Directive leadership as social adaptation: How leader and aggregate team core self‐evaluation interact with team past performance to shape directive behaviour.
To address when and to what extent leaders enact directive behaviour, we integrate adaptive leadership theory with trait‐activation theory to conceptualize directive leadership as a social adaptation process shaped by leader–team interactions. We propose that leader core self‐evaluation (CSE) repres...
| Publicado en: | Journal of Occupational & Organizational Psychology Vol. 99; no. 1; pp. 1 - 21 |
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| Autores principales: | , , |
| Formato: | research tables/charts Journal Article |
| Publicado: |
Wiley-Blackwell
Mar2026
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| Acceso en línea: | Ver este registro en EBSCOhost |
| fields | @attributes: recordID: 1 pdfLink: plink: https://search.ebscohost.com/login.aspx?direct=true&db=ccm&AN=192558666&site=ehost-live header: @attributes: shortDbName: ccm uiTerm: 192558666 longDbName: CINAHL Complete uiTag: AN controlInfo: bkinfo: dissinfo: jinfo: jid: 09631798 OOP jtl: Journal of Occupational & Organizational Psychology issn: 09631798 maglogo: Y pubinfo: dt: Mar2026 vid: 99 iid: 1 pid: 480 pub: Wiley-Blackwell place: Malden, Massachusetts artinfo: ui: 192558666 192558666 192558666 10.1111/joop.70100 192558666 ppf: 1 ppct: 20 formats: tig: atl: Directive leadership as social adaptation: How leader and aggregate team core self‐evaluation interact with team past performance to shape directive behaviour. aug: au: Li, Hua Wang, Haoyu Li, Fuli affil: School of Business, Xi'an University of Finance and Economics, Xi'an, China sug: subj: Leaders Psychosocial Factors Leadership Evaluation Adaptation, Psychological Social Behavior Evaluation Models, Psychological Group Processes Interpersonal Relations Task Performance and Analysis Personality Self Assessment China Human Funding Source Female Male Adult Descriptive Statistics Feedback Cues Regression Maximum Likelihood Motivation Data Analysis Software Factor Analysis Summated Rating Scaling Chi Square Test Organizational Culture Adult: 19-44 years Female Male ab: To address when and to what extent leaders enact directive behaviour, we integrate adaptive leadership theory with trait‐activation theory to conceptualize directive leadership as a social adaptation process shaped by leader–team interactions. We propose that leader core self‐evaluation (CSE) represents a motivational and flexible potential for directive behaviour, which is activated or inhibited by two distinct yet complementary team signals: aggregate team CSE (a trait‐like team psychological signal) and team past performance (a state‐like team feedback signal). Results from a multi‐source, three‐wave field study of 203 leaders and 1520 team members supported both the two‐way and three‐way interaction hypotheses. The relationship between leader CSE and directive leadership was contingent on aggregate team CSE: the relationship was positive when aggregate team CSE was lower but turned negative when it was higher. Team past performance further qualified this interaction, such that the negative moderating effect of aggregate team CSE was stronger when team past performance was higher than when it was lower. Our findings advance leadership theory by elucidating how directive leadership emerges from the interplay among leader traits, team psychological resources, and outcome feedback cues, offering a nuanced account of when leaders calibrate their directive behaviour in response to team contexts. pubtype: Academic Journal doctype: research tables/charts Journal Article ougenre: Article language: English refInfo: holdings: @attributes: islocal: N |
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