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Effects of Secure Base Leadership vs. Avoidant Leadership on Job Performance

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dc.contributor.authorLaguía González, Ana
dc.contributor.authorNavas Jiménez, María del Carmen
dc.contributor.authorSchettini, Rocio
dc.contributor.authorRodríguez Batalla, Fidel
dc.contributor.authorGuillén Corchado, David
dc.contributor.authorMoriano León, Juan Antonio
dc.contributor.orcidhttps://orcid.org/0009-0007-2954-4182
dc.contributor.orcidhttps://orcid.org/0009-0003-6033-6702
dc.date.accessioned2024-10-10T11:40:01Z
dc.date.available2024-10-10T11:40:01Z
dc.date.issued2024
dc.descriptionThe 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
dc.description.abstractOrganizations 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.en
dc.description.versionversión publicada
dc.identifier.citationLaguia, 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
dc.identifier.doihttps://doi.org/10.3390/businesses4030027
dc.identifier.issn2673-7116
dc.identifier.urihttps://hdl.handle.net/20.500.14468/23998
dc.journal.issue3
dc.journal.titleBusinesses
dc.journal.volume4
dc.language.isoen
dc.page.final452
dc.page.initial438
dc.publisherMDPI
dc.relation.centerFacultades y escuelas
dc.relation.departmentPsicología Social y de las Organizaciones
dc.rightsinfo:eu-repo/semantics/openAccess
dc.rights.urihttp://creativecommons.org/licenses/by/4.0/deed.es
dc.subject61 Psicología
dc.subject.keywordsleadershipen
dc.subject.keywordssecure base leadershipen
dc.subject.keywordsavoidant leadershipen
dc.subject.keywordsjob performanceen
dc.subject.keywordscounterproductive work behavioren
dc.titleEffects of Secure Base Leadership vs. Avoidant Leadership on Job Performanceen
dc.typeartículoes
dc.typejournal articleen
dspace.entity.typePublication
relation.isAuthorOfPublication43159039-8043-4c35-b310-24f99516fce1
relation.isAuthorOfPublicationfa49e095-777c-47d9-8044-eb12b443dba0
relation.isAuthorOfPublicationb64fe64e-dfd1-40f9-8f69-d839eace6bbc
relation.isAuthorOfPublication.latestForDiscovery43159039-8043-4c35-b310-24f99516fce1
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