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Deadly combinations: how leadership contexts undermine the activation and enactment of followers’ high core self-evaluations in performance

Soane, Emma, Booth, Jonathan E., Alfes, Kerstin, Shantz, Amanda and Bailey, Catherine (2018) Deadly combinations: how leadership contexts undermine the activation and enactment of followers’ high core self-evaluations in performance. European Journal of Work and Organizational Psychology. pp. 1-13. ISSN 1464-0643

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Identification Number: 10.1080/1359432X.2018.1444602

Abstract

Employees with high core self-evaluations (CSE) generally perform well in their jobs. The enactment of CSE in performance occurs within contexts, and leadership is one form of context that influences the activation and expression of CSE. Drawing on theories of CSE and leader–member exchange (LMX), we characterized the leadership context as the interaction between leader CSE and LMX quality. Examination of 173 followers and their 31 leaders in a manufacturing organization showed a positive association between follower CSE and performance when the context comprised high leader CSE and high LMX. Conversely, leadership contexts comprising high leader CSE and low LMX, or low leader CSE and high LMX, resulted in a negative relationship between follower CSE and performance. We also show that low CSE followers have relatively high performance under some circumstances. Thus, we contribute to understanding how some leadership contexts undermine high CSE followers’ performance and promote low CSE followers’ performance

Item Type: Article
Official URL: https://www.tandfonline.com/toc/pewo20/current
Additional Information: © 2018 Informa UK
Divisions: Management
Subjects: H Social Sciences > HD Industries. Land use. Labor
H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Sets: Departments > Management
Date Deposited: 26 Mar 2018 11:24
Last Modified: 27 Feb 2019 00:00
URI: http://eprints.lse.ac.uk/id/eprint/87353

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