Staff Publications

Staff Publications

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    'Staff publications' is the digital repository of Wageningen University & Research

    'Staff publications' contains references to publications authored by Wageningen University staff from 1976 onward.

    Publications authored by the staff of the Research Institutes are available from 1995 onwards.

    Full text documents are added when available. The database is updated daily and currently holds about 240,000 items, of which 72,000 in open access.

    We have a manual that explains all the features 

Record number 412344
Title Perverse effects of other-referenced performance goals in an information exchange context
Author(s) Poortvliet, P.M.; Anseel, F.; Janssen, O.; Yperen, N.W. van
Source Journal of Business Ethics 106 (2012)4. - ISSN 0167-4544 - p. 401 - 414.
DOI https://doi.org/10.1007/s10551-011-1005-8
Department(s) Strategic Communication
WASS
Publication type Refereed Article in a scientific journal
Publication year 2012
Keyword(s) achievement goals - multiple-goal - orientation - mastery - task - motivation - behavior - model - work - satisfaction
Abstract A values-centered leadership model comprised of leader stakeholder and economic values, follower values congruence, and responsible leadership outcomes was tested using data from 122 organizational leaders and 458 of their direct reports. Alleviating same-source bias concerns in leadership survey research, follower ratings of leadership style and follower ratings of values congruence and responsible leadership outcomes were collected from separate sources via the split-sample methodology. Results of structural equation modeling analyses demonstrated that leader stakeholder values predicted transformational leadership, whereas leader economic values were associated with transactional leadership. Follower values congruence was strongly associated with transformational leadership, unrelated to transactional leadership, and partially mediated the relationships between transformational leadership and both follower organizational citizenship behaviors and follower beliefs in the stakeholder view of corporate social responsibility. Implications for responsible leadership and transformational leadership theory, practice, and future research are discussed.
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