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Erschienen in: Journal of Business and Psychology 4/2019

19.07.2018 | Original Paper

Contingent Reward Transactional Leaders as “Good Parents”: Examining the Mediation Role of Attachment Insecurity and the Moderation Role of Meaningful Work

verfasst von: Lixin Jiang, Sergio López Bohle, Maree Roche

Erschienen in: Journal of Business and Psychology | Ausgabe 4/2019

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Abstract

Deriving from the analogy between contingent reward transactional leaders (featured by clarity, consistency, consideration, and consequences) and “good parents,” we develop a moderated mediation model where attachment insecurity (avoidance and anxiety attachment) mediates the relationship of contingent reward transactional leadership with follower job insecurity, burnout, job performance, and organizational citizenship behaviors, and meaningful work moderates the relationship between contingent reward transactional leadership and attachment insecurity. Results based on two-wave data from two independent samples largely support our hypotheses. Specifically, supporting attachment theory, the relationship of contingent reward transactional leadership and follower outcomes (i.e., job insecurity, burnout, and job performance) is mediated by both avoidance attachment and anxiety attachment. Supporting the contingency theory of leadership, meaningful work strengthens the relationship between contingent reward transactional leadership and avoidance and anxiety attachment. Additionally, the indirect effect of contingent reward transactional leadership and follower outcomes via avoidance and anxiety attachment is contingent upon meaningful work.

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Fußnoten
1
Podsakoff, Podsakoff, and Kuskova (2010) proposed that a misconception in the leadership literature is that “punishment doesn’t work in the organizational setting.” Podsakoff et al. (2006) and Podsakoff et al. (2010) distinguished contingent punishment leadership behaviors and non-contingent punishment leadership behaviors. Although non-contingent punishment leadership behaviors can be detrimental to follower outcomes (Podsakoff et al., 2006), the meta-analysis by Podsakoff et al. (2006) demonstrated that contingent punishment leadership behaviors were positively related to various facets of follower satisfaction and group-level performance. Thus, punishing poor performance was not necessarily bad as long as punishment was administered contingently. Indeed, both contingent reward and contingent punishment leadership behaviors can be considered as accurate feedback (i.e., feedback that is contingent upon one’s level of performance; Podsakoff et al., 2006). Additionally, Podsakoff et al.’s (2006) meta-analysis revealed that contingent reward leadership behaviors and non-contingent punishment leadership behaviors were strongly and negatively correlated (ρ = − .55; k = 41), indicating that CRT leaders are less likely to administer punishment non-contingently.
 
2
Although previous work on infant attachment conceptualizes a three- (Hazan & Shaver, 1987) or four-category typology (Bartholomew & Horowitz, 1991), most researchers agree that the attachment system varies along two distinct dimensions of anxiety and avoidance (Brennan, Clark, & Shaver, 1998; Mikulincer & Shaver, 2005; Simpson, Rholes, & Phillips, 1996) because research has shown that this more accurately represents the underlying structure of attachment (Fraley & Waller, 1998; Richards & Schat, 2011).
 
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Metadaten
Titel
Contingent Reward Transactional Leaders as “Good Parents”: Examining the Mediation Role of Attachment Insecurity and the Moderation Role of Meaningful Work
verfasst von
Lixin Jiang
Sergio López Bohle
Maree Roche
Publikationsdatum
19.07.2018
Verlag
Springer US
Erschienen in
Journal of Business and Psychology / Ausgabe 4/2019
Print ISSN: 0889-3268
Elektronische ISSN: 1573-353X
DOI
https://doi.org/10.1007/s10869-018-9553-x

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