Task complexity and transformational leadership: The mediating role of leaders' state core self-evaluations

Dóci, Edina; Hofmans, Joeri

doi:10.1016/j.leaqua.2015.02.008

Cited by 77 publications

(68 citation statements)

References 84 publications

(106 reference statements)

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“…Whereas our results confirm that a considerable part of the variation in CSEs is indeed due to stable, between-person differences, they also show that a substantial part of the variation in state CSEs is located within the individual. This implies that, in accordance with the integrative approach to personality (Judge et al, 2014), CSEs can be seen as a collection of states (see also Dóci & Hofmans, 2015) that vary around a person-specific home base (i.e., the trait level). In other words, our results demonstrate that, whereas people differ in their average levels of CSEs (i.e., their trait CSE level), they also substantially vary around this average level as a function of their daily experiences at work (i.e., their CSE states).…”

Section: Theoretical Implicationsmentioning

confidence: 98%

“…Note that this question is far from trivial, as there are theoretical (Judge, Hulin, & Dalal, 2012) and empirical (Dóci & Hofmans, 2015;Ferris et al, 2011;Schinkel, Van Dierendonck, & Anderson, 2004) indications of substantial and systematic within-person variability in people's CSEs. Judge et al (2012), for example, argued that CSEs can change over a course of minutes, hours, and days in response to working events such as receiving feedback, past performance, and job rewards.…”

Section: The Relationship Between Cses and Job Performancementioning

confidence: 99%

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The effect of state core self-evaluations on task performance, organizational citizenship behaviour, and counterproductive work behaviour

Debusscher

Hofmans

Fruyt

2015

European Journal of Work and Organizational Psychology

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Although the personality-performance relationship has been studied extensively, most studies focused on the relationship between between-person differences in the Big Five personality dimensions and between-person differences in job performance. The current paper extends this research in two ways. First, we build on core self-evaluations (CSEs): an alternative, broad personality dimension that has proven to be a good predictor of job performance. Second, we tested concurrent and lagged within-person relationships between CSEs and task performance, organizational citizenship behaviour (OCB), and counterproductive work behaviour (CWB). To this end, we conducted two experience sampling studies; the first one assessing the relationship between state CSEs and levels of momentary task performance and OCB, and a second study in which employees reported on their level of state CSEs and momentary CWB. Results showed that there is substantial within-person variability in CSEs and that these within-person fluctuations relate to within-person variation in task performance, OCB, and CWB towards the organization, and CWB towards the individual. Moreover, CSEs prospectively predicted within-person differences in task performance and CWB towards the organization, whereas the reversed effect did not hold. These findings tentatively suggest that state CSEs predict performance, rather than the other way around.Keywords: state core self-evaluations; task performance; organizational citizenship behaviour; counterproductive work behaviour; within-person variabilityIn the domain of work and organizational psychology, the personality-performance relationship has been studied extensively (Barrick & Mount, 1991;Barrick, Mount, & Judge, 2001). The primary reason is that predicting employee performance from stable, person-related characteristics (i.e., personality traits) is attractive from both a practical and a theoretical point of view. With respect to the former, a strong, reliable relationship between personality and performance paves the way for using parsimonious personality assessment instruments in, for example, employee selection procedures. Regarding the latter, it yields useful insights into the determinants of job performance and the consequences of personality at work.Up until now, most studies on the personality-performance link have focused on how individual differences on each of the Big Five personality dimensions related to individual differences in general indices of work performance (Barrick & Mount, 1991;Hurtz & Donovan, 2000;Neal, Yeo, Koy, & Xiao, 2012). Recently, however, this approach has been called into question. The first reason is that awareness is growing that performance is not static, but rather episodic in nature (Beal, Weiss, Barros, & MacDermid, 2005;Debusscher, Hofmans, & De Fruyt, 2014, 2015, which means that it not only varies between individuals, but also changes over time within an individual. As a result, it becomes important to study not only the stable, trait-like antecedents of performance, but ...

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Section: Theoretical Implicationsmentioning

confidence: 98%

Section: The Relationship Between Cses and Job Performancementioning

confidence: 99%

The effect of state core self-evaluations on task performance, organizational citizenship behaviour, and counterproductive work behaviour

Debusscher

Hofmans

Fruyt

2015

European Journal of Work and Organizational Psychology

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“…Endeavor for coordination and cooperation between individuals and the team always finds place in the agenda of a transformational leader [7]. Sense of transformational leadership consists of four dimensions [8] [9].…”

Section: Sense Of Transformational Leadershipmentioning

confidence: 99%

“…Individual attention emerges when a leader pays attention to individual needs of the followers, when s/he helps them improve their abilities and potentials, and s/he puts importance in their emotions [8]. Transformational leaders establish close relationship with their followers, paying individual attention to each of them.…”

Section: ) Individual Attentionmentioning

confidence: 99%

The Relationship between Transformational Leadership and Organizational Commitment: A Study on the Bank Employees

Güllüce¹,

Kaygin²,

Kafadar³

et al. 2016

JSSM

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The purpose of this study is to determine the relationship between transformational leadership and organizational commitment. To this end, a theoretical framework regarding transformational leadership and organizational commitment was created and then an application was performed on bank employees in Kars. The results revealed relations between transformational leadership and organizational commitment. Furthermore, results regarding awareness point out an awareness in continuance commitment, which is one of the sub-dimensions of organizational commitment, in terms of whether management task exists or not.

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“…Consequently, it can be expected that leaders will be less reliant on TFL in safety‐critical contexts and/or followers could be less responsive towards TFL practices. In line with this, Dóci and Hofmans () showed that leaders engage less frequently in TFL if task complexity is high, explaining that in such circumstances, ‘there is no space for stimulating, inspiring behaviors, or soliciting followers’ ideas but it is more beneficial to give clear directions’ (p. 9). Similarly, followers who perceive their work context as hazardous and evaluate the risk for an accident as high might have less capacity to respond to any TFL behaviours that their leader adopts, so that these are less influential on follower performance.…”

Section: Introductionmentioning

confidence: 99%

Contextualizing leadership: Transformational leadership and Management‐By‐Exception‐Active in safety‐critical contexts

Willis

Clarke

O'Connor

2017

J Occupat & Organ Psyc

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Within the existing leadership literature, the role of context for shaping the effectiveness of leadership is yet to be fully understood. One type of context that poses particular challenges for leaders is an environment where safety is highly critical (i.e., high exposure to risk and likelihood of an accident). We hypothesize that such environments call for specific transformational and transactional leadership behaviours, which differ from those behaviours most effective in less safety‐critical contexts. We tested for moderating effects of perceptions of hazard exposure and accident likelihood on the relationship between transformational leadership and Management‐By‐Exception‐Active with safety and job performance outcomes. The moderation effects of accident likelihood on the link between transformational/MBEA leadership and subordinate performance were supported, demonstrating variation in the effectiveness of leader behaviours dependent on followers’ perceptions about the likelihood for an accident. MBEA leadership was found to be more strongly linked to contextual performance and safety participation if accident likelihood was high, but not under low accident likelihood conditions. Transformational leadership was found to be less strongly related to these performance outcomes in contexts where safety was perceived as highly critical. Our findings have important theoretical and practical implications, and call into question the universality of the transformational–transactional leadership framework. Practical considerations focus on the implications for managers and supervisors who operate in safety‐critical contexts. Practitioner points Safety‐critical contexts pose particular challenges to leaders. If safety is perceived as highly critical, leaders and/or followers may hold different expectations about leadership and different leadership styles could be required compared to contexts where safety is not critical. Perceived effectiveness of transformational leadership and Management‐By‐Exception‐Active for employees’ safety participation and contextual performance is influenced by employees’ perceptions of the risk for an accident within their work context. Management‐By‐Exception‐Active is effective for enhancing team members’ extra effort for safety and contextual performance if the perceived risk of an accident is high, but less effective if perceptions of accident likelihood are low. Managers and supervisors should therefore pay attention to employees’ perceptions of risk of an accident and the factors that determine how employees perceive their context.

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Task complexity and transformational leadership: The mediating role of leaders' state core self-evaluations

Cited by 77 publications

References 84 publications

The effect of state core self-evaluations on task performance, organizational citizenship behaviour, and counterproductive work behaviour

The effect of state core self-evaluations on task performance, organizational citizenship behaviour, and counterproductive work behaviour

The Relationship between Transformational Leadership and Organizational Commitment: A Study on the Bank Employees

Contextualizing leadership: Transformational leadership and Management‐By‐Exception‐Active in safety‐critical contexts

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