Instrumental leadership: An extension of the Full-Range Leadership Theory

Détails

ID Serval
serval:BIB_B96CBE214852
Type
Actes de conférence (partie): contribution originale à la littérature scientifique, publiée à l'occasion de conférences scientifiques, dans un ouvrage de compte-rendu (proceedings), ou dans l'édition spéciale d'un journal reconnu (conference proceedings).
Collection
Publications
Institution
Titre
Instrumental leadership: An extension of the Full-Range Leadership Theory
Titre de la conférence
Conference of the Work, Organizational and Business Psychology Division of the German Psychological Association. Rostock, Germany
Auteur(s)
Rowold J, Antonakis J
Statut éditorial
Publié
Date de publication
2011
Peer-reviewed
Oui
Langue
allemand
Résumé
From a theoretical perspective, an extension to the Full Range leadership Theory (FRLT) seems needed. In this paper, we explain why instrumental leadership--a class of leadership includes leader behaviors focusing on task and strategic aspects that are neither values nor exchange oriented--can fulfill this extension. Instrument leadership is composed of four factors: environmental monitoring, strategy formulation and implementation, path-goal facilitation and outcome monitoring; these aspects of leadership are currently not included in any of the FRLT's nine leadership scales (as measured by the MLQ--Multifactor Leadership Questionnaire). We present results from two empirical studies using very large samples from a wide array of countries (N > 3,000) to examine the factorial, discriminant and criterion-related validity of the instrumental leadership scales. We find support for a four-factor instrumental leadership model, which explains incremental variance in leader outcomes in over and above transactional and transformational leadership.
Création de la notice
06/02/2011 15:35
Dernière modification de la notice
20/08/2019 15:27
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