Abstract
Leadership scholars have yet to identify a clear and consistent relationship between leader conscientiousness and followers' satisfaction with a leader. Drawing from socioanalytic theory and related personality research, we argue that the underlying motives of leader conscientiousness can manifest in systematically different behaviors aimed at team task accomplishment, ranging from rigid and order-driven to relatively more adaptable approaches. Importantly, we posit that the relationship between a leader's conscientiousness and adaptability is conditioned by role authenticity (i.e., the extent to which a leader believes a role permits expressions of her or his “true self”). Hence, we articulate a conditional indirect effects model whereby leader conscientiousness and leader role authenticity jointly predict leader adaptability and, in turn, increasing levels of leader adaptability are positively associated with followers' shared satisfaction with their leader. Data from a sample of fire and rescue crews provide partial support for the model. Post hoc analyses suggest that the conditioning influence of leader role authenticity on leader conscientiousness is more informative when subfacets of conscientiousness are considered.
| Original language | English (US) |
|---|---|
| Pages (from-to) | 456-471 |
| Number of pages | 16 |
| Journal | Journal of Organizational Behavior |
| Volume | 40 |
| Issue number | 4 |
| DOIs | |
| State | Published - May 1 2019 |
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Keywords
- leader adaptability
- leader conscientiousness
- leader role authenticity
- satisfaction with leader
- teams
ASJC Scopus subject areas
- Applied Psychology
- Sociology and Political Science
- Psychology(all)
- Organizational Behavior and Human Resource Management
Cite this
Are followers satisfied with conscientious leaders? The moderating influence of leader role authenticity. / Harris, T. Brad; Cardador, Maria Teresa; Cole, Michael S.; Mistry, Sal; Kirkman, Bradley L.
In: Journal of Organizational Behavior, Vol. 40, No. 4, 01.05.2019, p. 456-471.Research output: Contribution to journal › Article
}
TY - JOUR
T1 - Are followers satisfied with conscientious leaders? The moderating influence of leader role authenticity
AU - Harris, T. Brad
AU - Cardador, Maria Teresa
AU - Cole, Michael S.
AU - Mistry, Sal
AU - Kirkman, Bradley L.
PY - 2019/5/1
Y1 - 2019/5/1
N2 - Leadership scholars have yet to identify a clear and consistent relationship between leader conscientiousness and followers' satisfaction with a leader. Drawing from socioanalytic theory and related personality research, we argue that the underlying motives of leader conscientiousness can manifest in systematically different behaviors aimed at team task accomplishment, ranging from rigid and order-driven to relatively more adaptable approaches. Importantly, we posit that the relationship between a leader's conscientiousness and adaptability is conditioned by role authenticity (i.e., the extent to which a leader believes a role permits expressions of her or his “true self”). Hence, we articulate a conditional indirect effects model whereby leader conscientiousness and leader role authenticity jointly predict leader adaptability and, in turn, increasing levels of leader adaptability are positively associated with followers' shared satisfaction with their leader. Data from a sample of fire and rescue crews provide partial support for the model. Post hoc analyses suggest that the conditioning influence of leader role authenticity on leader conscientiousness is more informative when subfacets of conscientiousness are considered.
AB - Leadership scholars have yet to identify a clear and consistent relationship between leader conscientiousness and followers' satisfaction with a leader. Drawing from socioanalytic theory and related personality research, we argue that the underlying motives of leader conscientiousness can manifest in systematically different behaviors aimed at team task accomplishment, ranging from rigid and order-driven to relatively more adaptable approaches. Importantly, we posit that the relationship between a leader's conscientiousness and adaptability is conditioned by role authenticity (i.e., the extent to which a leader believes a role permits expressions of her or his “true self”). Hence, we articulate a conditional indirect effects model whereby leader conscientiousness and leader role authenticity jointly predict leader adaptability and, in turn, increasing levels of leader adaptability are positively associated with followers' shared satisfaction with their leader. Data from a sample of fire and rescue crews provide partial support for the model. Post hoc analyses suggest that the conditioning influence of leader role authenticity on leader conscientiousness is more informative when subfacets of conscientiousness are considered.
KW - leader adaptability
KW - leader conscientiousness
KW - leader role authenticity
KW - satisfaction with leader
KW - teams
UR - http://www.scopus.com/inward/record.url?scp=85059193202&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=85059193202&partnerID=8YFLogxK
U2 - 10.1002/job.2342
DO - 10.1002/job.2342
M3 - Article
VL - 40
SP - 456
EP - 471
JO - Journal of Organizational Behavior
JF - Journal of Organizational Behavior
SN - 0894-3796
IS - 4
ER -