Hostname: page-component-84b7d79bbc-tsvsl Total loading time: 0 Render date: 2024-07-26T18:13:57.996Z Has data issue: false hasContentIssue false
  • English
  • Français

Leader Extraversion as a Boundary Condition in the Relationship between Transformational Leadership, Vitality, and Job Improvement

Published online by Cambridge University Press:  09 March 2022

Denis Lajoie Open the ORCID record for Denis Lajoie [Opens in a new window] ,
Vincent Rousseau Open the ORCID record for Vincent Rousseau [Opens in a new window]  and
Jean-Sébastien Boudrias Open the ORCID record for Jean-Sébastien Boudrias [Opens in a new window]
Denis Lajoie*
Affiliation:
Université de Moncton (Canada)
Vincent Rousseau
Affiliation:
Université de Montréal (Canada)
Jean-Sébastien Boudrias
Affiliation:
Université de Montréal (Canada)
*
Correspondence concerning this article should be addressed to Denis Lajoie. Université de Moncton. École de Psychologie. 18 Avenue Antonine-Maillet, New Brunswick. E1A 3E9 Moncton (Canada). E-mail: denis.lajoie@umoncton.ca Phone: +33–15068584387.
Get access Rights & Permissions [Opens in a new window]

Abstract

We examine the relationship between transformational leadership and job improvement behaviors by considering the moderating effect of leader extraversion and the mediating role of employee vitality. Multi-level path analysis on data from 101 leaders and 619 subordinates provided support to the moderating effect of leader extraversion, such that the relationship between transformational leadership and employee vitality is stronger when the level of leader extraversion is high. Moreover, a moderated mediation procedure showed that the indirect effect of transformational leadership on job improvement via employee vitality was conditional to the level of leader extraversion. We highlight the original contributions of these findings by discussing the moderating role of leader extraversion as an understudied theoretical alternative to its already well-explored role as an antecedent to leadership behaviors. On a practical level, our results indicate that organizations should consider not only what leaders do (transformational leadership behaviors) but also how these behaviors are contextualized by leaders’ typical approach (extraversion) to instill a maximum of positive emotion such as vitality in employees.

Keywords

extraversionjob improvementpersonalitytransformational leadershipvitality
Type
Research Article
Information
The Spanish Journal of Psychology , Volume 25 , 2022 , e11
Copyright
© Universidad Complutense de Madrid and Colegio Oficial de Psicólogos de Madrid 2022

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

Footnotes

Author Note: The dataset analyzed during the current study is not made publicly available at the request of the participating organization but is available from the corresponding author on reasonable request.

Funding Statement: Data collection for this study was supported by a grant from the Social Sciences and Humanities Research Council of Canada (SSHRC #435–2012–1086).

Conflicts of Interest: None.

References

Amabile, T. M., Conti, R., Coon, H., Lazenby, J., & Herron, M. (1996). Assessing the work environment for creativity. Academy of Management Journal, 39, 1154–1184. https://doi.org/10.5465/256995Google Scholar
Anderson, N., Potočnik, K., & Zhou, J. (2014). Innovation and creativity in organizations: A state-of-the-science review, prospective commentary, and guiding framework. Journal of Management, 40, 1297–1333. https://doi.org/10.1177/0149206314527128CrossRefGoogle Scholar
Antonakis, J., Bendahan, S., Jacquart, P., & Lalive, R. (2010). On making causal claims: A review and recommendations. The Leadership Quarterly, 21, 1086–1120. https://doi.org/10.1016/j.leaqua.2010.10.010CrossRefGoogle Scholar
Aryee, S., Walumbwa, F. O., Zhou, Q., & Hartnell, C. A. (2012). Transformational leadership, innovative behavior, and task performance: Test of mediation and moderation processes. Human Performance, 25, 1–25. http://doi.org/10.1080/08959285.2011.631648CrossRefGoogle Scholar
Atwater, L., & Carmeli, A. (2009). Leader–member exchange, feelings of energy, and involvement in creative work. The Leadership Quarterly, 20, 264–275. https://doi.org/10.1016/j.leaqua.2007.07.009CrossRefGoogle Scholar
Avolio, B. J., & Bass, B. M. (2004). Multifactor leadership questionnaire – Manual & sampler set (3rd Ed.). Mind Garden Inc.Google Scholar
Bakker, A. B., & Demerouti, E. (2007). The Job Demands‐Resources model: State of the art. Journal of Managerial Psychology, 22(3), 309–328. https://doi.org/10.1108/02683940710733115CrossRefGoogle Scholar
Bandalos, D. L. (2018). Measurement theory and applications for the social sciences. Guilford Publications.Google Scholar
Bartram, D., & Brown, A. (2005). Five Factor Model (Big 5) and OPQ32 Report. SHL Group.Google Scholar
Bartram, D. (2013). Scalar equivalence of OPQ32: Big Five profiles of 31 countries. Journal of Cross-Cultural Psychology, 44, 61–83. https://doi.org/10.1177/0022022111430258CrossRefGoogle Scholar
Bass, B. M. (1999). Two decades of research and development in transformational leadership. European Journal of Work and Organizational Psychology, 8, 9–32. https://doi.org/10.1080/135943299398410CrossRefGoogle Scholar
Bass, B. M., & Riggio, R. E. (2005). Transformational Leadership (2nd Ed.). Psychology Press.Google Scholar
Bliese, P. D. (2000). Within-group agreement, non-independence, and reliability: Implications for data aggregation and analysis. In Klein, K. J. & Kozlowski, S. W. J. (Eds.), Multilevel theory, research, and methods in organizations (pp. 349–381). Jossey-Bass.Google Scholar
Bono, J. E., & Ilies, R. (2006). Charisma, positive emotions and mood contagion. The Leadership Quarterly, 17, 317–334. https://doi.org/10.1016/j.leaqua.2006.04.008CrossRefGoogle Scholar
Bono, J. E., & Judge, T. A. (2004). Personality and transformational and transactional leadership: A meta-analysis. Journal of Applied Psychology, 89, 901–910. http://doi.org/10.1037/0021-9010.89.5.901CrossRefGoogle ScholarPubMed
Boudrias, J.-S., Gaudreau, P., Savoie, A., & Morin, A. J. S. (2009). Employee empowerment: From managerial practices to employees’ behavioral empowerment. Leadership & Organization Development Journal, 30(7), 625–638. https://doi.org/10.1108/01437730910991646CrossRefGoogle Scholar
Boudrias, J. S., Rousseau, V., Aubé, C., Savoie, A., Duguay, G., & Morin, E. M. (2010). Behavioural empowerment at work: Factorial structure and convergence / distinction with psychological empowerment. Revue Québécoise de Psychologie, 31, 173– 199.Google Scholar
Boudrias, J.-S., & Savoie, A. (2006). Les manifestations comportementales de l’habilitation au travail: Développement d’un cadre conceptuel et d’un instrument de mesure [Behavioural empowerment at work: Development of a conceptual framework and a measurement instrument]. Psychologie du Travail et des Organisations, 12, 119–138. https://doi.org/10.1016/j.pto.2006.03.005CrossRefGoogle Scholar
Boudrias, J.-S., Morin, A. J. S., & Lajoie, D. (2014). Directionality of the associations between psychological empowerment and behavioral involvement: A longitudinal autoregressive cross‐lagged analysis. Journal of Occupational and Organizational Psychology, 87, 437–463. https://doi.org/10.1111/joop.12056CrossRefGoogle Scholar
Brown, A., & Maydeu-Olivares, A. (2011). Item response modeling of forced-choice questionnaires. Educational and Psychological Measurement, 71(3), 460–502. https://doi.org/10.1177/0013164410375112CrossRefGoogle Scholar
Burns, J. M. (1978). Leadership. Harper & Row.Google Scholar
Carmeli, A., & Spreitzer, G. M. (2009). Trust, connectivity, and thriving: Implications for innovative behaviors at work. The Journal of Creative Behavior, 43, 169–191. https://doi.org/10.1002/j.2162-6057.2009.tb01313.xCrossRefGoogle Scholar
Cherulnik, P. D., Donley, K. A., Wiewel, T. S. R., & Miller, S. R. (2001). Charisma is contagious: The effect of leaders’ charisma on observers’ affect. Journal of Applied Social Psychology, 31(10), 2149–2159. http://doi.org/10.1111/j.1559-1816.2001.tb00167.xCrossRefGoogle Scholar
Chi, N.-W., Chung, Y.-Y., & Tsai, W.-C. (2011). How do happy leaders enhance team success? The mediating roles of transformational leadership, group affective tone, and team processes. Journal of Applied Social Psychology, 41(6), 1421–1454. http://doi.org/10.1111/j.1559-1816.2011.00767.xCrossRefGoogle Scholar
Chiaburu, D. S., Smith, T. A., Wang, J., & Zimmerman, R. D. (2014). Relative importance of leader influences for subordinates’ proactive behaviors, prosocial behaviors, and task performance. Journal of Personnel Psychology, 13, 70–86. https://doi.org/10.1027/1866-5888/a000105CrossRefGoogle Scholar
Clarkson, B. G., Wagstaff, C. R. D., Arthur, C. A., & Thelwell, R. C. (2020). Leadership and the contagion of affective phenomena: A systematic review and mini meta‐analysis. European Journal of Social Psychology, 50(1), 61–80. http://doi.org/10.1002/ejsp.2615CrossRefGoogle Scholar
Cohen, J., Cohen, P., West, S. G., & Aiken, L. S. (2003). Applied multiple regression/Correlation analysis for the behavioral sciences (3rd Ed.). Lawrence Erlbaum Associates.Google Scholar
Crant, J. M. (2000). Proactive behavior in organizations. Journal of Management, 26(3), 435–462. https://doi.org/10.1177/014920630002600304CrossRefGoogle Scholar
Crede, M., Jong, J., & Harms, P. (2019). The generalizability of transformational leadership across cultures: A meta-analysis. Journal of Managerial Psychology, 34, 139–155. https://doi.org/10.1108/JMP-11-2018-0506CrossRefGoogle Scholar
Derue, D. S., Nahrgang, J. D., Wellman, N., & Humphrey, S. E. (2011). Trait and behavioral theories of leadership: An integration and meta‐analytic test of their relative validity. Personnel Psychology, 64, 7–52. https://doi.org/10.1111/j.1744-6570.2010.01201.xCrossRefGoogle Scholar
DeYoung, C. G., Quilty, L. C., & Peterson, J. B. (2007). Between facets and domains: 10 aspects of the Big Five. Journal of Personality and Social Psychology, 93, 880–896. http://doi.org/10.1037/0022-3514.93.5.880CrossRefGoogle ScholarPubMed
Dyne, L. V., Ang, S., & Botero, I. C. (2003). Conceptualizing employee silence and employee voice as multidimensional constructs. Journal of Management Studies, 40(6), 1359–1392. https://doi.org/10.1111/1467-6486.00384CrossRefGoogle Scholar
Fay, D., & Frese, M. (2001). The concept of personal initiative: An overview of validity studies. Human Performance, 14(1), 97–124. https://doi.org/10.1207/S15327043HUP1401_06CrossRefGoogle Scholar
Fredrickson, B. L. (2001). The role of positive emotions in positive psychology: The broaden-and-build theory of positive emotions. American Psychologist, 56, 218–226. http://doi.org/10.1037/0003-066X.56.3.218CrossRefGoogle ScholarPubMed
Gong, Y., Huang, J.-C., & Farh, J.-L. (2009). Employee learning orientation, transformational leadership, and employee creativity: The mediating role of employee creative self-efficacy. Academy of Management Journal, 52, 765–778. https://doi.org/10.5465/amj.2009.43670890CrossRefGoogle Scholar
Gooty, J., Gavin, M., Johnson, P. D., Frazier, M. L., & Snow, D. B. (2009). In the eyes of the beholder: Transformational leadership, positive psychological capital, and performance. Journal of Leadership & Organizational Studies, 15, 353–367. https://doi.org/10.1177/1548051809332021CrossRefGoogle Scholar
Grant, A. M., & Ashford, S. J. (2008). The dynamics of proactivity at work. Research in Organizational Behavior, 28, 3–34. https://doi.org/10.1016/j.riob.2008.04.002CrossRefGoogle Scholar
Hansen, H., Ropo, A., & Sauer, E. (2007). Aesthetic leadership. The Leadership Quarterly, 18, 544–560. https://doi.org/10.1016/j.leaqua.2007.09.003CrossRefGoogle Scholar
Hausman, J. A. (1978). Specification tests in econometrics. Econometrica, 46, 1251–1271. http://doi.org/10.2307/1913827CrossRefGoogle Scholar
James, L. R., Demaree, R. G., & Wolf, G. (1984). Estimating within-group interrater reliability with and without response bias. Journal of Applied Psychology, 69, 85–98. http://doi.org/10.1037/0021-9010.69.1.85CrossRefGoogle Scholar
James, L. R., Demaree, R. G., & Wolf, G. (1993). rwg: An assessment of within-group interrater agreement. Journal of Applied Psychology, 78, 306–309. http://doi.org/10.1037/0021-9010.78.2.306CrossRefGoogle Scholar
Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: A meta-analytic test of their relative validity. Journal of Applied Psychology, 89, 755–768. http://doi.org/10.1037/0021-9010.89.5.755CrossRefGoogle ScholarPubMed
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. http://doi.org/10.1037/0021-9010.87.4.765CrossRefGoogle ScholarPubMed
Kark, R., & Carmeli, A. (2009). Alive and creating: The mediating role of vitality and aliveness in the relationship between psychological safety and creative work involvement. Journal of Organizational Behavior, 30, 785–804. https://doi.org/10.1002/job.571CrossRefGoogle Scholar
Kark, R., Shamir, B., & Chen, G. (2003). The two faces of transformational leadership: Empowerment and dependency. Journal of Applied Psychology, 88(2), 246–255. https://doi.org/10.1037/0021-9010.88.2.246CrossRefGoogle ScholarPubMed
Klumb, P., Elfering, A., & Herre, C. (2009). Ambulatory assessment in industrial/organizational psychology: Fruitful examples and methodological issues. European Psychologist, 14, 120–131. https://doi.org/10.1027/1016-9040.14.2.120CrossRefGoogle Scholar
Koh, D., Lee, K., & Joshi, K. (2019). Transformational leadership and creativity: A meta‐analytic review and identification of an integrated model. Journal of Organizational Behavior, 40, 625–650. https://doi.org/10.1002/job.2355CrossRefGoogle Scholar
Lin, C.-C., Kao, Y.-T., Chen, Y.-L., & Lu, S.-C. (2016). Fostering change-oriented behaviors: A broaden-and-build model. Journal of Business and Psychology, 31, 399–414. http://doi.org/10.1007/s10869-015-9417-6CrossRefGoogle Scholar
Liu, H., Bracht, E., Zhang, X., Bradley, B., & van Dick, R. (2020). Creativity in non-routine jobs: The role of transformational leadership and organizational identification. Creativity and Innovation Management, 30, 129–143. https://doi.org/10.1111/caim.12419CrossRefGoogle Scholar
Lucas, R. E., Le, K., & Dyrenforth, P. S. (2008). Explaining the extraversion/positive affect relation: Sociability cannot account for extraverts’ greater happiness. Journal of Personality, 76(3), 385–414. https://doi.org/10.1111/j.1467-6494.2008.00490.xCrossRefGoogle ScholarPubMed
Neider, L. L., & Schriesheim, C. A. (2011). The authentic leadership inventory (ALI): Development and empirical tests. The Leadership Quarterly, 22, 1146–1164. https://doi.org/10.1016/j.leaqua.2011.09.008CrossRefGoogle Scholar
Ng, T. W. H. (2017). Transformational leadership and performance outcomes: Analyses of multiple mediation pathways. The Leadership Quarterly, 28(3), 385–417. https://doi.org/10.1016/j.leaqua.2016.11.008CrossRefGoogle Scholar
Parker, S. K., Williams, H. M., & Turner, N. (2006). Modeling the antecedents of proactive behavior at work. Journal of Applied Psychology, 91(3), 636–652. http://doi.org/10.1037/0021-9010.91.3.636CrossRefGoogle ScholarPubMed
Pieterse, A. N., van Knippenberg, D., Schippers, M., & Stam, D. (2010). Transformational and transactional leadership and innovative behavior: The moderating role of psychological empowerment. Journal of Organizational Behavior, 31, 609–623. https://doi.org/10.1002/job.650CrossRefGoogle Scholar
Pigeon, M., Longpré, P., & Boudrias, J.-S. (2015). L’habilitation comportementale se différencie-t-elle des concepts d’innovation, de citoyenneté organisationnelle et d’autogestion? [Is behavioral empowerment different from innovation, organizational citizenship behaviors and self-management?] Psychologie du Travail et des Organisations, 21(1), 5–22. https://doi.org/10.1016/S1420-2530(16)30016-4CrossRefGoogle Scholar
Porath, C., Spreitzer, G., Gibson, C., & Garnett, F. G. (2012). Thriving at work: Toward its measurement, construct validation, and theoretical refinement. Journal of Organizational Behavior, 33, 250–275. https://doi.org/10.1002/job.756CrossRefGoogle Scholar
Preacher, K. J., Zyphur, M. J., & Zhang, Z. (2010). A general multilevel SEM framework for assessing multilevel mediation. Psychological Methods, 15, 209–233. http://doi.org/10.1037/a0020141CrossRefGoogle ScholarPubMed
Ryan, R. M., & Frederick, C. (1997). On energy, personality, and health: Subjective vitality as a dynamic reflection of well‐being. Journal of Personality, 65, 529–565. https://doi.org/10.1111/j.1467-6494.1997.tb00326.xCrossRefGoogle ScholarPubMed
Schwarz, N., & Bless, H. (1991). Happy and mindless, but sad and smart? The impact of affective states on analytic reasoning. In Forgas, J. P. (Ed.), Emotion and social judgment (55–71). Pergamon. http://doi.org/10.4324/9781003058731-4Google Scholar
Staw, B. M., & Boettger, R. D. (1990). Task revision: A neglected form of work performance. Academy of Management Journal, 33(3), 534–559. https://doi.org/10.5465/256580Google Scholar
Svendsen, M., & Joensson, T. S. (2016). Transformational leadership and change related voice behavior. Leadership & Organization Development Journal, 37, 357–368. https://doi.org/10.1108/LODJ-07-2014-0124CrossRefGoogle Scholar
Tiedens, L. Z. (2001). Anger and advancement versus sadness and subjugation: The effect of negative emotion expressions on social status conferral. Journal of Personality and Social Psychology, 80(1), 86–94. https://doi.org/10.1037/0022-3514.80.1.86CrossRefGoogle ScholarPubMed
van Kleef, G. A. (2009). How emotions regulate social life: The Emotions as Social Information (EASI) model. Current Directions in Psychological Science, 18(3), 184–188. https://doi.org/10.1111/j.1467-8721.2009.01633.xCrossRefGoogle Scholar
van Knippenberg, D. (2011). Embodying who we are: Leader group prototypicality and leadership effectiveness. The Leadership Quarterly, 22, 1078–1091. https://doi.org/10.1016/j.leaqua.2011.09.004CrossRefGoogle Scholar
van Knippenberg, D., & van Kleef, G. A. (2016). Leadership and affect: Moving the hearts and minds of followers. Academy of Management Annals, 10(1), 799–840. https://doi.org/10.5465/19416520.2016.1160515CrossRefGoogle Scholar
van Knippenberg, D., & Sitkin, S. B. (2013). A critical assessment of charismatic—Transformational leadership research: Back to the drawing board? Academy of Management Annals, 7(1), 1–60. http://doi.org/10.5465/19416520.2013.759433CrossRefGoogle Scholar
Villanova, A. L. I., & e Cunha, M. P. (2021). Everyday creativity: A systematic literature review. The Journal of Creative Behavior, 55(3), 673–695. https://doi.org/10.1002/jocb.481CrossRefGoogle Scholar
Wang, G., Oh, I.-S., Courtright, S. H., & Colbert, A. E. (2011). Transformational leadership and performance across criteria and levels: A meta-analytic review of 25 years of research. Group & Organization Management, 36, 223–270. https://doi.org/10.1177/1059601111401017CrossRefGoogle Scholar
Zaccaro, S. J., Dubrow, S., & Kolze, M. (2018). Leader traits and attributes. In Antonakis, J. & Day, D. V. (Eds.), The nature of leadership (3rd Ed., pp. 29–55). Sage Publications, Inc. https://doi.org/10.4135/9781506395029.n2CrossRefGoogle Scholar
Zaccaro, S. J., Green, J. P., Dubrow, S., & Kolze, M. (2018). Leader individual differences, situational parameters, and leadership outcomes: A comprehensive review and integration. The Leadership Quarterly, 29, 2–43. https://doi.org/10.1016/j.leaqua.2017.10.003CrossRefGoogle Scholar