Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study

The purpose of this study is to determine if there is a positive relationship between full-range leadership and employees' effort, efficiency, and satisfaction. A questionnaire was administered to 577 executives from Colombian companies, and the data was analyzed using a partial least squares s...

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Bibliographic Details
Published in:Frontiers in psychology 2024-07, Vol.15, p.1380935
Main Authors: Garzón-Lasso, Fernando, Serrano-Malebrán, Jorge, Arenas-Arango, Sandra, Molina, Carlos
Format: Article
Language:English
Subjects:
efficiency
effort
leadership
PLS-SEM
Psychology
satisfaction
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Summary:The purpose of this study is to determine if there is a positive relationship between full-range leadership and employees' effort, efficiency, and satisfaction. A questionnaire was administered to 577 executives from Colombian companies, and the data was analyzed using a partial least squares structural equation modeling (PLS-SEM) approach. The results show that both transformational and transactional leadership have a direct and significant impact on extra effort, effectiveness, and satisfaction, with transformational leadership having the greatest impact on these factors. Conversely, passive-avoidant leadership has negative effects on these three constructs. This study validates the effectiveness of the MLQ 5X in a South American country, a geographical region where such studies are in their early stages. Finally, the whole range of leadership styles-transformational, transactional, and passive-avoidant-is looked at. These styles are seen as second-order constructs that challenge latent multidimensional models as they emerge.
ISSN:1664-1078
1664-1078
DOI:10.3389/fpsyg.2024.1380935