The Spanish journal of psychology
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Leader-member Exchange (LMX) theory has been shown to be one of the most compelling theories for understanding the effects of leadership on organizational behavior. This theory proposes that leaders establish differentiated relationships with each of their subordinates according to the exchanges produced between them. ⋯ The results showed no direct effects of mean LMX on changes in innovation climate over time. However, they provide support for the moderator effect of LMX differentiation in this relationship, as it was stronger when LMX differentiation was low than when it was high.
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The purpose of the present study was to assess the factor structure and reliability of the Depression, Anxiety and Stress Scales (DASS-21) in a large Portuguese community sample. Participants were 1020 adults (585 women and 435 men), with a mean age of 36.74 (SD = 11.90) years. ⋯ Confirmatory factor analysis revealed that the best-fitting model (*CFI = .940, *RMSEA = .038) consisted of a latent component of general psychological distress (or negative affectivity) plus orthogonal depression, anxiety and stress factors. The Portuguese version of the DASS-21 showed good psychometric properties (factorial validity and reliability) and thus can be used as a reliable and valid instrument for measuring depression, anxiety and stress symptoms.
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The aim of this research is to explore the extent to which employees establish attachment bonds with their leaders and the effects these bonds have on organizational outcomes. A sample of 225 participants reported on their supervisor's leadership style (transformational, transactional, or passive-avoidant), their attachment bonds to this supervisor (anxious or avoidant), and four organizational variables (subordinate's satisfaction, identification with the organization, extra effort, and perceived leadership effectiveness). Results, analyzed using a Partial Least Squares (PLS) approach, indicated that (a) transformational leadership was negatively associated with employees' insecure (anxious or avoidant) attachment to their leader; (b) passive/avoidant leadership was positively associated with subordinates' insecure attachment to their leader; (c) transactional leadership was positively associated with employee's anxious attachment but not with their avoidant attachment; (d) avoidant, but not anxious, attachment to the leader was negatively associated with employee satisfaction, perceived leader effectiveness, employee's extra effort, and organizational identification.