A Test of Three Basic Assumptions of Situational Leadership® II Model and Their Implications for HRD Practitioners
By Taylor Peyton Abstract This study aims to test the following three assertions underlying the Situational Leadership® II (SLII) Model: all four leadership styles are received by followers; all four leadership styles are needed by followers; and if there is a fit between the leadership style a follower receives and needs, that follower will demonstrate […]
Employees’ Perceived Use of Leader Power and Implications for Affect and Work Intentions
By Taylor Peyton Abstract The concept of power in organizations has been studied at both the macro level (analyses of structural systems or policies) and at the micro level (individual perceptions). In this study, we examine employee perceptions of their leader’s use of power at the individual/psychological level. Applying social cognitive theory, employee perceptions of […]
The impact of dispositional cynicism on job-specific affect and work intentions.
By Taylor Peyton Abstract Working from the Employee Work Passion Appraisal (EWPA) model, this article examines the relationship between employee dispositional cynicism, job-specific affect (i.e. positive and negative) and work intentions including intent to use discretionary effort, intent to perform, intent to endorse, intent to stay and intent to be an organizational citizen. An online […]