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The Moderational Role of Organizatio...

Schlaerth, Andrea.

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The Moderational Role of Organizational Culture and Psychological Climate in the Relationship Between Authentic Leadership and Constructive Conflict Behaviors.

Record Type:	Language materials, printed : Monograph/item
Title/Author:	The Moderational Role of Organizational Culture and Psychological Climate in the Relationship Between Authentic Leadership and Constructive Conflict Behaviors./
Author:	Schlaerth, Andrea.
Description:	345 p.
Notes:	Source: Dissertation Abstracts International, Volume: 75-10(E), Section: A.
Contained By:	Dissertation Abstracts International75-10A(E).
Subject:	Sociology, Organizational. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3624660
ISBN:	9781303983160

The Moderational Role of Organizational Culture and Psychological Climate in the Relationship Between Authentic Leadership and Constructive Conflict Behaviors.
Schlaerth, Andrea.

The Moderational Role of Organizational Culture and Psychological Climate in the Relationship Between Authentic Leadership and Constructive Conflict Behaviors. - 345 p.

Source: Dissertation Abstracts International, Volume: 75-10(E), Section: A.

Thesis (Ph.D.)--Alliant International University, 2014.

This study explored the relationship between authentic leadership and constructive conflict management to better understand the underlying behaviors of leaders/managers, and whether organizational culture and psychological climate have an impact on these dynamics. The conceptual development of this relationship under the positive organizational scholarship framework was further investigated. A total of 170 participants, 55 leaders/managers and 115 of their peers/subordinates, from 29 organizations representing 20 industries were included in the final sample that utilized a survey methodology. In the analyses of the hypotheses, the study used correlations and multiple regressions to test several moderational and mediational models. Findings showed significant positive relationships between authentic leadership (AL) and active constructive conflict behaviors (active CCB), and between AL and passive constructive conflict behaviors (passive CCB), indicating that when the leader/manager is more authentic, they use more functional behavioral strategies to manage conflict constructively. Supportive organizational culture moderated the relationship between AL and active CCB, but not between AL and passive CCB. Psychological climate was a moderator between AL and active CCB, but not between AL and passive CCB. The size of the organization and the type of industry also had an impact on these relationships. In organizations where the culture is more supportive, and the psychological climate is perceived to be more positive, these findings suggest that proactive, observable, constructive behaviors were perceived to be more favorable under the realm of positive leadership, encouraging organizational scientists to integrate these constructs in their future research.

ISBN: 9781303983160Subjects--Topical Terms:

1018023
Sociology, Organizational.

The Moderational Role of Organizational Culture and Psychological Climate in the Relationship Between Authentic Leadership and Constructive Conflict Behaviors.
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020 $a 9781303983160
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100 1 $a Schlaerth, Andrea. $3 2103190
245 1 4 $a The Moderational Role of Organizational Culture and Psychological Climate in the Relationship Between Authentic Leadership and Constructive Conflict Behaviors.
300 $a 345 p.
500 $a Source: Dissertation Abstracts International, Volume: 75-10(E), Section: A.
500 $a Adviser: Nurcan Ensari.
502 $a Thesis (Ph.D.)--Alliant International University, 2014.
520 $a This study explored the relationship between authentic leadership and constructive conflict management to better understand the underlying behaviors of leaders/managers, and whether organizational culture and psychological climate have an impact on these dynamics. The conceptual development of this relationship under the positive organizational scholarship framework was further investigated. A total of 170 participants, 55 leaders/managers and 115 of their peers/subordinates, from 29 organizations representing 20 industries were included in the final sample that utilized a survey methodology. In the analyses of the hypotheses, the study used correlations and multiple regressions to test several moderational and mediational models. Findings showed significant positive relationships between authentic leadership (AL) and active constructive conflict behaviors (active CCB), and between AL and passive constructive conflict behaviors (passive CCB), indicating that when the leader/manager is more authentic, they use more functional behavioral strategies to manage conflict constructively. Supportive organizational culture moderated the relationship between AL and active CCB, but not between AL and passive CCB. Psychological climate was a moderator between AL and active CCB, but not between AL and passive CCB. The size of the organization and the type of industry also had an impact on these relationships. In organizations where the culture is more supportive, and the psychological climate is perceived to be more positive, these findings suggest that proactive, observable, constructive behaviors were perceived to be more favorable under the realm of positive leadership, encouraging organizational scientists to integrate these constructs in their future research.
590 $a School code: 1634.
650 4 $a Sociology, Organizational. $3 1018023
650 4 $a Psychology, Industrial. $3 520063
650 4 $a Sociology, Organization Theory. $3 1669248
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710 2 $a Alliant International University. $b Los Angeles-CSPP-OP. $3 2097749
773 0 $t Dissertation Abstracts International $g 75-10A(E).
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793 $a English
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3624660