The moderator role of followers’ personality traits in the relations between leadership styles, two types of task performance and work result satisfaction

REFERENCES

• Aiken, L., & West, S. G. (1991). Multiple regression: Testing and interpreting interactions. Thousand Oaks, CA: Sage.
   Google Scholar
• Avey, J. B., Luthans, F., & Youssef, C. M. (2008). The additive value of positive psychological capital in predicting work attitudes and behaviors. Journal of Management, 36, 1–45. doi:10.1177/0149206308329961
   Web of Science ®Google Scholar
• Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16, 315–338. doi:10.1016/j.leaqua.2005.03.001
   Web of Science ®Google Scholar
• Avolio, B. J., Gardner, W. L., Walumbwa, F. O., Luthans, F., & May, D. R. (2004). Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviors. The Leadership Quarterly, 15, 801–823. doi:10.1016/j.leaqua.2004.09.003
   Web of Science ®Google Scholar
• Azanza, G., Moriano, J. A., & Molero, F. (2013). Authentic leadership and organizational culture as drivers of employees’ job satisfaction. Journal of Work and Organizational Psychology, 29, 45–50. doi:10.5093/tr2013a7
   Google Scholar
• Barling, J., Christie, A., & Turner, N. (2008). Pseudo-transformational leadership: Towards the development and test of a model. Journal of Business Ethics, 81, 851–861. doi:10.1007/s10551-007-9552-8
   Web of Science ®Google Scholar
• Barrick, M. R. (2003). Select on conscientiousness and emotional stability. In E. A. Locke (Ed.), The Blackwell handbook of principles of organizational behavior. Oxford: Blackwell. doi:10.1111/b.9780631215066.2003.x
   Google Scholar
• Barrick, M. R., & Mount, M. K. (1991). The big five personality dimensions and job performance: A meta-analysis. Personnel Psychology, 44, 1–26. doi:10.1111/j.1744-6570.1991.tb00688.x
   Web of Science ®Google Scholar
• Barrick, M. R., & Mount, M. K. (2005). Yes, personality matters: Moving on to more important matters. Human Performance, 18, 359–372. doi:10.1207/s15327043hup1804_3
   Web of Science ®Google Scholar
• Barrick, M. R., Mount, M. K., & Strauss, J. P. (1993). Conscientiousness and performance of sales representatives: Test of the mediating effects of goal setting. Journal of Applied Psychology, 78, 715–722. doi:10.1037/0021-9010.78.5.715
   Web of Science ®Google Scholar
• Bass, B. M. (1985). Leadership and perfomance beyond expectations. New York, NY: Free Press.
   Google Scholar
• Bass, B. M. (1995). Theory of transformational leadership redux. The Leadership Quarterly, 6, 463–478. doi:10.1016/1048-9843(95)90021-7
   Web of Science ®Google Scholar
• Bedeian, A. G., Ferris, G. R., & Kacmar, K. M. (1992). Age, tenure, and job satisfaction: A tale of two perspectives. Journal of Vocational Behavior, 40, 33–48. doi:10.1016/0001-8791(92)90045-2
   Web of Science ®Google Scholar
• Bermúdez Moreno, J. (1995). Cuestionario “big five”. Adaptación al castellano del cuestionario BFQ de caprara, barbaranelli, y borgogni. Madrid: Tea Ediciones.
   Google Scholar
• Besemer, S. P. (1998). Creative product analysis matrix: Testing the model structure and a comparison among products--three novel chairs. Creativity Research Journal, 11, 333–346. doi:10.1207/s15326934crj1104_7
   Web of Science ®Google Scholar
• Besemer, S. P., & O’Quin, K. (1999). Confirming the three-factor creative product analysis matrix model in an American sample. Creativity Research Journal, 12, 287–296. doi:10.1207/s15326934crj1204
   Web of Science ®Google Scholar
• Bono, J. E., & Judge, T. A. (2004). Personality and transformational and transactional leadership: A meta-analysis. Journal of Applied Psychology, 89, 901–910. doi:10.1037/0021-9010.89.5.901
   PubMed Web of Science ®Google Scholar
• Bouffard-Bouchard, T. (1990). Influence of self-efficacy on performance in a cognitive task. The Journal of Social Psychology, 130, 353–363. doi:10.1080/00224545.1990.9924591
   Web of Science ®Google Scholar
• Caprara, G. V., Barbaranelli, C., Borgogni, L., & Perugini, M. (1993). The “big five questionnaire”: A new questionnaire to assess the five factor model. Personality and Individual Differences, 15, 281–288. doi:10.1016/0191-8869(93)90218-R
   Web of Science ®Google Scholar
• Caspi, A., Roberts, B. W., & Shiner, R. L. (2005). Personality development: Stability and change. Annual Review of Psychology, 56, 453–484. doi:10.1146/annurev.psych.55.090902.141913
   PubMed Web of Science ®Google Scholar
• Chen, G., Casper, W. J., & Cortina, J. M. (1999, April). Meta-analytic examination of the relationships among cognitive ability, conscientiousness, self-efficacy, and task performance. Paper presented at the Annual Meeting of the Society of Industrial-Organizational Psychology, Atlanta, GA.
   Google Scholar
• Clapp-Smith, R., Vogelgesang, G. R., & Avey, J. B. (2008). Authentic leadership and positive psychological capital: The mediating role of trust at the group level of analysis. Journal of Leadership & Organizational Studies, 15, 227–240. doi:10.1177/1548051808326596
   Google Scholar
• Colbert, A. E., Mount, M. K., Harter, J. K., Witt, L. A., & Barrick, M. R. (2004). Interactive effects of personality and perceptions of the work situation on workplace deviance. The Journal of Applied Psychology, 89, 599–609. doi:10.1037/0021-9010.89.4.599
   PubMed Web of Science ®Google Scholar
• Colbert, A. E., & Witt, L. A. (2009). The role of goal-focused leadership in enabling the expression of conscientiousness. Journal of Applied Psychology, 94, 790–796. doi:10.1037/a0014187
   PubMed Web of Science ®Google Scholar
• Cooper, C. L., Scandura, T. A., & Schriesheim, C. A. (2005). Looking forward but learning from our past: Potential challenges to developing authentic leadership theory and authentic leaders. The Leadership Quarterly, 16, 475–493. doi:10.1016/j.leaqua.2005.03.008
   Web of Science ®Google Scholar
• Csikszentmihalyi, M., & Rathunde, K. (1993). The measurement of flow in everyday life: Toward a theory of emergent motivation. In J. E. Jacobs (Ed.), Nebraska Symposium on Motivation, 1992: Developmental perspectives on motivation. Current theory and research in motivation (Vol. 40, pp. 57–97). Lincoln, NE: University of Nebraska Press.
   Google Scholar
• Cummings, G. G., MacGregor, T., Davey, M., Lee, H., Wong, C. A., Lo, E., … Stafford, E. (2010). Leadership styles and outcome patterns for the nursing workforce and work environment: A systematic review. International Journal of Nursing Studies, 47, 363–385. doi:10.1016/j.ijnurstu.2009.08.006
   PubMed Web of Science ®Google Scholar
• Dawson, J. F. (2014). Moderation in management research: What, why, when, and how. Journal of Business and Psychology, 29, 1–19. doi:10.1007/s10869-013-9308-7
   Web of Science ®Google Scholar
• Deci, E. L., Connell, J. P., & Ryan, R. M. (1989). Self-determination in a work organization. Journal of Applied Psychology, 74, 580–590. doi:10.1037/0021-9010.74.4.580
   Web of Science ®Google Scholar
• Eagly, A. H. (2005). Achieving relational authenticity in leadership: Does gender matter? The Leadership Quarterly, 16, 459–474. doi:10.1016/j.leaqua.2005.03.007
   Web of Science ®Google Scholar
• Eden, D., Geller, D., Gewirtz, A., Gordon-Terner, R., Inbar, I., Liberman, M., … Shalit, M. (2000). Implanting pygmalion leadership style through workshop training. Seven field experiments. The Leadership Quarterly, 11, 171–210. doi:10.1016/S1048-9843(00)00042-4
   Web of Science ®Google Scholar
• Feist, G. J. (1998). A meta-analysis of personality in scientific and artistic creativity. Personality and Social Psychology Review, 2, 290–309. doi:10.1207/s15327957pspr0204_5
   PubMedGoogle Scholar
• Fletcher, C. (2002). Appraisal: An individual psychological perspective. In S. Sonnentag (Ed.), Psychological management of individual performance (pp. 111–131). New York, NY: Wiley.
   Google Scholar
• Franke, G. R., Crown, D. F., & Spake, D. F. (1997). Gender differences in ethical perceptions of business practices: A social role theory perspective. Journal of Applied Psychology, 82, 920–934. doi:10.1037/0021-9010.82.6.920
   PubMed Web of Science ®Google Scholar
• Gardner, W. L., Avolio, B. J., Luthans, F., May, D. R., & Walumbwa, F. O. (2005). “Can you see the real me?” A self-based model of authentic leader and follower development. The Leadership Quarterly, 16, 343–372. doi:10.1016/j.leaqua.2005.03.003
   Web of Science ®Google Scholar
• Gardner, W. L., Cogliser, C. C., Davis, K. M., & Dickens, M. P. (2011). Authentic leadership: A review of the literature and research agenda. The Leadership Quarterly, 22, 1120–1145. doi:10.1016/j.leaqua.2011.09.007
   Web of Science ®Google Scholar
• George, J. M., & Zhou, J. (2007). Dual tuning in a supportive context: Joint contributions of positive mood, negative mood, and supervisory behaviors to employee creativity. Academy of Management Journal, 50, 605–622. doi:10.5465/AMJ.2007.25525934
   Web of Science ®Google Scholar
• Giallonardo, L. M., Wong, C. A., & Iwasiw, C. L. (2010). Authentic leadership of preceptors: Predictor of new graduate nurses’ work engagement and job satisfaction. Journal of Nursing Management, 18, 993–1003. doi:10.1111/j.1365-2834.2010.01126.x
   PubMed Web of Science ®Google Scholar
• Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. The Leadership Quarterly, 6, 219–247. doi:10.1016/1048-9843(95)90036-5
   Google Scholar
• Guilford, J. P. (1959). Three faces of intellect. American Psychologist, 14, 469–479. doi:10.1037/h0046827
   Web of Science ®Google Scholar
• Gunthert, K. C., Cohen, L. J., & Armeli, S. (1999). The role of neuroticism in daily stress and coping. Journal of Personality and Social Psychology, 77, 1087–1100. doi:10.1037/0022-3514.77.5.1087
   PubMed Web of Science ®Google Scholar
• Hough, L. M., Eaton, N. K., Dunnette, M. D., Kamp, J. D., & McCloy, R. A. (1990). Criterion-related validities of personality constructs and the effect of response distortion on those validities. Journal of Applied Psychology, 75, 581–595. doi:10.1037/0021-9010.75.5.581
   Web of Science ®Google Scholar
• House, R. J. (1996). Path-goal theory of leadership: Lessons, legacy, and a reformulated theory. The Leadership Quarterly, 7, 323–352. doi:10.1016/S1048-9843(96)90024-7
   Web of Science ®Google Scholar
• House, R. J. (1971). A path goal theory of leader effectiveness. Administrative Science Quarterly, 16, 321–338. doi:10.2307/2391905
   Web of Science ®Google Scholar
• House, R. J., & Mitchell, T. R. (1974). Path-goal theory of leadership. Journal of Contemporary Business, 3, 81–89.
   Google Scholar
• Howell, J. P., Dorfman, P. W., & Kerr, S. (1986). Moderator variables in leadership research. Academy of Management Review, 11, 88–102. Retrieved from http://www.jstor.org/stable/258333
   Web of Science ®Google Scholar
• Hsiung, H.-H. (2012). Authentic leadership and employee voice behavior: A multi-level psychological process. Journal of Business Ethics, 107, 349–361. doi:10.1007/s10551-011-1043-2
   Web of Science ®Google Scholar
• Ilies, R., Morgeson, F. P., & Nahrgang, J. D. (2005). Authentic leadership and eudaemonic well-being: Understanding leader-follower outcomes. The Leadership Quarterly, 16, 373–394. doi:10.1016/j.leaqua.2005.03.002
   Web of Science ®Google Scholar
• James, K., & Asmus, C. (2001). Personality, cognitive skills, and creativity in different life domains. Creativity Research Journal, 13, 149–159. doi:10.1207/S15326934CRJ1302_3
   Web of Science ®Google Scholar
• Johnson, J. A., & Ostendorf, F. (1993). Clarification of the five-factor model with the abridged big five dimensional circumplex. Journal of Personality and Social Psychology, 65, 563–576. doi:10.1037/0022-3514.65.3.563
   Web of Science ®Google Scholar
• Judge, T. A., Bono, J. E., Ilies, R., & Gerhardt, M. W. (2002). Personality and leadership: A qualitative and quantitative review. Journal of Applied Psychology, 87, 765–780. doi:10.1037/0021-9010.87.4.765
   PubMed Web of Science ®Google Scholar
• Judge, T. A., & Erez, A. (2007). Interaction and intersection: The constellation of emotional stability and extraversion in predicting performance. Personnel Psychology, 60, 573–596. doi:10.1111/j.1744-6570.2007.00084.x
   Web of Science ®Google Scholar
• Judge, T. A., Heller, D., & Mount, M. K. (2002). Five-factor model of personality and job satisfaction: A meta-analysis. Journal of Applied Psychology, 87, 530–541. doi:10.1037/0021-9010.87.3.530
   PubMed Web of Science ®Google Scholar
• Judge, T. A., LePine, J. A., & Rich, B. L. (2006). Loving yourself abundantly: Relationship of the narcissistic personality to self- and other perceptions of workplace deviance, leadership, and task and contextual performance. Journal of Applied Psychology, 91, 762–776. doi:10.1037/0021-9010.91.4.762
   PubMed Web of Science ®Google Scholar
• Judge, T. A., Piccolo, R. F., & Ilies, R. (2004). The forgotten ones? The validity of consideration and initiating structure in leadership research. Journal of Applied Psychology, 89, 36–51. doi:10.1037/0021-9010.89.1.36
   PubMed Web of Science ®Google Scholar
• Kalshoven, K., Den Hartog, D. N., & De Hoogh, A. H. B. (2011). Ethical leader behavior and big five factors of personality. Journal of Business Ethics, 100, 349–366. doi:10.1007/s10551-010-0685-9
   Web of Science ®Google Scholar
• Kuhn, T., & Poole, M. S. (2000). Do conflict management styles affect group decision making? Evidence from a longitudinal field study. Human Communication Research, 26, 558–590. doi:10.1111/j.1468-2958.2000.tb00769.x
   Web of Science ®Google Scholar
• Locke, E. A., & Latham, G. P. (2013). Goal setting theory. In E. A. Locke & G. P. Latham (Eds.), New developments in goal setting and task performance (pp. 1–15). New York, NY: Routledge.
   Google Scholar
• Martin, S. L., Liao, H., & Campbell-Bush, E. M. (2013). Directive versus empowering leadership: A field experiment comparing impacts on task proficiency and proactivity. Academy of Management Journal, 56, 1372–1395. doi:10.5465/amj.2011.0113
   Web of Science ®Google Scholar
• McGrath, J. E. (1984). Groups: Interaction and performance (Vol. 14). Englewood Cliffs, NJ: Prentice-Hall.
   Google Scholar
• Monzani, L., Ripoll, P., & Peiró, J. M. (2014). Followers’ agreeableness and extraversion and their loyalty towards authentic leadership. Psicothema, 26, 69–75. doi:10.7334/psicothema2013.67
   PubMed Web of Science ®Google Scholar
• Mount, M. K., & Barrick, M. R. (1995). The big five personality dimensions: Implications for research and practice in human resource management. Research in Human Resources Management, 13, 153–200.
   Google Scholar
• Padilla, A., Hogan, R., & Kaiser, R. B. (2007). The toxic triangle: Destructive leaders, susceptible followers, and conducive environments. The Leadership Quarterly, 18, 176–194. doi:10.1016/j.leaqua.2007.03.001
   Web of Science ®Google Scholar
• Perry, S. J., Witt, L. A., Penney, L. M., & Atwater, L. (2010). The downside of goal-focused leadership: The role of personality in subordinate exhaustion. Journal of Applied Psychology, 95, 1145–1153. doi:10.1037/a0020538
   PubMed Web of Science ®Google Scholar
• Podsakoff, P. M., Bommer, W. H., Podsakoff, N. P., & MacKenzie, S. B. (2006). Relationships between leader reward and punishment behavior and subordinate attitudes, perceptions, and behaviors: A meta-analytic review of existing and new research. Organizational Behavior and Human Decision Processes, 99, 113–142. doi:10.1016/j.obhdp.2005.09.002
   Web of Science ®Google Scholar
• Podsakoff, P. M., Mackenzie, S. B., Moorman, R. H., & Fetter, R. (1990). Transformational leader behaviors and their effects on followers’ trust in leader, satisfaction, and organizational citizenship behaviors. The Leadership Quarterly, 1, 107–142. doi:10.1016/1048-9843(90)90009-7
   Google Scholar
• Robinson, M. D., Moeller, S. K., & Fetterman, A. K. (2010). Neuroticism and responsiveness to error feedback: Adaptive self-regulation versus affective reactivity. Journal of Personality, 78, 1469–1496. doi:10.1111/j.1467-6494.2010.00658.x
   PubMed Web of Science ®Google Scholar
• Salanova, M., Bakker, A. B., & Llorens, S. (2006). Flow at work: Evidence for an upward spiral of personal and organizational resources. Journal of Happiness Studies, 7, 1–22. doi:10.1007/s10902-005-8854-8
   Google Scholar
• Salgado, J. F. (2002). The big five personality dimensions and counterproductive behaviors. International Journal of Selection and Assessment, 10, 117–125. doi:10.1111/1468-2389.00198
   Web of Science ®Google Scholar
• Sanjuán Suárez, P., Pérez García, A. M., & Bermúdez Moreno, J. (2000). Escala de autoeficacia general : Datos psicométricos de la adaptación para población española. Psicothema, 12, 509–513.
   Google Scholar
• Schmidt, F. L., & Hunter, J. E. (2003). Select on intelligence. In E. A. Locke (Ed.), The Blackwell handbook of principles of organizational behavior. Oxford: Blackwell. doi:10.1111/b.9780631215066.2003.00002.x
   Google Scholar
• Shea, C. M., & Howell, J. M. (1999). Charismatic leadership and task feedback a laboratory study of their effects on self-efficacy and task performance. The Leadership Quarterly, 10, 375–396. doi:10.1016/S1048-9843(99)00020-X
   Web of Science ®Google Scholar
• Sikka, P. (2009). Financial crisis and the silence of the auditors. Accounting, Organizations and Society, 34, 868–873. Retrieved from http://www.sciencedirect.com/science/article/pii/S036136820900018X. doi:10.1016/j.aos.2009.01.004
   Web of Science ®Google Scholar
• Staw, B., & Barsade, S. (1993). Affect and managerial performance: A test of the sadder-but-wiser vs. happier-and-smarter hypotheses. Administrative Science Quarterly, 38, 304–331. Retrieved from http://www.jstor.org/stable/10.2307/2393415. doi:10.2307/2393415
   Web of Science ®Google Scholar
• Storbeck, J. (2012). Performance costs when emotion tunes inappropriate cognitive abilities: Implications for mental resources and behavior. Journal of Experimental Psychology: General, 141, 411–416. doi:10.1037/a0026322
   PubMed Web of Science ®Google Scholar
• Straus, S. G. (1999). Testing a typology of tasks: An empirical validation of McGrath’s (1984) group task circumplex. Small Group Research, 30, 166–187. doi:10.1177/104649649903000202
   Web of Science ®Google Scholar
• Tetrick, L. E. (1989). The motivating potential of leader behaviors: A comparison of two models. Journal of Applied Social Psychology, 19, 947–958. doi:10.1111/j.1559-1816.1989.tb01231.x
   Web of Science ®Google Scholar
• Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2007). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34, 89–126. doi:10.1177/0149206307308913
   Web of Science ®Google Scholar
• Walumbwa, F. O., Christensen, A. L., & Hailey, F. (2011). Authentic leadership and the knowledge economy. Organizational Dynamics, 40, 110–118. doi:10.1016/j.orgdyn.2011.01.005
   Web of Science ®Google Scholar
• Walumbwa, F. O., Wang, P., Wang, H., Schaubroeck, J., & Avolio, B. J. (2010). Psychological processes linking authentic leadership to follower behaviors. The Leadership Quarterly, 21, 901–914. doi:10.1016/j.leaqua.2010.07.015
   Web of Science ®Google Scholar
• Wayne, S. J., Shore, L. M., Bommer, W. H., & Tetrick, L. E. (2002). The role of fair treatment and rewards in perceptions of organizational support and leader-member exchange. Journal of Applied Psychology, 87, 590–598. doi:10.1037/0021-9010.87.3.590
   PubMed Web of Science ®Google Scholar
• Witt, L. A., Burke, L. A., Barrick, M. A. R., & Mount, M. K. (2002). The interactive effects of conscientiousness and agreeableness on job performance. Journal of Applied Psychology, 87, 164–169. doi:10.1037/0021-9010.87.1.164
   PubMed Web of Science ®Google Scholar
• Wong, C. A., & Cummings, G. G. (2009). The influence of authentic leadership behaviors on trust and work outcomes of health care staff. Journal of Leadership Studies, 3, 6–23. doi:10.1002/jls.20104
   Google Scholar
• Zhou, J. (1998). Feedback valence, feedback style, task autonomy, and achievement orientation: Interactive effects on creative performance. Journal of Applied Psychology, 83, 261–276. doi:10.1037/0021-9010.83.2.261
   Web of Science ®Google Scholar