Document Detail


Adaptive self-regulation: meeting others' expectations of leadership and performance.
MedLine Citation:
PMID:  11999873     Owner:  NLM     Status:  MEDLINE    
Abstract/OtherAbstract:
The authors used longitudinal multisource field data to examine core aspects of the adaptive self-regulation model (A. S. Tsui & S. J. Ashford, 1994) in terms of linkages between self-monitoring, discrepancy in manager match-to-position, 5 measures of leadership, and manager performance. At Time 1, 64 superiors of focal managers rated the managers' matches to their positions within the organization; at Time 3, they rated the managers' performance. At Time 2, the 64 focal managers completed a measure of self-monitoring, and 192 subordinates rated the focal managers' leadership behaviors. Results of partial least squares analysis revealed that discrepancy in manager match-to-position was associated with reductions in laissez faire and passive management-by-exception behaviors and increases in transformational leadership behavior. Self-monitoring was positively associated with all 5 leadership behaviors. Performance was related positively to transformational leadership behavior and negatively to passive management-by-exception and contingent-reward behaviors
Authors:
John J Sosik; Denise Potosky; Dong I Jung
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Publication Detail:
Type:  Journal Article    
Journal Detail:
Title:  The Journal of social psychology     Volume:  142     ISSN:  0022-4545     ISO Abbreviation:  J Soc Psychol     Publication Date:  2002 Apr 
Date Detail:
Created Date:  2002-05-09     Completed Date:  2002-06-11     Revised Date:  2004-11-17    
Medline Journal Info:
Nlm Unique ID:  0376372     Medline TA:  J Soc Psychol     Country:  United States    
Other Details:
Languages:  eng     Pagination:  211-32     Citation Subset:  IM    
Affiliation:
Great Valley School of Graduate Professional Studies, The Pennsylvania State University, Malvern 19355, USA. JJS20@psu.edu
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MeSH Terms
Descriptor/Qualifier:
Adaptation, Psychological*
Adult
Employee Performance Appraisal*
Female
Humans
Internal-External Control
Interpersonal Relations
Leadership*
Male
Middle Aged
Personal Autonomy
Self Concept*

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