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  • SAGE Publications  (4)
  • 1
    In: Journal of Leadership & Organizational Studies, SAGE Publications, Vol. 25, No. 3 ( 2018-08), p. 323-338
    Kurzfassung: Drawing from positive organizational behavior, psychological capital has been shown to be a beneficial resource allowing leaders to remain positive and future-oriented. While having hope, optimism, confidence, and resilience are particularly effective in periods of great risk and uncertainty, extreme environments likely affect leaders’ psychological capital, as evidenced by changes to these comprising factors. Answering several recent calls for historical and narrative-based approaches to leadership in extreme events, we use content analysis and historiometrics in the case of Benjamin Montgomery, the first African American plantation owner in the post–Civil War U.S. South, who faced a sequence of extreme events after purchasing the plantation on which he was formerly a slave. We triangulate our examination through the letters Montgomery penned to his former owner Joseph Davis—the older brother of Confederacy President Jefferson Davis, records on the focal actors, and historical documents from the period. We then reconstruct and examine the relative contextual severity and its impact on Montgomery’s psychological capital across a 6-year period directly following the Civil War (1865-1870). We find that while unfamiliar extreme episodes erode leader psychological capital, those resources are restored when such periods are overcome and experience is gained. We also reconsider psychological capital as a profile multidimensional construct and show underlying pairs of dimensions, which we label as overt positivity (optimism and resilience) and realistic positivity (hope and confidence), trend similarly yet remain distinct from the other pair. The implications of these findings and future directions are then discussed.
    Materialart: Online-Ressource
    ISSN: 1548-0518 , 1939-7089
    Sprache: Englisch
    Verlag: SAGE Publications
    Publikationsdatum: 2018
    ZDB Id: 2168520-4
    SSG: 3,2
    Standort Signatur Einschränkungen Verfügbarkeit
    BibTip Andere fanden auch interessant ...
  • 2
    Online-Ressource
    Online-Ressource
    SAGE Publications ; 2019
    In:  Journal of Leadership & Organizational Studies Vol. 26, No. 1 ( 2019-02), p. 5-17
    In: Journal of Leadership & Organizational Studies, SAGE Publications, Vol. 26, No. 1 ( 2019-02), p. 5-17
    Kurzfassung: Empathic leaders often create high-quality relationships with their subordinates, and these relationships are suggested to increase several beneficial outcomes for employees and organizations alike. Yet leader–member exchange (LMX) theory suggests that leaders do not have such high-quality relationships with each of their subordinates, leading to varying levels of LMX differentiation. We examine how leaders’ empathic concern, a trait-based assessment of leader empathy, may incite additional discretionary efforts in the form of assisting coworkers with interpersonal facilitation and taking on additional tasks with job dedication. However, we suggest that when these empathic leaders are constrained, it reduces their ability to form high-quality relationships with all of their subordinates, resulting in high LMX differentiation. This LMX differentiation is expected to influence empathic leaders’ ability to motivate their followers to engage in altruistic behaviors. In a field study of workplace groups, we find that leader empathic concern positively affects interpersonal facilitation and job dedication only when LMX differentiation is low, providing support for our contention that the effects of empathic leadership may be situationally constrained. Findings and future directions are discussed.
    Materialart: Online-Ressource
    ISSN: 1548-0518 , 1939-7089
    Sprache: Englisch
    Verlag: SAGE Publications
    Publikationsdatum: 2019
    ZDB Id: 2168520-4
    SSG: 3,2
    Standort Signatur Einschränkungen Verfügbarkeit
    BibTip Andere fanden auch interessant ...
  • 3
    In: Journal of Management, SAGE Publications
    Kurzfassung: Supervisors directly influence employees’ perceptions of supervisor justice and subsequent supervisor-supportive behaviors by displaying just treatment through ongoing work interactions. Using a two-study design, we build on this target similarity approach by examining the potential for an indirect actor to be held accountable when a direct offender is acting on the indirect actor's behalf. Integrating fairness and role theory perspectives, Study 1 shows that the relationship between coworker injustice and supervisor-supportive citizenship behavior is mediated by supervisor blame and supervisor justice. Further, these linkages are strengthened when the offending coworker is delegated additional authority by the supervisor. Delegation more clearly connects the supervisor to the coworker's unjust behavior because the coworker is seen as an intermediary for the supervisor (i.e., perceived intermediary delegation-PID). In a constructive replication, Study 2's results support the basic mediation model from Study 1 but also show that the PID effect is influenced by victims’ relative standing with the supervisor compared with their offending coworkers (i.e., relative status). PID's strengthening effect as a result is most pronounced when victims of coworker injustice hold lower relative statuses than offenders. We conclude with implications of our findings and areas for future research.
    Materialart: Online-Ressource
    ISSN: 0149-2063 , 1557-1211
    Sprache: Englisch
    Verlag: SAGE Publications
    Publikationsdatum: 2023
    ZDB Id: 2015295-4
    SSG: 3,2
    Standort Signatur Einschränkungen Verfügbarkeit
    BibTip Andere fanden auch interessant ...
  • 4
    Online-Ressource
    Online-Ressource
    SAGE Publications ; 2012
    In:  Small Group Research Vol. 43, No. 3 ( 2012-06), p. 315-329
    In: Small Group Research, SAGE Publications, Vol. 43, No. 3 ( 2012-06), p. 315-329
    Kurzfassung: Team composition literature has established associations of team personality composition and performance in previous research. This study adds to this literature by examining the positive relationship of mean core self-evaluations (CSE) and team performance as well as the moderating effect of team-member exchange (TMX) on this relationship. Using 63 senior business student teams engaged in a management-simulation exercise, there was no support for the main effect of CSE above any variance explained in team performance by mean levels of the Big 5 factors. However, there was strong support for TMX as a moderator where mean CSE was only found to positively relate with team performance when TMX was high. The discussion will detail the results and future directions for research.
    Materialart: Online-Ressource
    ISSN: 1046-4964 , 1552-8278
    Sprache: Englisch
    Verlag: SAGE Publications
    Publikationsdatum: 2012
    ZDB Id: 2030802-4
    SSG: 5,2
    Standort Signatur Einschränkungen Verfügbarkeit
    BibTip Andere fanden auch interessant ...
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