addition, agreement has been related to lower turnover intention among subordinates (Sim, 2018), whereas leaders' overestimation was related to higher turnover intention (Amundsen and Martinsen, 2014).…”

Section: Leader Consequences Of Self-other Agreementmentioning

confidence: 92%

Shared or different realities

Hasson

Schwarz

Tafvelin

2019

LODJ

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Purpose The purpose of this paper is to explore the consequences of self–other agreement (SOA) between leaders and subordinates on constructive and passive leadership behaviors for employee well-being, performance and perception of learning climate. Design/methodology/approach Questionnaire ratings of 76 leaders and 211 subordinates in a forest industrial company on full-range leadership and subordinate ratings of well-being, work performance and learning climate have been used in this paper. The data were analyzed using polynomial regression with response surface analysis. Findings SOA on constructive leadership (transformational leadership and contingent reward) was related to subordinates’ perception of a positive learning climate. SOA on passive leadership (management-by-exception passive) reduced subordinates’ performance, while disagreement reduced their well-being. Practical implications It is important to give leaders feedback on their own and their subordinates’ ratings of not only constructive leadership behaviors but also passive behaviors. Originality/value The study demonstrates how SOA on leaders’ constructive and passive leadership behaviors impacts employees’ well-being, performance and work climate.

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In the Ear of the Beholder: Self-Other Agreement in Leadership Communication and Its Relationship With Subordinates’ Job Satisfaction

Cited by 23 publications

References 75 publications

Job Satisfaction as a Mediator between Leadership Styles and Organisational Commitment of Teachers in Malaysia

Job Satisfaction as a Mediator between Leadership Styles and Organisational Commitment of Teachers in Malaysia

So you think you are an ally? Effects of (in)congruence between men's self-perceptions and women's perceptions of men’s values and allyship on women's inclusion and vitality

Shared or different realities

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