The influence of leadership style on subordinates attachment to the leader

• Fernando J. Molero ^[1] ; Juan Antonio Moriano León ^[1] ; Phillip R. Shaver ^[2]
  1. [1] Universidad Nacional de Educación a Distancia

     Universidad Nacional de Educación a Distancia

     Madrid, España

     
  2. [2] University of California System

     University of California System

     Estados Unidos

     
• Localización: The Spanish Journal of Psychology, ISSN 1138-7416, Nº. 16, 2013, págs. 1-10
• Idioma: inglés
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• Resumen

  • The aim of this research is to explore the extent to which employees establish attachment bonds with their leaders and the effects these bonds have on organizational outcomes. A sample of 225 participants reported on their supervisor�s leadership style (transformational, transactional, or passive-avoidant), their attachment bonds to this supervisor (anxious or avoidant), and four organizational variables (subordinate�s satisfaction, identification with the organization, extra effort, and perceived leadership effectiveness). Results, analyzed using a Partial Least Squares (PLS) approach, indicated that (a) transformational leadership was negatively associated with employees� insecure (anxious or avoidant) attachment to their leader; (b) passive/avoidant leadership was positively associated with subordinates� insecure attachment to their leader; (c) transactional leadership was positively associated with employee�s anxious attachment but not with their avoidant attachment; (d) avoidant, but not anxious, attachment to the leader was negatively associated with employee satisfaction, perceived leader effectiveness, employee�s extra effort, and organizational identification.