The intrapersonal and interpersonal dynamics of self-regulation in the leadership process
Research output: Contribution to journal › Article › Academic › peer-review
This chapter presents a model and empirical research approaching the antecedents and consequences of leadership behavior from a self-regulation perspective. The presented self-regulation model of leadership behavior (SMLB) focuses on the role of self-regulation strategies (1) as antecedents of leadership behavior and (2) as guides of leaders' social influence on followers. Research testing hypotheses derived from the model for regulatory focus, regulatory mode, and need for cognitive closure in the context of leadership is summarized. The presented research addresses two prominent gaps in research on leadership behavior: the impact of motivation on leadership behavior and the social influence processes underlying successful leadership (e.g., perceived leader effectiveness and follower effort).
- TRICKLE-DOWN MODEL, TRANSFORMATIONAL-TRANSACTIONAL LEADERSHIP, NEGATIVE ROLE-MODELS, CHARISMATIC LEADERSHIP, ABUSIVE SUPERVISION, ETHICAL LEADERSHIP, DECISION-MAKING, SOCIAL POWER, INDIVIDUAL-DIFFERENCES, AUTHENTIC LEADERSHIP