Publicación: Effects of Secure Base Leadership vs. Avoidant Leadership on Job Performance
Fecha
2024
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Derechos de acceso
info:eu-repo/semantics/openAccess
Título de la revista
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Editor
MDPI
Resumen
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.
Descripción
The registered version of this article, first published in “ Businesses 4, no. 3: 438-452", is available online at the publisher's website: MDPI, https://doi.org/10.3390/businesses4030027
La versión registrada de este artículo, publicado por primera vez en “ Businesses 4, no. 3: 438-452", está disponible en línea en el sitio web del editor: MDPI, https://doi.org/10.3390/businesses4030027
Categorías UNESCO
Palabras clave
leadership, secure base leadership, avoidant leadership, job performance, counterproductive work behavior
Citación
Laguia, Ana, María C. Navas-Jiménez, Rocio Schettini, Fidel Rodríguez-Batalla, David Guillén, and Juan A. Moriano. 2024. "Effects of Secure Base Leadership vs. Avoidant Leadership on Job Performance" Businesses 4, no. 3: 438-452. https://doi.org/10.3390/businesses4030027
Centro
Facultad de Psicología
Departamento
Psicología Social y de las Organizaciones