Browsing by Author "Meyer, Marcel"
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- Gritty leaders promoting employees’ thriving at workPublication . Rego, Arménio; Cavazotte, Flávia; Cunha, Miguel Pina e; Valverde, Camilo; Meyer, Marcel; Giustiniano, LucaFour studies (a vignette-based experiment conducted in Portugal and Brazil, a two-wave multisource field study in Portugal, a three-wave field study in the United States, and a multisource field study in Portugal), in which conscientiousness, a “rival” of grit, was controlled for, provide theoretical and empirical evidence for a model testing what (e.g., grit in leaders), why (e.g., employee self-attributed grit), and when (e.g., leader support) grit supports thriving at work. First, gritty employees are more likely to thrive. Second, conveyed leader grit (i.e., grit as perceived by employees) predicts employee grit. Third, conveyed leader grit and leader self-attributed grit are conceptually different, and although the two relate positively with employee self-attributed grit, the former is a better predictor of employee self-attributed grit. Fourth, leader support operates as a boundary condition, in that the indirect association of conveyed leader grit with employee thriving is stronger when the leader is perceived as supportive. Our research also indicates that the concept of grit is more textured than habitually considered and that more attention must be paid to the boundary conditions of its development and impact.
- Positive leadership action framework: Simply doing good and doing wellPublication . Redín, Dulce M.; Meyer, Marcel; Rego, ArménioThis article presents the Positive Leadership Action Framework (PLAF) to structure Positive Leadership (PL). The novelty of the PLAF is that it incorporates the connections of PL to positive outcomes (financial and economic performance and social well-being) and organizational virtuousness. Also, it acknowledges its conditional nature on the virtues to achieve flourishing within the organization and society at large. We argue that the leader’s actions function as the engine for positive change within the organization, bridging the gap between individual virtues and organizational virtuousness and creating a feedback loop among both. To develop a positive organization, a leader needs to create positive assumptions among (and about) coworkers, positively impact the personal and professional development of employees, and balance positive formal and informal conditions at work. To do so, it is a sine qua non condition that the positive leader fosters his/her personal development by exercising the virtues and developing practical wisdom. In this way, the positive leader automatically provides followers with a vision of the final end towards the common good and achieves to set his/her organization on a pathway towards excellence.
- Wise leaders fostering employees’ speaking up behaviors: developing and validating a measure of leader-expressed practical wisdomPublication . Rego, Arménio; Meyer, Marcel; Júnior, Dálcio Reis; Cunha, Miguel Pina ePractical wisdom, an essential component of leadership, has been approached mainly from a theoretical perspective. While there are barely any empirical studies on leaders’ practical wisdom, quantitative ones are even rarer, and no valid measure of a leader’s practical wisdom exists. Thus, our understanding of whether and how wise leaders influence their followers is limited. Inspired by Thomas Aquinas’ ideas on practical wisdom, we operationalize it as a tridimensional capacity of inquiring, judging, and acting in an emotionally regulated way, and develop and validate a corresponding measure of leader-expressed practical wisdom. To support our operationalization, we test how leader-expressed practical wisdom predicts employees’ speaking up behaviors via their psychological safety. Our rationale is that to make better decisions, wise leaders are receptive to employees’ views that address matters of concern and challenge the status quo with the intention of improving the situation – such a receptiveness being enabled by fostering employees’ psychological safety. Through a two-wave field study, a three-wave field study, and a vignette-based experiment carried out in three countries we obtain empirical support for that three-dimensional construct and show that leader-expressed practical wisdom predicts employees’ speaking up behaviors via their psychological safety.