The Social Psychology of Organizations.

We develop and test a theoretical model that explores how individuals appraise different types of stressful job demands and how these cognitive appraisals impact job performance. The model also exp...

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Turning their Pain to Gain: Charismatic Leader Influence on Follower Stress Appraisal and Job Performance

The Conceptual Representation and the Measurement of Psychological Forces

Leadership research to date has mainly focused on leaders' subjective effects. In this study, we examine the effect of different leadership styles on two financial measures of organizational performance and three measures of organizational climate in 50 supermarket stores of a large supermarket chain in the Netherlands. Our findings show a clear relationship of local leadership with the financial performance and organizational climate in the stores. The findings also show that the leadership styles have differential effects. Charismatic leadership and consideration have a substantial effect on climate and financial performance in the small stores, suggesting the relevance of personal leadership of the store manager in these small stores. Initiating structure leadership had no effect on financial results or organizational climate, either in the small stores or in the large stores. Based on these findings, we have formulated some avenues for further research.

Leadership effects on organizational climate and financial performance: Local leadership effect in chain organizations

Transformational leadership is associated with a range of positive outcomes Yet, according to substitutes for leadership theory, there may be circumstances under which it is difficult, if not impossible, for leaders to inspire and challenge their employees Therefore, we hypothesize that transformational leadership behaviors as well as employee self-leadership strategies contribute to employee work engagement and job performance Furthermore, we hypothesize that transformational leadership behaviors are more effective when employees have a high need for leadership, whereas self-leadership strategies are more effective when employees have a low need for leadership A sample of 57 unique leader-employee dyads filled out a quantitative diary survey at the end of each week, for a period of five weeks The results of multilevel structural equation modeling showed that employees were more engaged in their work and received higher performance ratings from their leader when leaders used more transformational leadership behaviors, and when employees used more self-leadership strategies Furthermore, we showed that transformational leadership behaviors were more effective when employees had a high (vs low) need for leadership and that the opposite was true for employee self-leadership These findings contribute to our understanding of the role of employees in the transformational leadership process

Who takes the lead? A multi-source diary study on leadership, work engagement, and job performance

Need for leadership : A solution to empirical problems in situational theories of leadership

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Need for leadership : A solution to empirical problems in situational theories of leadership