What Does Leaders' Character Add to Transformational Leadership?

被引:9
作者
Liborius, Patrick [1 ]
机构
[1] Tech Univ Darmstadt, Alexander Str 10, D-64283 Darmstadt, Germany
关键词
Character; forgiveness; humility; integrity; stress: transformational leadership; WBF; worthiness of being followed; BEHAVIORAL INTEGRITY; AUTHENTIC LEADERSHIP; MEDIATING ROLE; PERFORMANCE; HUMILITY; CONSEQUENCES; ANTECEDENTS; NEUROTICISM; COMMITMENT; EMPLOYEES;
D O I
10.1080/00223980.2016.1270889
中图分类号
B84 [心理学];
学科分类号
04 ; 0402 ;
摘要
The influence of leaders' character (e.g., integrity, humility/forgiveness) has rarely been examined in leadership research. The current investigation focused on the impact of integrity and humility/forgiveness on both followers' perceptions of leaders' worthiness of being followed (WBF) and stress. Results from a scenario experiment (n = 347) and a field study (n = 110) indicated that these aspects incrementally predict WBF above and beyond the impact of transformational leadership. Similar results were found concerning followers' stress with the exception of leader integrity in the field study. According to relative importance analyses, integrity and transformational leadership predict WBF equally well. The results have conceivable implications for human resources (personnel selection and development). Future research should examine additional outcome variables that are affected by certain leader characteristics as well as potential negative effects of the examined character aspects.
引用
收藏
页码:299 / 320
页数:22
相关论文
共 78 条
[1]   The Interactive Effects of Behavioral Integrity and Procedural Justice on Employee Job Tension [J].
Andrews, Martha C. ;
Kacmar, K. Michele ;
Kacmar, Charles .
JOURNAL OF BUSINESS ETHICS, 2015, 126 (03) :371-379
[2]  
[Anonymous], 2005, Transformational leadership
[3]  
[Anonymous], 1985, Leadership and performance beyond expectations
[4]  
[Anonymous], 1999, FULL LEADERSHIP DEV
[5]   Transformational leadership and psychological well-being: The mediating role of meaningful work [J].
Arnold, Kara A. ;
Turner, Nick ;
Barling, Julian ;
Kelloway, E. Kevin ;
McKee, Margaret C. .
JOURNAL OF OCCUPATIONAL HEALTH PSYCHOLOGY, 2007, 12 (03) :193-203
[6]  
Avolio B.J., 2009, Journal of leadership and organizational studies, V15, P325, DOI [10.1177/1548051809333194, DOI 10.1177/1548051809333194]
[7]   Authentic leadership development: Getting to the root of positive forms of leadership [J].
Avolio, BJ ;
Gardner, WL .
LEADERSHIP QUARTERLY, 2005, 16 (03) :315-338
[8]   Effects of transformational leadership training on attitudinal and financial outcomes: A field experiment [J].
Barling, J ;
Weber, T ;
Kelloway, EK .
JOURNAL OF APPLIED PSYCHOLOGY, 1996, 81 (06) :827-832
[9]   Please Accept My Sincerest Apologies: Examining Follower Reactions to Leader Apology [J].
Basford, Tessa E. ;
Offermann, Lynn R. ;
Behrend, Tara S. .
JOURNAL OF BUSINESS ETHICS, 2014, 119 (01) :99-117
[10]  
Bass B., 1990, TRANSFORMATIONAL LEA