Effects of Secure Base Leadership vs. Avoidant Leadership on Job Performance

Ana Laguia, María C. Navas-Jiménez, Rocio Schettini, Fidel Rodríguez-Batalla, David Guillén and Juan A. Moriano ()
Additional contact information
Ana Laguia: Department of Social and Organizational Psychology, Universidad Nacional de Educación a Distancia (UNED), 28040 Madrid, Spain
María C. Navas-Jiménez: Department of Social and Organizational Psychology, Universidad Nacional de Educación a Distancia (UNED), 28040 Madrid, Spain
Rocio Schettini: Fundación de la Universidad Autónoma de Madrid, 28049 Madrid, Spain
Fidel Rodríguez-Batalla: Fundación de la Universidad Autónoma de Madrid, 28049 Madrid, Spain
David Guillén: Centro Asociado Madrid, Universidad Nacional de Educación a Distancia (UNED), 28012 Madrid, Spain
Juan A. Moriano: Department of Social and Organizational Psychology, Universidad Nacional de Educación a Distancia (UNED), 28040 Madrid, Spain

Businesses, 2024, vol. 4, issue 3, 1-15

Abstract: Organizations need high performance from their employees to achieve their goals, provide specialized services and products, and ultimately secure a competitive edge. Performance is also a source of satisfaction for employees, as it creates feelings of mastery and pride. Different leadership styles positively influence both employee performance and organizational excellence; thus, the present study aimed to analyze the relationship between a novel leadership style based on attachment theory, secure base leadership, and job performance (i.e., task and conceptual performance and counterproductive work behaviors). Additionally, a passive-avoidant leadership relationship with performance dimensions is analyzed. Using partial least squares structural equation modeling with self-reported data from 422 Spanish employees, the results show that secure base leadership is positively related to task and contextual performance, while it is negatively related to counterproductive work behaviors. The opposite pattern is found for passive-avoidant leadership (except for the link between passive-avoidant leadership and contextual performance, which is not significant). The promotion of secure base leadership within organizations allows for the cultivation of a supportive environment that favors work behaviors that are aligned with organizational objectives, and since leadership can be trained, these results are relevant for practitioners in organizations.

Keywords: leadership; secure base leadership; avoidant leadership; job performance; counterproductive work behavior (search for similar items in EconPapers)
JEL-codes: A1 D0 D4 D6 D7 D8 D9 E0 E2 E3 E4 E5 E6 E7 F0 F2 F3 F4 F5 F6 G0 G1 G2 H0 J0 K2 L0 L1 L2 M0 M1 M2 M3 M4 M5 N0 N1 N2 O0 O1 P0 (search for similar items in EconPapers)
Date: 2024
References: View references in EconPapers View complete reference list from CitEc
Citations:

Downloads: (external link)
https://www.mdpi.com/2673-7116/4/3/27/pdf (application/pdf)
https://www.mdpi.com/2673-7116/4/3/27/ (text/html)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:gam:jbusin:v:4:y:2024:i:3:p:27-452:d:1474364

Access Statistics for this article

Businesses is currently edited by Dr. Patrick Han

More articles in Businesses from MDPI
Bibliographic data for series maintained by MDPI Indexing Manager ().