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Leaders, Followers, and the Space Between : = a Three Dimensional View of Leader Attention and Decision-Making.

紀錄類型:	書目-語言資料,手稿 : Monograph/item
正題名/作者:	Leaders, Followers, and the Space Between :/
其他題名:	a Three Dimensional View of Leader Attention and Decision-Making.
作者:	MacMillan, Karen T.
面頁冊數:	1 online resource (155 pages)
附註:	Source: Dissertations Abstracts International, Volume: 84-02, Section: B.
Contained By:	Dissertations Abstracts International84-02B.
標題:	Engineering. -
電子資源:	click for full text (PQDT)
ISBN:	9798841591238

Leaders, Followers, and the Space Between : = a Three Dimensional View of Leader Attention and Decision-Making.
MacMillan, Karen T.

Leaders, Followers, and the Space Between :a Three Dimensional View of Leader Attention and Decision-Making. - 1 online resource (155 pages)

Source: Dissertations Abstracts International, Volume: 84-02, Section: B.

Thesis (Ph.D.)--The University of Western Ontario (Canada), 2013.

Includes bibliographical references

A quasi-experimental field study explores how follower voice, leader regulatory focus and leader-member exchange (LMX) affect leader attention and decision-making. The model responds to calls for more work into the interplay between leaders and followers and the effect on leadership (Avolio, 2007; Howell & Shamir, 2005), the integration of top-down and bottom-up processes that affect attention (Ocasio, 2011; Rerup, 2009); and the types, tactics, targets, and outcomes of follower voice (Morrison, 2011). Twentyseven established leaders and their followers completed on-line instruments in a timelagged fashion. Leaders were asked to respond to common managerial issues based on the General Management In-Box, a well-known in-basket exercise (Joines, 2011). Each scenario was accompanied by advisory messages that varied in (1) LMX level of the follower sender and (2) promotive or prohibitive voice type (Liang, Farh, & Farh, 2012). Results show the quality of the relationship between the leader and the follower message sender influenced leader interest and decision-making directly and as a moderator of the path between follower voice type and leader decision-making. Regulatory focus did not moderate the relationship between follower voice and leader attention. Contrary to predictions, promotive voice (messages about opportunities) influenced leader attention and decisions more than prohibitive voice (messages about threats). The contributions of these findings to the follower, voice, attention, LMX, and regulatory focus literatures are discussed.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2024

Mode of access: World Wide Web

ISBN: 9798841591238Subjects--Topical Terms:

561152
Engineering.
Index Terms--Genre/Form:

554714
Electronic books.

Leaders, Followers, and the Space Between : = a Three Dimensional View of Leader Attention and Decision-Making.
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504 $a Includes bibliographical references
520 $a A quasi-experimental field study explores how follower voice, leader regulatory focus and leader-member exchange (LMX) affect leader attention and decision-making. The model responds to calls for more work into the interplay between leaders and followers and the effect on leadership (Avolio, 2007; Howell & Shamir, 2005), the integration of top-down and bottom-up processes that affect attention (Ocasio, 2011; Rerup, 2009); and the types, tactics, targets, and outcomes of follower voice (Morrison, 2011). Twentyseven established leaders and their followers completed on-line instruments in a timelagged fashion. Leaders were asked to respond to common managerial issues based on the General Management In-Box, a well-known in-basket exercise (Joines, 2011). Each scenario was accompanied by advisory messages that varied in (1) LMX level of the follower sender and (2) promotive or prohibitive voice type (Liang, Farh, & Farh, 2012). Results show the quality of the relationship between the leader and the follower message sender influenced leader interest and decision-making directly and as a moderator of the path between follower voice type and leader decision-making. Regulatory focus did not moderate the relationship between follower voice and leader attention. Contrary to predictions, promotive voice (messages about opportunities) influenced leader attention and decisions more than prohibitive voice (messages about threats). The contributions of these findings to the follower, voice, attention, LMX, and regulatory focus literatures are discussed.
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