Initial validation of a new measure of leadership.

Rupprecht, Elizabeth A.; Waldrop, Jessica S.; Grawitch, Matthew J.

doi:10.1037/a0033127

Cited by 10 publications

(10 citation statements)

References 51 publications

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“…It is also worth noting that assessments of leadership was the single strongest unique predictor of work engagement. This is consistent with the results observed by Rupprecht et al (2013) and Choi et al (2015). Given all the disruption caused by the pandemic, many workers obviously benefited in terms of their work engagement when they perceived their supervisor to be a more effective leader, potentially because as Arnold et al (2007), they help workers see meaning in the work they do.…”

Section: Discussionsupporting

confidence: 86%

“…Remote learning and working experiences were assessed with seven items from Staples et al (1999) adapted to assess remote work training (e.g., Leadership Behaviors -Assessment of Supervisor. Participants' perceptions of their direct supervisor's leadership behaviors were measured with the General Inventory for Lasting Leadership (GILL; Rupprecht et al, 2013). The 39-item GILL is based upon Gill's (2006) conceptualization of leadership, containing five dimensions: vision and mission, strategy, empowerment; influence, motivation, and inspiration; and shared values.…”

Section: Methodsmentioning

confidence: 99%

“…For example, Griffin et al (2010) found that leaders who cultivate a clearer vision are more likely to foster organizational adaptivity, which, in turn, acts as a resource individuals can use to address demands and enhance their wellbeing. Rupprecht et al (2013) found that employees who reported that their leader was more adept at strategy and empowerment (two of the facets mentioned as important by Gill, 2012) also Determinants of COVID-19 Impact 13 reported stronger affective commitment to the organization. Similarly, Choi et al (2015) showed that effective leadership was associated with work engagement through affective engagement.…”

Section: Leadership and Well-beingmentioning

confidence: 95%

See 2 more Smart Citations

Resilience and Adaptivity Were Strong Correlates of Wellbeing in the Early Stages of the Covid-19 Pandemic

Grawitch¹,

Lavigne²,

Cornelius³

et al. 2020

Preprint

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Across the globe, COVID-19 continues to disrupt everyday lives, with serious consequences for individuals' health and wellbeing. This retrospective, multinational survey study draws upon the Personal Resource Allocation (PRA) framework to explore how various demographic factors, individual differences, and leadership determine the perceived and actual impact of COVID-19 on health (mental, physical) and wellbeing (work, home, general) across five countries: Canada, France, Germany, the United Kingdom, and the United States. Having dependents under 12, working more hours since the onset, and having essential worker status led to better wellbeing outcomes. All three individual differences (adaptivity, resilience, remote work training) were positively related to engagement, with resilience and remote work also relating to better health for these individuals. Lastly, perceptions of COVID impact on mental and physical health had negative consequences for general wellbeing, while effective leadership perceptions predicted work engagement. No differences were found between the five countries. Findings highlight the importance of personal resources in determining the pandemic’s impact on wellbeing.

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Section: Discussionsupporting

confidence: 86%

Section: Methodsmentioning

confidence: 99%

Section: Leadership and Well-beingmentioning

confidence: 95%

See 1 more Smart Citation

Resilience and Adaptivity Were Strong Correlates of Wellbeing in the Early Stages of the Covid-19 Pandemic

Grawitch¹,

Lavigne²,

Cornelius³

et al. 2020

Preprint

View full text Add to dashboard Cite

show abstract

“…Previous studies (Fritz et al, 2013;Rupprecht, Waldrop, & Grawitch, 2013) have shown correlation between certain qualities and behaviors of a leader and employee commitment to mission. To better understand employees' mission ownership, which might be influenced by their leader, it is important to look at how employees view the source of mission.…”

Section: Mission and Vision From The Cco Perspectivementioning

confidence: 94%

Left in the Dust: Employee Constructions of Mission and Vision Ownership

Kopaneva

2015

International Journal of Business Communication

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Research on organizational mission and vision primarily has approached the concepts from managerial perspectives. This study employed a communicative constitution of organizations perspective to problematize the concepts of mission/vision alignment and assimilation and to focus on employee mission/vision ownership. The study sought to understand how employees construct ownership, that is, their ability to control, change, or contribute to mission and vision. A thematic analysis of 46 in-depth interviews with employees from 22 organizations revealed factors that impede employee ownership and those that facilitate it. The findings have important implications for understanding an employee's role in the construction of organizational reality. Keywords communicative constitution of organizations, CCO, mission ownership, vision ownershipFor more than four decades, organizational mission and vision have attracted a great deal of attention on the part of scholars and practitioners. Mission is a statement of the organization's overall purpose, which explains what the organization stands for (Fairhurst, 1993). It is the answer to the question, "Why are we here?" Vision describes an ideal goal the organization strives to achieve in future.

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“…The vast majority of this work centers on the leader's role in developing and implementing mission (e.g., Rupprecht, Waldrop, & Grawitch, 2013) and vision (e.g., Sosik & Dinger, 2007). The vast majority of this work centers on the leader's role in developing and implementing mission (e.g., Rupprecht, Waldrop, & Grawitch, 2013) and vision (e.g., Sosik & Dinger, 2007).…”

mentioning

confidence: 99%

Lost in Translation

Kopaneva

Sias

2015

Management Communication Quarterly

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Research on organizational mission and vision has primarily centered on the leader's role in developing and implementing these while neglecting employee worldviews on mission and vision. Guided by the communicative constitution of organizations (CCO) perspective, this exploratory study acknowledges that employees, as well as leaders, contribute to the shared knowledge about what their organization stands for and where it is heading. Toward this end, we explored the extent to which employee constructions and official mission/vision statements were congruent and how they differed. Analysis revealed substantial lack of congruence between employees and their organizations. In general, employee and official versions shared less than half of the same themes. With respect to substance, official statements tended to be far more broad and complex than employee versions. These differences suggest problems with the inclusion of employee worldviews into higher level organizational texts.

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Initial validation of a new measure of leadership.

Cited by 10 publications

References 51 publications

Resilience and Adaptivity Were Strong Correlates of Wellbeing in the Early Stages of the Covid-19 Pandemic

Resilience and Adaptivity Were Strong Correlates of Wellbeing in the Early Stages of the Covid-19 Pandemic

Left in the Dust: Employee Constructions of Mission and Vision Ownership

Lost in Translation

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