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Based on Yammarino and Atwater's self-other agreement typology of leaders, we explored whether leaders' and followers' agreement influenced their ratings of leadership behaviors after training where leaders received multi-source feedback to stimulate behavior change. We used a prospective study design including 68 leaders and 237 followers from a Swedish forest industry company. Leaders underwent training to increase their transformational leadership and contingent reward styles and reduce management-by-exception passive and laissez-faire leadership. We found that self-other agreement influences followers and leaders reporting changes in leadership styles. We also found that although some leader types were perceived to improve their leadership behaviors, leaders and followers reported differential patterns in which types of leaders improved the most. Our results have important implications for how feedback should be used to support training to achieve changes in leadership styles. Errata: Nielsen, K., Tafvelin, S., von Thiele Schwarz, U. et al. Correction to: In the eye of the beholder: how self-other agreements influence leadership training outcomes as perceived by leaders and their followers. J Bus Psychol (2021). DOI: 10.1007/s10869-021-09735-6

This dissertation examines the role the behaviors of leaders play in the context of work stress. Recently, the interrelation between the behavior of the leader and its consequences for followers has received growing attention from researchers as well as practitioners. Yet, important research questions remain unanswered. Therefore, this dissertation combines stress-related antecedents as well as stress-related consequences of leader behaviors in face of the full-range leadership behavior pattern (i.e. laissez-faire, transactional, and transformational leadership) to create an integrative model of leadership and to provide a detailed assessment of potential stress-related outcome variables. The dissertation focuses on the extension of findings on the basis of different, innovative measurement approaches to uncover robust effects between leadership and different stress measures. Further, a mediation model of leadership is examined to enable a better understanding of how leaders influence stress levels of their followers. Combined with the specification of when this influence is particularly strong and when it is not, the dissertation provides an encompassing research model in the field of leadership as well as stress research. Three empirical studies were conducted to shed light into this field of inquiry. In the first study leader stress is taken into account to investigate how leader stress influences leader behavior patterns. In the second and third study follower stress is taken into account to scrutinize which behavioral strategies of leaders have a positive impact on the amount of follower stress and which strategies do not or even have an inverse impact. In study two the daily variability of leadership behaviors is highlighted and in study three an objective indicator of stress measurement is implemented. In summary this dissertation extends existing research on stress-related antecedents as well as consequences of full-range leadership behaviors. The contribution to the field is to identify stress-related preconditions of (transformational) leadership behavior to gain a better understanding of the role stress may play in the genesis of leader behaviors within organizations. At the same time, the dissertation offers important insights into stress-related consequences of (full-range) leadership behaviors. Moreover, mediating mechanisms through the lens of the job demands-resources model were outlined to further specify the relation between leader behaviors and work stress. In sum, results show that stress impairs leaders’ behaviors, which has important consequences on followers’ stress levels (on a subjective as well as objective level of measurement). Taken together, the dissertation helps to close current research gaps and to extend knowledge in the context of stress-related antecedents as well as outcomes of supervisor behaviors.

Public health leadership is an important topic in the era of U. S. health reform, population health innovation, and health system transformation. This study utilized the full-range leadership model in order to examine public health leadership. We sought to understand local public health leadership from the perspective of local health department leaders and those who work with and for them. Public health leadership was explored through interviews and focus groups with directors (n=4) and staff (n=33) from local health departments. Qualitative analytic methods included reflexive journals, code-recode procedures, and member checking, with analysis facilitated by Atlas.ti v.6.0. Qualitative results supported and expanded upon previously reported quantitative findings. Leading by example and providing individual consideration to followers were found to be more important than other leader factors such as intellectual stimulation, inspirational motivation, or idealized attributes of leaders. Having a clear and competent vision of public health, being able to work collaboratively with other community agencies, and addressing the current challenges to public health with creativity and innovation were also important findings. Idealized leadership behaviors and individual consideration should be the focus of student and professional development. Models that incorporate contextual considerations, such as the situational leadership model, should be utilized and instruction in basic interpersonal skills may prove useful. The development of a detailed leadership assessment and development process for public health practitioners is indicated.

Background Workforce and leadership development are central to the future of public health. However, public health has been slow to translate and apply leadership models from other professions and to incorporate local perspectives in understanding public health leadership. Purpose This study utilized the full-range leadership model in order to examine public health leadership. Specifically, it sought to measure leadership styles among local health department directors and to understand the context of leadership in local health departments. Methods Leadership styles among local health department directors (n = 13) were examined using survey methodology. Quantitative analysis methods included descriptive statistics, boxplots, and Pearson bivariate correlations using SPSS v18.0. Findings Self-reported leadership styles were highly correlated to leadership outcomes at the organizational level. However, they were not related to county health rankings. Results suggest the preeminence of leader behaviors and providing individual consideration to staff as compared to idealized attributes of leaders, intellectual stimulation, or inspirational motivation. Implications Holistic leadership assessment instruments such as the multifactor leadership questionnaire can be useful in assessing public health leaders’ approaches and outcomes. Comprehensive, 360-degree reviews may be especially helpful. Further research is needed to examine the effectiveness of public health leadership development models, as well as the extent that public health leadership impacts public health outcomes.

Title: The Full-Range Leadership enacted by Swedish Audit team managers Background: The background of this study mainly relies on Leadership theories, more precisely theories about the Full-Range leadership model (FRL) and its features. However, key facts about the audit are also displayed in this part of the report to present it to readers. Purpose: The main purpose of this paper is to add to existing theory on the universalistic feature of the Full-Range Leadership model through the case of Swedish audit team managers. Such purpose entails the definition and the explanation on how the model of Full-Range Leadership is enacted by Swedish audit team managers in their day-to-day practice of leadership. Originality/Value: This research paper is one of the few researches at puzzling out existing researches to contribute clearly to the Full-Range Leadership model -as developed by Bass and Avolio- in the audit context. Furthermore, this is the first study aiming at defining and explaining Swedish audit team managers’ leadership practice and emphasizing the non-managing audit staff for so. Practical implication: After the destruction of a great amount of money resulting from corporate financial scandals and the discovery of high level of dysfunctional behaviors occurring in the audit/accounting profession worldwide, growing number of studies investigated further financial systems and particularly audit professionals since they are supposed to be the ‘public watchdog’/‘public guardian of trust’ of worldwide markets and Economies and so, display strong values and rigor. In parallel, considerable number of studies demonstrated that leadership was the key to those issues. This study while putting the light on leadership practice in Swedish audit firms, wide opens the door for further reflections and improvement of the existing systems. Method: The featured piece of research is based on a field survey of the non-managing audit staff working in Swedish audit firms, which were asked to assess their managers through the use of the Multi-factor questionnaire X5 (short version). Findings: The study unveiled that even if the transformational leadership was the most enacted leadership by Swedish audit team managers and that so before transactional and passive/avoidant leadership, a great misalignment existed between the found-out empirical FRL model and the FRL model as defined theoretically. Accordingly, this study unveiled that the FRL model was not as universal as claimed when investigated in the Swedish audit firm context.

There is a lack of research in the for-profit sector of higher education in the United States. Likewise, there is a lack of research on the factors that affect the job satisfaction of adjunct faculty. To address these gaps in knowledge, a quantitative correlational study was performed to investigate the effect of administrative leadership on the job satisfaction of adjunct faculty who teach online classes at a for-profit university in the United States. The Multifactor Leadership Questionnaire, which measures perceived leadership behaviors, and Spector’s Job Satisfaction Survey, which measures job satisfaction, were used to anonymously collect data from a sample of 77 adjunct faculty. The Full-Range Leadership, which is composed of transformational, transactional, and laissez-faire leadership behaviors, was the theoretical model for leadership. Pearson’s product moment correlational analyses were performed to investigate the bi-variate relationships between the variables. The dependent variable of total satisfaction had a statistically significant, direct and strong correlation with the independent variable of transformational leadership (r = .536, p < .0005). The strength and direction of the relationship indicated that increases in the scores of total satisfaction are associated with increases in scores in transformational leadership. Total satisfaction had a statistically significant, indirect and moderate correlation with the independent variable of laissez-faire leadership (r = -.372, p = .001). The strength and direction of the relationship indicated that lower total satisfaction scores are associated with higher laissez-faire leadership scores. There was no statistically significant relationship between transactional leadership and overall job satisfaction.