Author
Tara S. Wernsing
Other affiliations: College of Business Administration, University of Nebraska–Lincoln
Bio: Tara S. Wernsing is an academic researcher from IE University. The author has contributed to research in topics: Authentic leadership & Leadership style. The author has an hindex of 12, co-authored 16 publications receiving 3990 citations. Previous affiliations of Tara S. Wernsing include College of Business Administration & University of Nebraska–Lincoln.
Papers
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TL;DR: The authors developed and tested a theory-based measure of authentic leadership using five separate samples obtained from China, Kenya, and the United States, and found a positive relationship between authentic leadership and supervisor-rated performance.
2,399 citations
TL;DR: In this article, the authors investigate whether a process of employees' positivity will have an impact on relevant attitudes and behaviors, and find that positive emotions generally mediated the relationship between psychological capital and the attitudes and behaviours.
Abstract: Although much attention has been devoted to understanding employee resistance to change, relatively little research examines the impact that positive employees can have on organizational change. To help fill this need, the authors investigate whether a process of employees’ positivity will have an impact on relevant attitudes and behaviors. Specifically, this study surveyed 132 employees from a broad cross-section of organizations and jobs and found: (a) Their psychological capital (a core factor consisting of hope, efficacy, optimism, and resilience) was related to their positive emotions that in turn were related to their attitudes (engagement and cynicism) and behaviors (organizational citizenship and deviance) relevant to organizational change; (b) mindfulness (i.e., heightened awareness) interacted with psychological capital in predicting positive emotions; and (c) positive emotions generally mediated the relationship between psychological capital and the attitudes and behaviors. The implications these findings have for positive organizational change conclude the article.
975 citations
TL;DR: In this article, a study with 845 working adults across multiple organizations, the relationships between ethical leadership with positive employee outcomes were examined. And they found that ethical leadership is related to both psychological well-being and job satisfaction in employees, but the processes are different.
Abstract: The study of ethical leadership has emerged as an important topic for understanding the effects of leadership in organizations. In a study with 845 working adults across multiple organizations, the relationships between ethical leadership with positive employee outcomes were examined. Results suggest that ethical leadership is related to both psychological well-being and job satisfaction in employees, but the processes are different. Employee voice mediated the relationship between ethical leadership and psychological well-being. Feelings of psychological ownership mediated the relationship between ethical leadership and job satisfaction. A discussion of theoretical and practical implications concludes the article.
384 citations
13 Nov 2009
TL;DR: The need for positive leadership is not restricted to the societal/political level as mentioned in this paper, but also at all levels and types of organizations, with ever-advancing technology, growing round-the-clock global competitive pressures, and a very uncertain economic and ethical climate, leaders are facing the challenge of declining hope and confidence in themselves and their associates.
Abstract: In times of swirling negativity, as has occurred in recent years with the dotbombs, September 11 terrorism, gyrating stock values, and the meltdown of corporate ethics, society in general and organizations in particular turn to leaders for optimism and direction. Through the ages, especially in times of crisis and extreme turmoil, historical figures such as Alexander the Great, Washington, Gandhi, Churchill, Eleanor and Franklin Roosevelt, Mandela, and Rudy Guiliani have risen to the occasion to provide the positive leadership to move forward to address the problems confronting their communities and societies. This need for positive leadership is not restricted to the societal/political level. With ever-advancing technology, growing roundthe-clock global competitive pressures, and a very uncertain economic and ethical climate, leaders at all levels and types of organizations are facing the challenge of declining hope and confidence in themselves and their associates. Yet the understanding, developmental process, and implementation of needed positive leadership still remains largely underresearched by both the leadership and recently emerging positive psychology fields. Indeed, this is the only chapter in this book on positive organizational scholarship (POS) that deals directly with leadership, and there are no entries in the recently published Handbook of Positive Psychology (Snyder & Lopez, 2002). Co py ri gh t @ 20 03 . Be rr et tKo eh le r Pu bl is he rs .
378 citations
TL;DR: In this paper, the authors examined measurement invariance of the 12-item psychological capital survey across 12 national cultures (Brazil, China, Germany, India, Italy, Mexico, Poland, South Africa, Sweden, Turkey, United Kingdom, and the United States), representing a cross-section of all major world cultures corresponding to the GLOBE research project.
Abstract: This study examined measurement invariance of the 12-item psychological capital survey across 12 national cultures (Brazil, China, Germany, India, Italy, Mexico, Poland, South Africa, Sweden, Turkey, the United Kingdom, and the United States), representing a cross-section of all major world cultures corresponding to the GLOBE research project. Analysis of data from 56,363 employees confirms the configural second-order hierarchical factor structure for psychological capital in all national cultures. However, more stringent levels of metric equivalence were supported only with a simplified three-factor structure proposed in this research as a cross-cultural nine-item instrument. Implications for comparing means for psychological capital across national cultures are discussed.
127 citations
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01 May 1997
TL;DR: Coaching & Communicating for Performance Coaching and communicating for Performance is a highly interactive program that will give supervisors and managers the opportunity to build skills that will enable them to share expectations and set objectives for employees, provide constructive feedback, more effectively engage in learning conversations, and coaching opportunities as mentioned in this paper.
Abstract: Building Leadership Effectiveness This program encourages leaders to develop practices that transform values into action, vision into realities, obstacles into innovations, and risks into rewards. Participants will be introduced to the five practices of exemplary leadership: modeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart Coaching & Communicating for Performance Coaching & Communicating for Performance is a highly interactive program that will give supervisors and managers the opportunity to build skills that will enable them to share expectations and set objectives for employees, provide constructive feedback, more effectively engage in learning conversations, and coaching opportunities. Skillful Conflict Management for Leaders As a leader, it is important to understand conflict and be effective at conflict management because the way conflict is resolved becomes an integral component of our university’s culture. This series of conflict management sessions help leaders learn and put into practice effective strategies for managing conflict.
4,935 citations
3,628 citations
TL;DR: This review examines recent theoretical and empirical developments in the leadership literature, beginning with topics that are currently receiving attention in terms of research, theory, and practice and concluding with work that has been done on substitutes for leadership, servant leadership, spirituality and leadership, cross-cultural leadership, and e-leadership.
Abstract: This review examines recent theoretical and empirical developments in the leadership literature, beginning with topics that are currently receiving attention in terms of research, theory, and practice. We begin by examining authentic leadership and its development, followed by work that takes a cognitive science approach. We then examine new-genre leadership theories, complexity leadership, and leadership that is shared, collective, or distributed. We examine the role of relationships through our review of leader member exchange and the emerging work on followership. Finally, we examine work that has been done on substitutes for leadership, servant leadership, spirituality and leadership, cross-cultural leadership, and e-leadership. This structure has the benefit of creating a future focus as well as providing an interesting way to examine the development of the field. Each section ends with an identification of issues to be addressed in the future, in addition to the overall integration of the literature we provide at the end of the article.
2,402 citations
TL;DR: The authors developed and tested a theory-based measure of authentic leadership using five separate samples obtained from China, Kenya, and the United States, and found a positive relationship between authentic leadership and supervisor-rated performance.
2,399 citations