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  • 1.
    Dåderman, Anna Maria
    et al.
    University West, Department of Social and Behavioural Studies, Division of Psychology, Pedagogy and Sociology. Department of Clinical Neuroscience, Division of Forensic Psychiatry, Karolinska Institutet.
    Hallberg, Angela
    University West, Department of Social and Behavioural Studies, Division of Psychology, Pedagogy and Sociology.
    Skog, Sandra
    Kajonius, Petri
    University West, Department of Social and Behavioural Studies, Division of Psychology, Pedagogy and Sociology.
    A Leadership Meta-Resource Factor Explicates Task Performance, Work Engagement, and Perceived Stress2019Conference paper (Other academic)
    Abstract [en]

    Past research links emotional leadership resources (e.g., emotional intelligence) positively with important working life outcomes, such as health, job satisfaction, job performance, organizational commitment, and leadership effectiveness. However, no study has yet described emotional leadership resources based on traits linked with work motivation and stress resilience. The aim was to describe emotional leadership resources based on traits in a novel fashion (meta-traits, based on structural trait analysis). Our hypothesis was that an emotional leadership meta-resource factor would converge with motivation and stress resilience. Participants (N = 344) were leaders aged between 23 and 65 years (M = 49, SD = 8.6; 58% women) who completed an online questionnaire including measures of common traits (e.g., trait emotional intelligence, Big Six), and coping resources. We estimated work motivation by self-rated work engagement, and stress resilience by the level of perceived stress. We used an exploratory factor analysis approach to describe and structure our data, and structural equation modelling (SEM) to test whether an emotional leadership meta-resource factor would converge with work motivation and stress resilience. Our findings revealed that the investigated traits and resources could be described along four broad emotional leadership resource factors, namely (1) Externalizing, (2) Moral goodness, (3) “Destrudo”, and (4) Rational mastery. As expected, the emotional leadership meta-resource factor showed a strong convergence (~.80) with both work motivation and stress resilience. “Externalizing” and “Rational mastery” were the most important emotional resource factors. The findings are discussed using Hobfoll’s motivational Conservation of Resources (COR) theory. It is concluded that common traits, including personality traits, and coping resources comprise an emotional leadership meta-resource factor, which to a high degree converges with work motivation and stress resilience. The results imply that organizations may strengthen work motivation and reduce stress by recruiting leaders possessing valuable emotional leadership resources.

  • 2.
    Dåderman, Anna Maria
    et al.
    University West, Department of Social and Behavioural Studies, Division of Psychology, Pedagogy and Sociology. Karolinska Institutet.
    Hallberg, Angela
    University West, Department of Social and Behavioural Studies, Division of Psychology, Pedagogy and Sociology.
    Skog, Sandra
    University West, Department of Social and Behavioural Studies, Division of Psychology, Pedagogy and Sociology.
    Kajonius, Petri
    University West, Department of Social and Behavioural Studies, Division of Psychology, Pedagogy and Sociology.
    Emotional Leadership in Relation to Task Performance, Work Engagement, and Perceived Stress2019In: Working for the greater good: Inspiring people, designing jobs and leading organizations for a more inclusive society / [ed] Prof. Franco Fraccaroli, Turin, 2019Conference paper (Refereed)
    Abstract [en]

    Purpose: To describe and explore emotional leadership meta-resources based on traits (self-esteem, emotional intelligence, leadership intelligence, empathy, Big Six, narcissism) and coping resources (e.g. cognitive), using Hobfoll’s motivational Conservation of Resources (COR). Our hypothesis was that leadership resources would be positively related to work engagement and negatively to perceived stress.

    Methodology: Participants (N = 344) were leaders aged between 23 and 65 years (M = 49, SD = 8.6; 58% women) who completed an online questionnaire including measures of common traits and coping resources. Work engagement was measured by Utrecht Work Engagement Scale (UWES-9; Schaufeli & Bakker, 2004), and stress by Perceived Stress Scale (PSS-10; Cohen & Williamson, 1988). We used an exploratory factor analysis approach to describe and structure our data, and structural equation modelling (SEM) to test whether an emotional leadership meta-resource factor would be positively related to work engagement and negatively to perceived stress.

    Results: The investigated traits and resources could be described along four broad emotional leadership resource factors: (1) Externalizing; (2) Moral goodness; (3) Destrudo; (4) Rational mastery. As expected, the emotional leadership meta-resource factor showed a strong convergence (~.80) with both work engagement (positively) and perceived stress (negatively). 

    Research/Practical Implications: The results imply that organizations may strengthen work engagement and reduce stress by recruiting leaders possessing valuable emotional leadership resources.

    Originality/Value: Our study is the first to describe emotional leadership resources based on traits linked with work engagement and perceived stress in a novel fashion (meta-traits, based on structural trait analysis).

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  • 3.
    Dåderman, Anna Maria
    et al.
    University West, Department of Social and Behavioural Studies, Division of Psychology, Pedagogy and Sociology.
    Kajonius, Petri
    University West, Department of Social and Behavioural Studies, Division of Psychology, Pedagogy and Sociology. Department of Psychology, Lund University, Lund (SWE).
    Hallberg, Angela
    University West, Department of Social and Behavioural Studies, Division of Psychology, Pedagogy and Sociology.
    Skog, Sandra
    University West, Department of Social and Behavioural Studies.
    Hellström, Åke
    Department of Psychology, Stockholm University, Stockholm (SWE).
    Leading with a cool head and a warm heart: trait-based leadership resources linked to task performance, perceived stress, and work engagement2023In: Current Psychology, ISSN 1046-1310, E-ISSN 1936-4733, Vol. 42, p. 299559-29580Article in journal (Refereed)
    Abstract [en]

    Leaders of today need to achieve well in terms of task performance, perceiving low stress, and having high levels of work engagement. One may ask whether trait-based leadership resource factors can be identified and how such resource factors might relate to task performance, perceived stress, and work engagement. Our aim was to test the hypothesis, derived from Hobfoll’s motivational Conservation of Resources (COR) theory, that there are trait-based leadership resource factors, which are differentially correlated to the leaders’ task performance, perceived stress, and work engagement. Leaders (N = 344) aged from 23 to 65 years (M = 49, SD = 8.6; 58% women) completed an online questionnaire including measures of task performance, perceived stress, work engagement, personality traits, trait emotional intelligence, empathy, performance-related self-esteem, compassionate and rational leadership competence, and coping resources for stress. Using exploratory factor analysis, we identified four trait-based leadership resource factors. With Bonferroni adjustment, and controlling for sex, age, number of years in the current managerial position, self-deceptive enhancement, and impression management, only Rational Mastery was significantly positively correlated with task performance. Rational Mastery, Efficient Coping, and Modesty were negatively correlated with perceived stress, and all factors except Modesty, but including the fourth (Good-Heartedness) were positively correlated with work engagement. Organizations striving for sustainable work conditions should support trait-based leadership, which depends not only on a task-oriented resource such as rational mastery, but also on human-oriented resources such as efficient coping, modesty, and good-heartedness, all of them being differentially related to task performance, perceived stress, and work engagement.  

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    fulltext
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