Shared or different realities
Purpose: The purpose of this paper is to explore the consequences of self–other agreement (SOA) between leaders and subordinates on constructive and passive leadership behaviors for employee well-being, performance and perception of learning climate. Design/methodology/approach: Questionnaire ratings of 76 leaders and 211 subordinates in a forest industrial company on full-range leadership and subordinate ratings of well-being, work performance and learning climate have been used in this paper. The data were analyzed using polynomial regression with response surface analysis. Findings: SOA on constructive leadership (transformational leadership and contingent reward) was related to subordinates’ perception of a positive learning climate. SOA on passive leadership (management-by-exception passive) reduced subordinates’ performance, while disagreement reduced their well-being. Practical implications: It is important to give leaders feedback on their own and their subordinates’ ratings of not only constructive leadership behaviors but also passive behaviors. Originality/value: The study demonstrates how SOA on leaders’ constructive and passive leadership behaviors impacts employees’ well-being, performance and work climate.
Year of publication: |
2019
|
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Authors: | Hasson, Henna ; von Thiele Schwarz, Ulrica ; Tafvelin, Susanne |
Published in: |
Leadership & Organization Development Journal. - Emerald, ISSN 0143-7739, ZDB-ID 2021219-7. - Vol. 41.2019, 1 (03.12.), p. 37-51
|
Publisher: |
Emerald |
Saved in:
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