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Employee Perceptions of Leadership Styles: Integrating Consideration, Interpersonal Traits, and Task-Oriented Behavior

Arredondo, Kelley

Abstract Details

2018, Doctor of Philosophy, University of Akron, Psychology-Industrial/Organizational.
Current theories of effective and destructive leadership suggest that some destructive leadership profiles consist of bright characteristics. A growing body of research demonstrates that on some occasions there can be Too-Much-of-a-Good thing, where bright characteristics reach a point where they stop yielding positive outcomes or even result in negative consequences. Destructive leadership primarily focuses on the relationship between actively destructive behaviors and organizational outcomes. On the other hand, studies show that some passive leadership behaviors also lead to negative outcomes. Similarly, the effective leadership literature provides evidence that a certain degree of relational characteristics is necessary within leadership. In other words, having too much or too little can lead to negative outcomes. Collectively, this suggests that there are unidentified types of destructive leaders. The current study sought to identify leadership styles that systematically vary on bright relational and task-oriented characteristics. Specifically, capturing leadership profiles with unique combinations of Consideration, Cooperation, Sympathy, and Initiating Structure will facilitate the identification of Appeasing leadership, a new type of destructive leadership. Through an employee survey, employees’ answered questions about their direct supervisor and rated their leadership effectiveness. Employees’ also reported their Job Satisfaction, Satisfaction with Leader, and experienced Incivility. Appeasing leadership was identified through a profile analysis. Subordinates with an Appeasing leader had more Role Ambiguity, Role Conflict, and Incivility, but lower Employee Job Satisfaction and Satisfaction with Leader than subordinates with a Balanced Effective leader. Implication for the advancement of theory and practical use of findings will be discussed
Andrea Snell, (Advisor)
Paul Levy, (Committee Member)
James Diefendorff, (Committee Member)
Joelle Elicker, (Committee Member)
Maria Hamdani, (Committee Member)
200 p.

Recommended Citations

Citations

  • Arredondo, K. (2018). Employee Perceptions of Leadership Styles: Integrating Consideration, Interpersonal Traits, and Task-Oriented Behavior [Doctoral dissertation, University of Akron]. OhioLINK Electronic Theses and Dissertations Center. http://rave.ohiolink.edu/etdc/view?acc_num=akron1540306472533629

    APA Style (7th edition)

  • Arredondo, Kelley. Employee Perceptions of Leadership Styles: Integrating Consideration, Interpersonal Traits, and Task-Oriented Behavior. 2018. University of Akron, Doctoral dissertation. OhioLINK Electronic Theses and Dissertations Center, http://rave.ohiolink.edu/etdc/view?acc_num=akron1540306472533629.

    MLA Style (8th edition)

  • Arredondo, Kelley. "Employee Perceptions of Leadership Styles: Integrating Consideration, Interpersonal Traits, and Task-Oriented Behavior." Doctoral dissertation, University of Akron, 2018. http://rave.ohiolink.edu/etdc/view?acc_num=akron1540306472533629

    Chicago Manual of Style (17th edition)