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Need for leadership as a moderator of the relationships between leadership and individual outcomes
Affiliation:1. Key Laboratory of Electronic Equipment Structure Design, Ministry of Education, Xidian University, P.O. Box 187, Xi''an 710071, PR China;2. Xi''an Microelectronics Technology Institute, The Ninth Academy of China Aerospace Science and Technology Corporation, P.O. Box 187, Xi''an 710119, PR China;3. Institute of Continuum Mechanics, Leibniz Universität Hannover, 30167 Hannover, Germany;4. Centre for Infrastructure Engineering and Safety, School of Civil and Environmental Engineering, The University of New South Wales, Sydney, NSW 2052, Australia;1. School of Management, Jinan University, 601 Huangpu Avenue West, Guangzhou, China;2. School of Management, Harbin Institute of Technology, 92 West Dazhi Street, Nan Gang District, Harbin, China;2. University of Maryland, R. H. Smith School of Business, Department of Management and Organization, College Park, MD 20742–1815, USA;3. Oakland University, School of Business Administration, Department of Management and Marketing, 2200 N. Squirrel Road,Rochester,Michigan, 48309, USA
Abstract:Earlier research on situational leadership theories has produced little and partly contradictory evidence about the role of situational moderator variables in explaining the relationship between leadership and outcomes. In this article, we propose to concentrate on need for leadership as a singular moderator of the relationships between leadership and employee outcomes. Using a sample of 958 Dutch employees from various organizations, the moderator hypothesis was tested. Need for leadership was paired with three leadership factors and five outcome variables, generating 15 possible moderating effects. Five of these were significant. Although the findings compare favorably with other studies using leadership moderators, the effects are weak, and there is not much evidence that leadership–outcome relations are reversed by need for leadership.
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