The role of leadership perception as a mediator between managers’ self-monitoring and subordinate attitudes

Türetgen, İlknur Özalp; Ünsal, Pınar; Dural, Uzay

doi:10.1080/00224545.2016.1192096

Cited by 9 publications

(7 citation statements)

References 52 publications

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“…Recently, Lord et al (2020) highlighted the role of self-categorisation and ILTs-based self-perceptions for leadership self-efficacy (LSE) and MTL and urged for more empirical research examining self-perceptions and individual-level outcomes. Whereas previous research adopted a follower-centric view and showed that followers' self-perceptions of leadership influenced their judgement of actual leaders (Van Quaquebeke et al , 2011, 2014; Türetgen et al , 2017), we will opt for a leader-centric view and argue that leadership self-perceptions against ILTs are fundamental components of the early roots of leadership development.…”

Section: Theoretical Development and Hypothesesmentioning

confidence: 99%

A two-nation investigation of leadership self-perceptions and motivation to lead in early adulthood: the moderating role of gender and socio-economic status

Hoyland

Psychogios

Epitropaki

et al. 2021

LODJ

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PurposeDrawing on the social-cognitive and motivational literature of leadership, the present study examines the influence of young adults' self-perceptions of leadership on their leadership self-efficacy (LSE) and motivation to lead (MTL) in their future career. The authors further examine gender and socio-economic status (SES) as important moderators of the proposed relationships.Design/methodology/approachThe present investigation consists of a two-study research design, based on data collected from young adult samples across two culturally different countries, namely the UK (N = 267) and Japan (N = 127).FindingsThe study presents evidence of self-perceptions of leadership influencing LSE and MTL. The results further support the mediating role of leader self-efficacy. Regarding the moderating role of gender, results in both samples showed that the effects of leader self-efficacy on MTL were stronger for males. SES was found to moderate the effects of leadership self-perceptions of negative implicit leadership theories (ILTs) on LSE in the UK sample and the effects of leadership self-perceptions of positive ILTs on LSE in the Japanese sample.Originality/valueThis study fills the gap of empirical research focused on early adulthood influences on leadership development. In particular, this study has a three-fold contribution, by, firstly, developing a conceptual model that examines the role of young adults' self-perceptions of leadership on their self-efficacy as leaders and MTL; secondly examining contingencies of the proposed relationships; and thirdly testing the conceptual model in two countries.

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Section: Theoretical Development and Hypothesesmentioning

confidence: 99%

A two-nation investigation of leadership self-perceptions and motivation to lead in early adulthood: the moderating role of gender and socio-economic status

Hoyland

Psychogios

Epitropaki

et al. 2021

LODJ

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“…Leaders in the organization should pay more attention to employee development. Leaders need to monitor themselves and adopt a suitable leadership style which prioritizes employees and exhibits supervisory coaching that would contribute to employees improving their job performance (Turetgen, Unsal, & Dural, 2017).…”

Section: Practical Implicationsmentioning

confidence: 99%

Comparing empowering, transformational, and transactional leadership on supervisory coaching and job performance: A multilevel perspective

Lee

Ding

2020

PsyCh Journal

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With a leader being able to possess different types of leadership styles, there is a lack of literature investigating which leadership style best facilitates supervisory coaching behavior. The current study aimed to investigate which leadership style would exhibit supervisory coaching behavior, and if supervisory coaching behavior would mediate the relationship between leadership styles and job performance. The study compared the effects of three leadership styles-transformational, transactional, and empowering leadership-on supervisory coaching behavior, which has been reported to influence job performance. A multilevel approach was adopted in this study using 500 employees from 65 organizations within Malaysia. The study found that only empowering and transactional leadership styles exhibited supervisory coaching behavior, which in turn mediated their relationships with job performance. Overall, the findings suggest the importance of leadership styles that prioritize employee development, as these would lead to improved job performance in employees.

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“…Özalp et al [29] examined a range of subordinates' perceptions of individuals in managerial positions as leaders (i.e., to the extent they may or may not perceive their managers as a leaders) as a potential mediating factor to explain the relationship between managers' self-monitoring and their subordinates' attitudes toward their organizations among middlelevel managers and their subordinates taken from different business organizations in Turkey. They observed that subordinates 'leadership perceptions of their managers mediated the relationship between managers' self-monitoring and their subordinates' affective and normative organizational commitments implying that the managerial "toolbox" is required to present both variance and adaptability to context.…”

Section: Discussionmentioning

confidence: 99%

Self-reported Attributes Associated with Cognition and Motivation as a Function of Gender

Archer¹,

Arnten²,

Olsen³

et al. 2017

Clin Exp Psychol

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Male (n=4141) and Female (n=2648) participants in executive leadership recruitment self-report were compared with regard to their expressions of Cognition and Motivation levels derived from scores on the attributes, Focus on planning and Deliberation, and, Self-motivation and Winning instinct, respectively in each case. Although the male participants scored higher for both Cognition and Motivation parameters, the vast majority of attributes predicting or counter-predicting Cognition and Motivation, respectively, were similar among the male and female participants, i.e., gender did not separate these attributes. Self-motivation, self-control and focus on detail were predictive for cognition among women whereas mood stability and will-power were expressed among men; openness was counter-predictive for women and communicability for men. Among women, resilience and risk-taking were predictive for motivation whereas focus on details, development motivation and need for speed were expressed by men; openness was counter-predictive for women. Amongst the most predictive attributes for cognition, tolerant attitude was counterpredictive for women whereas risk-taking was expressed for men; for motivation, openness was counter-predictive for women whereas communicability was expressed for men. The findings are discussed from social cognitive organizational trends that permeate current notions of what may constitute an effective leadership "toolbox".

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The role of leadership perception as a mediator between managers’ self-monitoring and subordinate attitudes

Cited by 9 publications

References 52 publications

A two-nation investigation of leadership self-perceptions and motivation to lead in early adulthood: the moderating role of gender and socio-economic status

A two-nation investigation of leadership self-perceptions and motivation to lead in early adulthood: the moderating role of gender and socio-economic status

Comparing empowering, transformational, and transactional leadership on supervisory coaching and job performance: A multilevel perspective

Self-reported Attributes Associated with Cognition and Motivation as a Function of Gender

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