Uncovering Relations Between Leadership Perceptions and Motivation Under Different Organizational Contexts: a Multilevel
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Uncovering Relations Between Leadership Perceptions and Motivation Under Different Organizational Contexts: a Multilevel Cross-lagged Analysis Marylène Gagné 1
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& Alexandre J. S. Morin & Kira Schabram & Zhe Ni Wang & Emanuela Chemolli & Mélanie Briand
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# Springer Science+Business Media, LLC, part of Springer Nature 2019
Abstract Surprisingly scant research has adequately examined directional influences between different perceptions of managerial leadership behaviors and different types of work motivation, and even fewer studies have examined contextual moderators of these influences. The present study investigated longitudinal and multilevel autoregressive cross-lagged relations between perceptions of transformational, transactional, and passive-avoidant leadership with autonomous motivation, controlled motivation, and amotivation. Multilevel longitudinal models were estimated on data from 788 employees, nested under 108 distinct supervisors, from six Canadian organizations. Results revealed that perceptions of leadership behaviors predicted changes in motivation mostly at the collective level and that some of these relations changed as a function of whether organizations had recently faced a crisis. Collective perceptions of transformational leadership were related to increased collective autonomous and controlled motivation, while individual controlled motivation was related to increased individual perceptions of transactional leadership. In organizations facing a crisis, individual perceptions of transactional leadership were related to decreased individual controlled motivation, while collective perceptions of transactional leadership were related to increased collective autonomous motivation and decreased collective amotivation. In organizations not facing a crisis, collective perceptions of transactional leadership were related to decreased collective autonomous motivation. Implications for theory and practice are discussed. Keywords Transformational leadership . Transactional leadership . Autonomous motivation . Multilevel modeling
Over the past three decades, leadership research has been abundant and focused in great part on transactional and Electronic supplementary material The online version of this article (https://doi.org/10.1007/s10869-019-09649-4) contains supplementary material, which is available to authorized users. * Marylène Gagné [email protected] 1
Future of Work Institute, Curtin University, GPO Box U1987, Perth, WA 6845, Australia
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Department of Psychology, Concordia University, Montreal, QC H3G 1M8, Canada
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Foster School of Business, University of Washington, Seattle, WA, USA
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School of Business, Southern Connecticut State University, New Haven, CT 06515, USA
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Motiviamo, Milan, Italy
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John Molson School of Business, Concordia University, Montreal, Canada
transformational leadership (Day, 2014). This research generally shows that transformational leadership (TFL, defined as leading through inspiration; Bass, 1985) leads to better outcomes than tra
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