| 1. |
- Birkheim, K., et al.
(författare)
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The Role of Psychological Capital in Perception of Safety Climate Among Air Traffic Controllers
- 2013
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Ingår i: Journal of leadership & organizational studies. - : SAGE Publications. - 1548-0518 .- 1939-7089. ; 20:2, s. 232-241
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Tidskriftsartikel (refereegranskat)abstract
- Previous research has shown that psychological capital (PsyCap) is associated with desired employee behavioral and performance outcomes. Extending previous research, we examine, in two studies, if the PsyCap of Norwegian air traffic controllers is related to their perceptions of safety climate. Based on bootstrapping procedures, results from Study 1 (N = 77) and Study 2 (N = 38) revealed that PsyCap was positively correlated with safety climate. In Study 1, PsyCap explained 31% of the variance in safety climate. Controlling for mediating effects of positive and negative emotions in Study 2, PsyCap explained 15.5% of the variance. These results provide first-time empirical evidence linking PsyCap to safety climate in safety critical organizations.
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| 2. |
- Borgersen, Hanne C., et al.
(författare)
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Authentic Leadership and Safety Climate Among Seafarers
- 2014
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Ingår i: Journal of leadership & organizational studies. - : SAGE Publications. - 1548-0518 .- 1939-7089. ; 21:4, s. 394-402
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Tidskriftsartikel (refereegranskat)abstract
- This study examined relationships between authentic leadership and safety climateamong 463 seafarers sailing on 23 merchant vessels in the international shipping industry. A multiple regression analysis was performed, where authentic leadership made a statistically significant contribution to explaining variance in safety climate, controlling for age, rank on board, and social desirable responding. Adding an interaction between authentic leadership and rank on board (officers vs. crew) to the multiple regression analysis did not add to the amount of explained variance (R 2 = .38). Implications for leadership training and safety in shipping are discussed.
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| 3. |
- Lundqvist, Daniel, 1981-, et al.
(författare)
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Leadership and Learning at Work: A Systematic Literature Review of Learning-oriented Leadership
- 2023
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Ingår i: Journal of leadership & organizational studies. - : Sage Publications. - 1548-0518 .- 1939-7089. ; 30:2, s. 205-238
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Tidskriftsartikel (refereegranskat)abstract
- Contemporary organizations must be adaptive and agile as the environment changes. To respond to change, leaders must find ways of integrating learning into everyday work experiences. This invites the question: how do leaders facilitate individual, group and organizational learning? Several studies have examined relationships among leadership and learning and potential mediating and moderating variables. However, because this literature is extensive and fragmented it is difficult to discern what is known about how leadership contributes to individual, group and organizational learning. Accordingly, there is a pressing need to assemble and evaluate the existing studies. To address this limitation of the literature, this paper presents a systematic review and critique of literature in this field. Our review of 105 studies suggests that there are statistically significant relationships between different types of leadership and learning at the individual, group, and organizational levels. Furthermore, the findings indicate that these relationships are often mediated by other variables. However, little is known about moderators and boundary conditions. Based on the findings, it would be premature to say with certainty that leadership causally influences learning, since the empirical basis for such a claim is lacking. We outline the conceptual, theoretical, methodological, and empirical refinements needed to guide future research on learning-oriented leadership and advance this research trajectory. The findings of our review and our conclusions will be informative for researchers and practitioners.
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| 4. |
- Tafvelin, Susanne, 1975-, et al.
(författare)
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A Self-Determination Theory Perspective on Transfer of Leadership Training : The Role of Leader Motivation
- 2021
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Ingår i: Journal of leadership & organizational studies. - : Sage Publications. - 1548-0518 .- 1939-7089. ; 28:1, s. 60-75
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Tidskriftsartikel (refereegranskat)abstract
- The purpose of the present research was to investigate how leaders' different types of pretraining motivation may influence transfer of leadership training. Drawing on self-determination theory, we examined the role of autonomous and controlled motivation for short- and long-term transfer in terms of employee-rated improvements of leaders' need support. Data were collected in conjunction with a leadership training program that was aimed at increasing need support among municipality leaders (n= 20 leaders and theirn= 323 employees), and surveys were sent to leaders and employees before training, posttraining, and 4 months after training. Bayesian multilevel modeling suggests that autonomous (Estimate = 0.17, 95% confidence interval [CI: 0.030, 0.329]) and controlled (Estimate = 0.08, 95% CI [0.013, 0.150]) premotivation among leaders are related to short-term improvements in need support. Although neither type of motivation had a credible long-term effect on transfer 4 months after the training, the 95% credibility interval indicate that the effect of autonomous motivation (Estimate = 0.13, 95% CI [-0.004, 0.269]) most likely is positive. Our study demonstrates the usefulness of using a theory-based multidimensional perspective on predictors of training transfer and on adding a temporal perceptive on their effects. Our study also points toward the importance of not only fostering autonomous motivation at work but recognizing the potential in controlled motivation.
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| 5. |
- Tafvelin, Susanne, 1975-, et al.
(författare)
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Are Formal Leaders the Only Ones Benefitting From Leadership Training? : A Shared Leadership Perspective
- 2019
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Ingår i: Journal of leadership & organizational studies. - : Sage Publications. - 1548-0518 .- 1939-7089. ; 26:1, s. 32-43
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Tidskriftsartikel (refereegranskat)abstract
- Leadership training most often involves training of formal leaders, and little is known about the potential benefits of leadership training for other members of an organization. Using theories of shared leadership, the current study examined outcomes of transformational leadership training that targets both formal and informal leaders (i.e., both vertical and shared leadership). The training was set in a Swedish paper pulp factory and involved formal and informal leaders participating in 20 days of training over a period of 16 months. Based on employee survey data collected both pre- and postintervention our analyses revealed that both formal and informal leaders significantly improved their transformational leadership behaviors. Interestingly, the improvement in transformational leadership behaviors of formal and informal leaders tended to predict employee efficiency and well-being in different ways. Improvements in formal leaders' transformational leadership were related to employee well-being, while informal leaders' increases in transformational leadership were associated with efficiency. The results point toward the benefit of a shared leadership perspective on leadership training and indicate that improvements in transformational leadership may affect employees differently depending on who in the organization displays them.
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| 6. |
- Tafvelin, Susanne, 1975-, et al.
(författare)
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Toward understanding the direct and indirect effects of transformational leadership on well-being : A longitudinal study
- 2011
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Ingår i: Journal of Leadership and Organizational Studies. - : SAGE. - 1071-7919 .- 1548-0518 .- 1939-7089. ; 18:4, s. 480-492
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Tidskriftsartikel (refereegranskat)abstract
- In this two-wave longitudinal panel study, the authors strived to advance understanding of how transformational leadership affects employee well-being over time. The authors proposed a model that included both direct and indirect effects, which was tested in a sample of social service employees. Results of structural equation modeling revealed that transformational leadership had no direct effect on well-being over time. Instead, both the short-term and long-term effects of transformational leadership on well-being were mediated by a positive climate for innovation. The study contributes to knowledge about the complicated processes by which leaders influence well-being of employees.
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