Keep Your Head in the Clouds and Your Feet on the Ground: A Multifocal Review of Leadership–Followership Self-Regulatory Focus

Kark, Ronit; Dijk, Dina Van

doi:10.5465/annals.2017.0134

Cited by 53 publications

(78 citation statements)

References 173 publications

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“…A promotion focus is associated with a desire to ensure hits, insure against errors of omission, and the tendency to view situations in a gain/non‐gain frame (Crowe & Higgins, ; Higgins, ). In this way, people high in promotion focus “‘keep their head in the sky’—thinking about their ideal self, hopes and wishes” (Kark & Van Dijk, , p. 509). Alternatively, someone high in prevention focus will pursue goals based on a striving toward their “ought self” or who they “should” be based on a sense of duty and responsibility (Crowe & Higgins, ).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

“…A prevention focus is associated with the desire to ensure correct rejections, avoid committing errors, and the tendency to view situations in a loss/non‐loss frame (Higgins, ). In this way, people high in prevention focus “‘keep their feet on the ground’—thinking about their ought self with its demands, expectations and requirements” (Kark & Van Dijk, , p. 509).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

“…Central to a prevention focus is the “ought self” which inspires a strong sense of duty, obligation, and responsibility (Förster, Higgins, & Bianco, ). CEOs high in prevention focus, therefore, are motivated to live up to this sense of duty and obligation (Kammerlander et al, ; Kark & Van Dijk, ). Arguments promoting an agency logic and shareholder‐primacy are reflected heavily in business school education, in social norms across corporate America, and in the popular and business press (Bednar, ; Hafenbrädl & Waeger, ; Ioannou & Serafeim, ; Khurana, ; Margolis & Walsh, ).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

“…Finally, we contribute to research on CEO regulatory focus by expanding our understanding of its influence on firm outcomes. In particular, we move beyond a focus on risk‐taking and growth tendencies that has characterized prior work (e.g., Gamache, McNamara, Mannor, & Johnson, ; Tuncdogan, van den Bosch, & Volberda, ) to emphasize regulatory focus' equally important connection with ideals, perceived duties, and responsibilities (Kark & Van Dijk, ). Our findings suggest that regulatory focus shapes the fundamental worldview of CEOs, as reflected in the approaches they adopt when engaging with stakeholders.…”

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Serving differently: CEO regulatory focus and firm stakeholder strategy

Gamache

Neville

Bundy

et al. 2020

Strategic Management Journal

101

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Section: Theory and Hypothesesmentioning

confidence: 99%

Section: Theory and Hypothesesmentioning

confidence: 99%

Section: Theory and Hypothesesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Serving differently: CEO regulatory focus and firm stakeholder strategy

Gamache

Neville

Bundy

et al. 2020

Strategic Management Journal

101

View full text Add to dashboard Cite

show abstract

“…Secondly, responding to current debates in the management literature to what extent promotion focus – a self‐regulatory orientation towards individuals’ ideals and aspirations (Higgins, 1997) – explains why managers show positive leadership behaviours (Johnson et al ., 2017; Kark and van Dijk, 2019; Sassenberg and Hamstra, 2017; Tuncdogan, van den Bosch and Volberda, 2015), we apply COR theory to explore the role of managers’ promotion focus as a mediator linking personal resources to AL. Luthans and Avolio (2003) positioned self‐regulation as a central part of AL (see also Gardner et al ., 2005).…”

Section: Introductionmentioning

confidence: 99%

Managers’ Resources for Authentic Leadership – a Multi‐study Exploration of Positive Psychological Capacities and Ethical Organizational Climates

Fladerer¹,

Braun

2020

British J of Management

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While authentic leadership is highly valued in today's business world, managers do not necessarily have the resources to attain it. Building on conservation of resources theory, we propose a conceptual model to address how personal and contextual resources predict authentic leadership. Study 1 analyses the day-to-day variability in managers' positive psychological capacities as personal resources in relation to changes in authentic leadership. In addition, it tests ethical organizational climates as stable, contextual resources for authentic leadership. In Study 2, we replicate our results on the between-person level and extend the research model by exploring promotion focus as a link in the relationship between personal resources and authentic leadership.Evidence from an experience sampling study with 89 managers surveyed daily on 10 consecutive working days (Study 1) and a field survey of 130 managers at two points in time (Study 2) supports the hypothesized role of personal resources and promotion focus for authentic leadership. In both studies, only principled but not benevolent ethical organizational climates emerged as a contextual resource for authentic leadership. We discuss the implications for current management research and practice.

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The influence of organizational coaching context on pre‐coaching motivation and the role of regulatory focus: An experimental study

Bozer

Delegach

Kotte

2021

Human Resource Dev Quarterly

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This study responds to the call for a closer analysis of the role that contextual and individual factors play in workplace coaching as a context‐sensitive intervention. We build on theories of regulatory focus and training motivation, to propose and examine a model that explains employees' pre‐coaching motivation when assigned to workplace coaching. Specifically, we propose that the employees' perception of the organizational coaching context, as either developmental or remedial, contributes to their pre‐coaching motivation through employees' situational regulatory focus. Results of a scenario‐based experimental study (N = 175) demonstrated that organizational coaching context affects employees' situational regulatory foci beyond their chronic dispositions. Further, the indirect relationship between developmental organizational coaching context and pre‐coaching motivation was mediated by employee situational promotion focus. However, we did not find the hypothesized indirect relationship between remedial organizational coaching context and employee pre‐coaching motivation via employee situational prevention focus. The study highlights the important role that organizations' management and human resource development personnel play in the “kick‐off” of a workplace coaching intervention by shaping the context of coaching assignments prior to coaching. Furthermore, this study emphasizes the importance of including the organization's informal feedback to the employee prior to coaching as a key contractual element that contributes to coachees' pre‐coaching motivation. We conclude with implications for future workplace coaching research and practice.

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Keep Your Head in the Clouds and Your Feet on the Ground: A Multifocal Review of Leadership–Followership Self-Regulatory Focus

Cited by 53 publications

References 173 publications

Serving differently: CEO regulatory focus and firm stakeholder strategy

Serving differently: CEO regulatory focus and firm stakeholder strategy

Managers’ Resources for Authentic Leadership – a Multi‐study Exploration of Positive Psychological Capacities and Ethical Organizational Climates

The influence of organizational coaching context on pre‐coaching motivation and the role of regulatory focus: An experimental study

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