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MODERATED MEDIATION OF LEADER'S TRAITS AND EFFECTIVENESS: THE ROLE OF STRESS
Title
MODERATED MEDIATION OF LEADER'S TRAITS AND EFFECTIVENESS: THE ROLE OF STRESS
Creator
Fearing, Benjamin K.
Date
2015, 2015-12
Description
The current study examined the relationship between individual differences and leadership effectiveness for 196 leaders informed by prominent...
Show moreThe current study examined the relationship between individual differences and leadership effectiveness for 196 leaders informed by prominent multi-trait models which included the distal traits of cognitive ability and the broad personality traits of extraversion, conscientiousness, neuroticism, and independence and the proximal traits of leadership self-efficacy (LSE) and motivation to lead (MTL). The study also quantified situational moderators in terms of a leader’s role ambiguity and situational constraints. The results supported a significant relationship between affective-identify MTL and leadership effectiveness with LSE as a proximal antecedent to MTL. Results also showed that (a) LSE had an indirect effect on leadership effectiveness through affectiveidentify MTL, (b) role ambiguity moderated the relationship between LSE and affectiveidentity MTL, and (c) the personality trait of independence had an indirect effect on leadership effectiveness through LSE and affective-identity MTL. However, hypotheses related to cognitive resource theory were not supported such that there was not a significant moderating effect of job stress on the relationship between cognitive ability, managerial training, and leadership experience with leadership effectiveness.The current study examined the relationship between individual differences and leadership effectiveness for 196 leaders informed by prominent multi-trait models which included the distal traits of cognitive ability and the broad personality traits of extraversion, conscientiousness, neuroticism, and independence and the proximal traits of leadership self-efficacy (LSE) and motivation to lead (MTL). The study also quantified situational moderators in terms of a leader’s role ambiguity and situational constraints. The results supported a significant relationship between affective-identify MTL and leadership effectiveness with LSE as a proximal antecedent to MTL. Results also showed that (a) LSE had an indirect effect on leadership effectiveness through affectiveidentify MTL, (b) role ambiguity moderated the relationship between LSE and affectiveidentity MTL, and (c) the personality trait of independence had an indirect effect on leadership effectiveness through LSE and affective-identity MTL. However, hypotheses related to cognitive resource theory were not supported such that there was not a significant moderating effect of job stress on the relationship between cognitive ability, managerial training, and leadership experience with leadership effectiveness.
Ph.D. in Psychology, December 2015
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Shared Authentic Leadership and Team Attitudes: The Role of Social Support and Team Diversity
Title
Shared Authentic Leadership and Team Attitudes: The Role of Social Support and Team Diversity
Creator
Shu, Frank
Date
2023
Description
Across 15 weeks, data from 48 interdisciplinary teams were collected to test the direct and indirect effects of shared authentic leadership on...
Show moreAcross 15 weeks, data from 48 interdisciplinary teams were collected to test the direct and indirect effects of shared authentic leadership on team attitudes (i.e., team work engagement & team satisfaction). Under the conservation of resources (COR) theory, team social support was considered a team resource, mediating the relationship between shared authentic leadership and team attitudes respectively. Functional diversity was also examined as a moderator between team social support and team attitudes. Results revealed that shared authentic leadership was a significant and positive predictor of team attitudes. However, team social support was not found to be a significant mediator. On the other hand, functional diversity was able to partially moderate the relationship between socio-emotional social support and team work engagement. A discussion of the results, strengths, and limitations of this study will be provided at the end of this manuscript.
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