Are followers satisfied with conscientious leaders? The moderating influence of leader role authenticity

T. Brad Harris, Maria Teresa Cardador, Michael S. Cole, Sal Mistry, Bradley L. Kirkman

Research output: Contribution to journalArticle

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 languageEnglish (US)
Pages (from-to)456-471
Number of pages16
JournalJournal of Organizational Behavior
Volume40
Issue number4
DOIs
StatePublished - May 1 2019

Fingerprint

follower
authenticity
leader
Personality
Research
Authenticity
Follower
personality research
conditioning
Conditioning (Psychology)
Conscientiousness
leadership

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 journalArticle

Harris, T. Brad ; Cardador, Maria Teresa ; Cole, Michael S. ; Mistry, Sal ; Kirkman, Bradley L. / Are followers satisfied with conscientious leaders? The moderating influence of leader role authenticity. In: Journal of Organizational Behavior. 2019 ; Vol. 40, No. 4. pp. 456-471.
@article{1ca4ad9154404d29983a8775d0c0ebd1,
title = "Are followers satisfied with conscientious leaders? The moderating influence of leader role authenticity",
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.",
keywords = "leader adaptability, leader conscientiousness, leader role authenticity, satisfaction with leader, teams",
author = "Harris, {T. Brad} and Cardador, {Maria Teresa} and Cole, {Michael S.} and Sal Mistry and Kirkman, {Bradley L.}",
year = "2019",
month = "5",
day = "1",
doi = "10.1002/job.2342",
language = "English (US)",
volume = "40",
pages = "456--471",
journal = "Journal of Organizational Behavior",
issn = "0894-3796",
publisher = "John Wiley and Sons Ltd",
number = "4",

}

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 -