Persona:
Moriano León, Juan Antonio

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ORCID
0000-0002-8332-1314
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Moriano León
Nombre de pila
Juan Antonio
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2020 - 20242
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Fecha de finalización: 2024 × Fecha de inicio: 2020 ×

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Mostrando 1 - 2 de 2
  • Miniatura
    Publicación
    Identity Leadership and Work Engagement in Spain: A Cross-Cultural Adaptation of the Identity Leadership Inventory
    (Pontificia Universidad Javeriana, Bogotá, 2020) Laguía González, Ana; Moriano León, Juan Antonio; Molero Alonso, Fernando Jorge; García Ael, Mª Cristina; Dick, Rolf van; https://orcid.org/0000-0002-6308-9466
    This paper reports the adaptation and validation of the Identity Leadership Inventory (ILI) in a Spanish organizational context. In addition, this study empirically explores the positive relationship between identity leadership and followers’ work engagement as mediated by positive and negative job-related affect. A total of 854 employees from different organizations (53.6% female, 46.4% male; M = 40.7 years, SD = 11.5, 19-74) completed an online questionnaire. Descriptive analyses, as well as confirmatory factor analyses, were conducted. According to our results, the Spanish version of the ILI had adequate psychometric properties. The four dimensions obtained in other countries (i.e., identity prototypicality, identity advancement, identity entrepreneurship, and identity impresarioship) were replicated in our sample. Moreover, we found that only identity entrepreneurship significantly related to followers’ positive and negative affect at work, which in turn, related to reported work engagement. We conclude that the Spanish version of the ILI adequately measures identity leadership in organizations. Future studies can build on this instrument to assess and foster identity leadership among supervisors.
  • Miniatura
    Publicación
    Effects of Secure Base Leadership vs. Avoidant Leadership on Job Performance
    (MDPI, 2024) Laguía González, Ana; Navas Jiménez, María del Carmen; Schettini, Rocio; Rodríguez Batalla, Fidel; Guillén Corchado, David; Moriano León, Juan Antonio; https://orcid.org/0009-0007-2954-4182; https://orcid.org/0009-0003-6033-6702
    Organizations need high performance from their employees to achieve their goals, provide specialized services and products, and ultimately secure a competitive edge. Performance is also a source of satisfaction for employees, as it creates feelings of mastery and pride. Different leadership styles positively influence both employee performance and organizational excellence; thus, the present study aimed to analyze the relationship between a novel leadership style based on attachment theory, secure base leadership, and job performance (i.e., task and conceptual performance and counterproductive work behaviors). Additionally, a passive-avoidant leadership relationship with performance dimensions is analyzed. Using partial least squares structural equation modeling with self-reported data from 422 Spanish employees, the results show that secure base leadership is positively related to task and contextual performance, while it is negatively related to counterproductive work behaviors. The opposite pattern is found for passive-avoidant leadership (except for the link between passive-avoidant leadership and contextual performance, which is not significant). The promotion of secure base leadership within organizations allows for the cultivation of a supportive environment that favors work behaviors that are aligned with organizational objectives, and since leadership can be trained, these results are relevant for practitioners in organizations.