Abstract
Using a two-week daily diary study on 31 leader-subordinate dyads, we
demonstrated that variation in one dyad member’s level of state core self-evaluations causes variation in the other dyad member’s level of state core self-evaluations,. Moreover, we examined whether the crossover effect was mediated by transformational leadership behavior. We found that, when the leader has high (state) core self-evaluations, s/he has sufficient psychological resources to engage in transformational leadership behaviors, and such constructive leadership behaviors enhance the subordinate’s (state) core self-evaluations. Our study contributes to the field of personality psychology by exploring within-person and within-dyad personality processes. By showing that one’s personality fluctuates in sync with the significant other’s personality across situations, we demonstrate a converging tendency between state personalities.
Keywords:
demonstrated that variation in one dyad member’s level of state core self-evaluations causes variation in the other dyad member’s level of state core self-evaluations,. Moreover, we examined whether the crossover effect was mediated by transformational leadership behavior. We found that, when the leader has high (state) core self-evaluations, s/he has sufficient psychological resources to engage in transformational leadership behaviors, and such constructive leadership behaviors enhance the subordinate’s (state) core self-evaluations. Our study contributes to the field of personality psychology by exploring within-person and within-dyad personality processes. By showing that one’s personality fluctuates in sync with the significant other’s personality across situations, we demonstrate a converging tendency between state personalities.
Keywords:
| Original language | English |
|---|---|
| Publication status | Published - 2015 |