Suchergebnisse

PurposeThis study aims to focus on the perception of leader‐member exchange (LMX). It is assumed that the perceived quality of the relationship is not only related to the actual quality of the relationship, but also to followers' expectancies and preferences. However, little is known about person characteristics that are related to LMX perceptions. This study seeks to examine how far followers' leadership‐related characteristics (romance of leadership, idealised supervisor, need for leadership and dependence) are related to the perception of LMX.Design/methodology/approachA sample of 588 Dutch employees from different professions filled in questionnaires on romance of leadership, idealised supervisor, need for leadership and dependence and their perception of LMX.FindingsResults indicate a positive relationship between need for leadership/dependence and the perception of LMX, thought not for romance of leadership/idealised supervisor and the perception of LMX. An interaction was found between idealised supervisor and dependence on the perception of LMX.Research limitations/implicationsThe study only focuses on four antecedents, although many others could have an effect on the perception of LMX. The study comprised a one‐dimensional assessment of LMX. For future research, a multi‐dimensional assessment is recommended.Practical implicationsThe results of this study imply that organisations need to address the expectations that followers have towards their leaders in order to avoid disappointments.Originality/valueThis paper focuses on the perception of LMX and how follower characteristics are related to the perception of LMX. It extends prior research on the perception of leadership into LMX research. Similar to effect on the perception of leadership behaviour, effects on the perception of LMX are important to take into account when LMX is assessed through follower ratings in order to avoid making incorrect conclusions.

PurposeTransformational leaders spark the intrinsic motivation of employees, thereby stimulating their extra-role performance. However, not all employees are lucky enough to have a transformational leader. The purpose of this paper is to investigate to what extent mindfulness can function as a substitute for transformational leadership. By being attentive to and aware of what is taking place in the present, mindfulness provides employees with a source of intrinsic motivation that lies within the person, thereby possibly making employees less dependent on transformational leadership.Design/methodology/approachAn online survey was used to collect data of 382 employees working in diverse sectors in the Netherlands.FindingsModerated mediation analyses indicated that mindfulness partly compensates for a low levels of transformational leadership in fostering intrinsic motivation and in turn extra-role performance, thereby providing evidence for the substitutes for leadership theory. Moreover, the findings extend previous research on the contribution of mindfulness to in-role performance by showing its additional value for intrinsic motivation and extra-role performance.Research limitations/implicationsDespite the use of validated measures and the presence of an interaction effect, common-source bias cannot be out ruled completely.Practical implicationsSince mindfulness can be developed, the results suggest a training intervention to make employees less dependent on their leaders for their motivation.Originality/valueThis paper is the first to show that mindful people are more resilient against the absence of transformational leadership. Given the frequent changes in management layers in organizations, knowledge about resources for individual resilience and self-management is sorely needed.

PurposeTaking a self-determination theory (SDT) perspective, the purpose of this paper is to understand the socio-cultural context on the satisfaction of basic psychological needs for autonomy, competence and relatedness in the entrepreneurial activity of women entrepreneurs in Ethiopia.Design/methodology/approachSemi-structured in-depth interviews were conducted with 19 women entrepreneurs operating business in the formal sector of the economy in Addis Ababa. A thematic analysis approach was used to analyze and interpret the interview transcripts.FindingsWomen entrepreneurs experience autonomy-supportive and controlling socio-cultural contexts in their gender role, parent–daughter relationship, husband–wife relationship and their religious affiliation. Autonomy-supportive social agents provide women entrepreneurs, the chance to perceive themselves as competent and autonomous to exploit and choose opportunities and run their business in accordance with their personal values and interests. On the other hand, controlling social agents maintain and reinforce the existing male-dominated social and economic order. They constrain women's entrepreneurial performance by undermining their basic psychological needs satisfaction, which limits their autonomous functioning and well-being in entrepreneurial activity.Practical implicationsTo promote women's autonomous functioning and well-being in entrepreneurial activity, policy should be aimed at reducing constraints to the satisfaction of psychological needs for autonomy, competence and relatedness in the socio-cultural context.Originality/valueThe study is the first to apply SDT to explore the influence of autonomy vs controlling socio-cultural contexts on satisfaction vs thwarting needs for autonomy, competence and relatedness in the entrepreneurial activity of women.