Browsing by Author "Bluhm, Dustin J."
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- Are gritty leaders happier or unhappier? it depends on how prudent they arePublication . Rego, Arménio; Bluhm, Dustin J.; Valverde, Camilo; Cunha, Miguel Pina eGrit in leaders (and, in general, all employees) typically results in greater success and well-being but also has potential downsides. We propose that gritty leaders also need to be prudent or they may spend excessive time and resources at work, leading to greater work-to-family conflict and, as a result, lower well-being. Findings of two studies support this reasoning. Grittier and imprudent leaders experience greater work-to-family conflict and lower affective well-being, whereas grittier and prudent leaders experience lower work-to-family conflict and greater affective well-being. We therefore conclude that the agentic resource of grit in leaders may be either positively or negatively related to their affective well-being depending on their prudence. Considering that work-to-family conflict and affective well-being are important for the leader’s health and performance, which in turn may influence team/organizational performance, our study contributes to a better understanding of the routes leading to better leadership and team/organizational functioning.
- Are morally courageous leaders more effective?Publication . Rego, Arménio; Simpson, Ace Volkmann; Bluhm, Dustin J.; Cunha, Miguel Pina eDetecting, interpreting, assuming responsibility, and being driven to act upon situations with potential ethical implications requires morally courageous leaders to be continuously ‘tuned’ to the environment. We argue that this ‘tuning’ facilitates leader respect for employees and greater receptiveness to their inputs, and that it is through these mechanisms that leader moral courage is positively related to leader effectiveness. In a multi-source study involving 102 team leaders (assessed by peers, subordinates, and supervisors), we found that leaders with higher levels of moral courage convey greater respect for team members and are more receptive to relational transparency from them, and that such respect and receptiveness enhance leader effectiveness. We also hypothesized and found that leaders who overestimate their moral courage (i.e., who self-describe as being morally courageous while others perceive them as not being so) are particularly less respectful toward team members, and thus are less effective.
- Leader-expressed humility predicting team psychological safety: a personality dynamics lensPublication . Rego, Arménio; Melo, Ana Isabel; Bluhm, Dustin J.; Cunha, Miguel Pina e; Júnior, Dálcio ReisIn an application of the personality dynamics framework, we advance understanding on the relationship between baseline leader humility and team psychological safety by exploring the roles of humility variability and attractor strength. Specifically, we examine how the (in)consistency (i.e., variability) of leader-expressed humility across team members operates as a boundary condition in the relationship between leader-expressed humility and team psychological safety. We also explore how the agreement between leader self-reported humility and leader-expressed humility (i.e., self-other agreement, SOA) operates as an attractor to predict such a consistency. We test the hypothesized model through a sample of 85 teams, rated by 354 team members. The findings suggest that consistency reinforces, while inconsistency weakens, the effect of leaderexpressed humility on team psychological safety. The findings also reveal that SOA relates to the consistency of leaderexpressed humility, depending on the level at which the (dis)agreement occurs. We conclude that to better understand the outcomes of humble leadership, it is necessary to take into account not only the baseline of humility expressed by the leader (as most studies do), but also his/her humility variability and the strength of the attractor.