Task complexity and transformational leadership: The mediating role of leaders' state core self-evaluations
In: The leadership quarterly: an international journal of political, social and behavioral science, Band 26, Heft 3, S. 436-447
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In: The leadership quarterly: an international journal of political, social and behavioral science, Band 26, Heft 3, S. 436-447
In: Journal of vocational behavior, Band 118, S. 103398
ISSN: 1095-9084
In: European journal of work and organizational psychology: the official journal of The European Association of Work and Organizational Psychology, Band 23, Heft 5, S. 693-705
ISSN: 1464-0643
In: Nonprofit and voluntary sector quarterly: journal of the Association for Research on Nonprofit Organizations and Voluntary Action, Band 41, Heft 6, S. 1195-1214
ISSN: 1552-7395
In the present study, we use the self-determination theory (SDT) as a framework to explore the mediating role of needs satisfaction (i.e., autonomy, competence, and relatedness) on the relationship between the volunteers' motivation and two aspects of the organizational context (i.e., social network and autonomous vs. controlled work climate). Data from 349 Romanian volunteers provided general support for SDT and emphasized the effect of an autonomy-supportive climate initiated by the coordinator in volunteers' autonomous motivation. The results showed that needs satisfaction acts as a partial mediator of the relationship between work climate and volunteers autonomous motivation. The social network size was positively related to needs satisfaction but has no direct impact on autonomous motivation. Practical implications and future research are discussed.
In: Nonprofit and voluntary sector quarterly, Band 41, Heft 6
ISSN: 0899-7640
In: Journal of vocational behavior, Band 73, Heft 3, S. 397-403
ISSN: 1095-9084
We examined the relationship between Big Five personality and the political ideology of elected politicians. To this end, we studied 303 politicians from Flanders, Wallonia, and Canada, relating their self-reported Big Five scores to a partisanship-based measure of political ideology. Our findings show that, in line with the congruency model of personality, Openness to Experience is the best and most consistent correlate of political ideology, with politicians high on Openness to Experience being more likely to be found among the more progressive left-wing political parties.
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In: European journal of work and organizational psychology: the official journal of The European Association of Work and Organizational Psychology, Band 26, Heft 3, S. 411-420
ISSN: 1464-0643
In: European journal of work and organizational psychology: the official journal of The European Association of Work and Organizational Psychology, Band 25, Heft 2, S. 301-315
ISSN: 1464-0643
In: European journal of work and organizational psychology: the official journal of The European Association of Work and Organizational Psychology, Band 25, Heft 1, S. 89-104
ISSN: 1464-0643
In: Journal of vocational behavior, Band 82, Heft 1, S. 1-9
ISSN: 1095-9084
In: European journal of work and organizational psychology: the official journal of The European Association of Work and Organizational Psychology, Band 32, Heft 5, S. 632-644
ISSN: 1464-0643
In: European journal of work and organizational psychology: the official journal of The European Association of Work and Organizational Psychology, Band 29, Heft 4, S. 515-524
ISSN: 1464-0643
In: Dóci , E , Hofmans , J , Nijs , S & Judge , T A 2020 , ' Leaders under pressure : time pressure and state core self-evaluations as antecedents of transformational leadership behaviour ' , European Journal of Work and Organizational Psychology , vol. 29 , no. 4 , pp. 515-524 . https://doi.org/10.1080/1359432X.2020.1714717
This study examines situational antecedents of transformational leadership by (a) studying the effect of time pressure on the emergence of transformational leadership behaviours, and (b) examining the mediating role of leaders' state core self-evaluations. Twice per day for 10 consecutive working days, 42 leaders reported on their state core self-evaluations, transformational leadership behaviours and the time pressure they experienced, yielding 531 observations. Using multilevel path analysis, we found that time pressure had an indirect effect on transformational leadership through leaders' state core self-evaluations. This mediated relationship was curvilinear; with time pressure having little to no effect on transformational leadership via state core self-evaluations when time pressure is below a leader's average level of time pressure. However, once this characteristic average level is exceeded, time pressure has a negative effect on transformational leadership via its negative relationship with state core self-evaluations, and this relationship becomes stronger for increasing levels of time pressure.
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In: Human resource management review, Band 23, Heft 4, S. 341-353
ISSN: 1053-4822