This volume is dedicated to examining various points of view of what leadership is, and how the leader supervises those whom he trains.
It is divided into three conceptual sections: The Leader, which examines various dimensions of leadership and what it means to lead; The Leader's Effect on Others, which as the title indicates it looks at the effect and influence that a leader may have on others; and Organizational Culture, the effect of the leader on the culture of the organization or institution.
The chapters in this book were originally published in The Journal of Psychology.
Investigating Leader Role Congruity and Counterproductive Work Behavior
Benjamin Biermeier-Hanson
and Patrick Coyle
ABSTRACT
The present study sought to examine the role of fulfilled vs. unfulfilled expectations in work-related and non-work domains. Specifically, we examined how congruence and incongruence between implicit leadership theories across multiple categories of leaders (typical, ideal, and effective leaders) and characteristics recognized on oneâs supervisor affect leader-member exchange (LMX), work-family conflict, and subsequent counter-productive work behavior. We tested our hypotheses using polynomial regression and response surface modeling. The results of this study showed that congruence between implicit leadership theories (ILTâs) of typical, ideal, and effective leaders and supervisor recognition, as well as incongruity between ILTâs of ideal leaders and characteristics recognized in oneâs supervisor, significantly impacts perceived LMX quality with supervisors. Incongruity between ILTâs of typical and ideal leaders and supervisor recognition was also associated with higher ratings of work-family conflict (WFC). Finally, the results showed support for a significant indirect effect of congruence between ILTs of typical and ideal leaders and characteristics recognized in oneâs supervisor on CWB through WFC. These results add meaningful depth to literature on congruent implicit theories in two ways: (a) we add to existing knowledge of outcomes associated with congruence on ILTâs, and, (b) we examine these associations using ILTâs across multiple categories of leaders. Implications are also discussed.
Engagement in counter-productive work behavior (CWB) interferes with goal attainment by organizational leaders and costs organizations up to $200 billion per year (Bolino & Klotz, 2015; Dalal, 2005; Yam, Fehr, Keng-Highberger, Klotz, & Reynolds, 2016). Counter-productive work behaviors are volitional behaviors that harm the organization or its members and are typically motivated by environmental events that violate expectations (Bies & Tripp, 1996; Martinko, Gundlach, & Douglas, 2002; Spector, Fox, Penney, Bruursema, Goh, & Kessler, 2006). Absenteeism, theft, coworker or supervisor abuse are all examples of these behaviors. To understand how leaders can reduce counter-productive behaviors, we must expand our understanding of how employees make sense of their workplace to identify what may violate their expectations and lead to CWBs.
To this end, we use knowledge structures about individually held prototypes of leaders, or implicit leadership theories (ILTs), to specify expectations for organizational sense making. These prototypes, or ILTs, are schemas that individuals hold about leader attributes and have received considerable attention in their ability to shape organizational processes and outcomes (e.g. Epitropaki & Martin, 2005; Foti & Lord, 1987; Lord, Foti & De Vader, 1984). For example, ILTs have been used to predict employeesâ work attitudes and relations. However, very little research has examined the relationship between these prototypes and counterproductive behaviors (Rupprecht, Kueny, Shoss & Metzger, 2016). To more fully understand the role of fulfilled vs. unfulfilled expectations in volitionally harmful behavior, we must continue to examine the relationship between ILTâs and CWB.
Expectations for leaders are fulfilled only when there is alignment between individualsâ prototypes and his/her perceptions of the characteristics exhibited by their leader, or âsupervisor recognitionâ (Epitropaki & Martin, 2005; Lord & Maher, 1991). There is evidence that congruence between ILTâs and oneâs supervisor (supervisor recognition) positively influences perceptions of working relationships. Specifically, initial evidence suggests that an employeeâs quality of relationship with their leader, as characterized by leader-member exchange (LMX), is positively affected when there is congruence between oneâs ILTs and characteristics recognized in oneâs supervisor (Epitropaki & Martin, 2005; van Gils, van Quaquebeke & van Knippenberg, 2010). Despite these initial findings, research that examines the ways in which this congruence influences relationships outside of work (e.g. work-family conflict, or WFC) is necessary to more fully understand the impact of this congruence on the workplace. Indeed, perceptions of leader relational quality along with work-life issues have been found to impact work-related outcomes generally, and counter-productive behaviors specifically (Epitropaki & Martin, 2005; Michel, Kotrba, Mitchelson, Clark, & Baltes, 2011; Rupprecht et al., 2016). Yet, the ways in which congruence between ILTâs and supervisor recognition influence both constructs and subsequent engagement in CWB are not fully known. As such, research that examines how congruence between ILTâs and supervisor recognition impacts CWB via LMX and WFC may help us achieve a greater understanding of how fulfillment of expectations regarding leaders can impact engagement in harmful behavior.
The purpose of this study is to explore how the role of intra-personal congruence on ILTâs (e.g. alignment between followersâ ILTâs and characteristics recognized in oneâs supervisor) affects LMX and WFC and subsequent engagement in CWB. Our study makes two primary contributions to existing literature. First, our study expands on existing knowledge of outcomes associated with intra-personal congruence on ILTâs by examining the influence of ILT congruence on CWB via LMX and WFC, as called for by prior studies (Epitropaki, Sy, Martin, Tram-Quon, & Topakas, 2013; Rupprecht et al., 2016). Second, our study adds to literature comparing ILTâs across multiple categories of leaders (typical leader, ideal leader, and effective leader) (Epitropaki et al., 2013; Epitropaki & Martin, 2005; van Gils et al., 2010). Specifically, congruence using ILTâs of âtypicalâ and âidealâ leaders have been studied (e.g. Epitropaki & Martin, 2005; Rupprecht et al., 2016; Topakas, 2011), yet have not been examined thoroughly in the context of the same study. As such, the benefits of studying the impact of the norm vs. valence of leader prototypes remain unclear (Foti, Hansbrough, Epitropaki, & Coyle, 2017). Furthermore, the extent to which ILTâs of ideal leaders vs. effective leaders are different has yet to be clarified. We examine ILTâs of all three categories of leaders in comparison to characteristics recognized in oneâs supervisor in order to generate a deeper understanding of perspectives and outcomes of congruence using several basic-level ILT categories, as called for by prior researchers (Foti et al., 2017; Junker and van Dick, 2014).
Literature Review and Hypotheses
ILTâs, or schemas specifyin...
Table des matiĂšres
Cover
Half Title
Title Page
Copyright Page
Table of Contents
Citation Information
Notes on Contributors
Introduction: The Many Shades of Leadership and Supervision
Part I The Leader
Part II The Leaderâs Effect on Others
Part III Organizational Culture
Index
Normes de citation pour Leadership and Supervision
APA 6 Citation
Rokach, A. (2021). Leadership and Supervision (1st ed.). Taylor and Francis. Retrieved from https://www.perlego.com/book/3042684/leadership-and-supervision-pdf (Original work published 2021)
Chicago Citation
Rokach, Ami. (2021) 2021. Leadership and Supervision. 1st ed. Taylor and Francis. https://www.perlego.com/book/3042684/leadership-and-supervision-pdf.
Harvard Citation
Rokach, A. (2021) Leadership and Supervision. 1st edn. Taylor and Francis. Available at: https://www.perlego.com/book/3042684/leadership-and-supervision-pdf (Accessed: 15 October 2022).
MLA 7 Citation
Rokach, Ami. Leadership and Supervision. 1st ed. Taylor and Francis, 2021. Web. 15 Oct. 2022.