Subordinate regulatory mode and leader power: Interpersonal regulatory complementarity predicts task performance
Identifieur interne : 002443 ( Istex/Curation ); précédent : 002442; suivant : 002444Subordinate regulatory mode and leader power: Interpersonal regulatory complementarity predicts task performance
Auteurs : Melvyn R. W. Hamstra [Pays-Bas, États-Unis] ; Edward Orehek [États-Unis, Pays-Bas] ; Mark Holleman [Pays-Bas]Source :
- European Journal of Social Psychology [ 0046-2772 ] ; 2014-02.
Abstract
This research examines the implications of locomotion regulatory mode (orientation toward making progress on goals) and assessment regulatory mode (orientation toward critically evaluating alternatives) for employees' performance. Regulatory mode theory suggests that, although these are both integral to self‐regulation, they may also function independently of one another and affect distinct, but equally important, performance aspects. We propose and find that performance of locomotion‐oriented employees is complemented by their leader's expert power (ability to provide superior knowledge and information), whereas performance of assessment‐oriented employees is complemented by their leader's coercive power (ability to administer negative consequences). These findings support the regulatory mode interpersonal complementarity hypothesis and show that complementarity plays a role in self‐regulation of objective performance. Copyright © 2013 John Wiley & Sons, Ltd.
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DOI: 10.1002/ejsp.1992
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Bouquet Street, Pittsburgh, PA, 15260.E‐mail:</mods:affiliation><orgName type="university">Université d'Amsterdam</orgName><country>Pays-Bas</country><placeName><settlement type="city">Amsterdam</settlement><region>Hollande-Septentrionale</region></placeName></affiliation><affiliation wicri:level="1"><mods:affiliation>E-mail: M.R.W.Hamstra@uva.nlOrehek@pitt.edu</mods:affiliation><country wicri:rule="url">États-Unis</country></affiliation></author><author><name sortKey="Orehek, Edward" sort="Orehek, Edward" uniqKey="Orehek E" first="Edward" last="Orehek">Edward Orehek</name><affiliation wicri:level="1"><mods:affiliation>Department of Psychology, University of Pittsburgh, Pittsburgh, USA</mods:affiliation><country xml:lang="fr">États-Unis</country><wicri:regionArea>Department of Psychology, University of Pittsburgh, Pittsburgh</wicri:regionArea></affiliation><affiliation wicri:level="4"><mods:affiliation>Correspondence to: Melvyn R. W. Hamstra, Work and Organizational Psychology, University of Amsterdam, Weesperplein 4 1018 XA, Amsterdam, The Netherlands.E‐mail: Edward Orehek, University of Pittsburgh, Department of Psychology, 210 S. Bouquet Street, Pittsburgh, PA, 15260.E‐mail:</mods:affiliation><orgName type="university">Université d'Amsterdam</orgName><country>Pays-Bas</country><placeName><settlement type="city">Amsterdam</settlement><region>Hollande-Septentrionale</region></placeName></affiliation><affiliation wicri:level="1"><mods:affiliation>E-mail: M.R.W.Hamstra@uva.nlOrehek@pitt.edu</mods:affiliation><country wicri:rule="url">États-Unis</country></affiliation></author><author><name sortKey="Holleman, Mark" sort="Holleman, Mark" uniqKey="Holleman M" first="Mark" last="Holleman">Mark Holleman</name><affiliation wicri:level="1"><mods:affiliation>Department of Psychology, University of Groningen, Groningen, The Netherlands</mods:affiliation><country xml:lang="fr">Pays-Bas</country><wicri:regionArea>Department of Psychology, University of Groningen, Groningen</wicri:regionArea></affiliation></author></analytic><monogr></monogr><series><title level="j" type="main">European Journal of Social Psychology</title><title level="j" type="alt">EUROPEAN JOURNAL OF SOCIAL PSYCHOLOGY</title><idno type="ISSN">0046-2772</idno><idno type="eISSN">1099-0992</idno><imprint><biblScope unit="vol">44</biblScope><biblScope unit="issue">1</biblScope><biblScope unit="page" from="1">1</biblScope><biblScope unit="page" to="6">6</biblScope><biblScope unit="page-count">6</biblScope><date type="published" when="2014-02">2014-02</date></imprint><idno type="ISSN">0046-2772</idno></series></biblStruct></sourceDesc><seriesStmt><idno type="ISSN">0046-2772</idno></seriesStmt></fileDesc><profileDesc><textClass></textClass></profileDesc></teiHeader><front><div type="abstract">This research examines the implications of locomotion regulatory mode (orientation toward making progress on goals) and assessment regulatory mode (orientation toward critically evaluating alternatives) for employees' performance. Regulatory mode theory suggests that, although these are both integral to self‐regulation, they may also function independently of one another and affect distinct, but equally important, performance aspects. We propose and find that performance of locomotion‐oriented employees is complemented by their leader's expert power (ability to provide superior knowledge and information), whereas performance of assessment‐oriented employees is complemented by their leader's coercive power (ability to administer negative consequences). These findings support the regulatory mode interpersonal complementarity hypothesis and show that complementarity plays a role in self‐regulation of objective performance. Copyright © 2013 John Wiley & Sons, Ltd.</div></front></TEI></record>Pour manipuler ce document sous Unix (Dilib)
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