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Document Type
Article
Date of this Version
2011
Citation
Published in The Leadership Quarterly 22 (2011), pp. 282–294; doi: 10.1016/j.leaqua.2011.02.004
Abstract
This field experimental study examined the role that positive leadership plays in producing effective leader and follower outcomes. Specifically, a sample of engineers (N = 106) from a very large aerospace firm were randomly assigned to four experimental conditions. Two conditions involved assigning these engineers to a low and high problem complexity condition. The other two conditions represented high versus low conveyed leader positivity. The results indicated a positive relationship between the leaders’ positivity and the followers’ positivity and performance, as well as a negative relationship between problem complexity and follower positivity. The study limitations, needed future research, and practical implications of these findings conclude the article.
Included in
Business Administration, Management, and Operations Commons, Human Resources Management Commons, Organizational Behavior and Theory Commons
Comments
Copyright © 2011 Avey, Avolio, & Luthans. Published by Elsevier Inc. Used by permission.