 Leadership Styles, Leader’s Effectiveness and Well-being: Exploring Collective Efficacy as a MediatorKiran Sakkar Sudha, M. G. Shahnawaz and Anam Farhat Vision, 2016, vol. 20, issue 2, 111-120 Abstract: The present study explored the relationships among leadership styles, leader’s effectiveness and well-being directly as well as indirectly through collective efficacy among the employees of the education industry, the latest entrant on the Indian scene. Ninety full-time employees participated in the study. They were administered the Multifactor Leadership Questionnaire (MLQ; Bass & Avolio, 2004. The multifactor leadership questionnaire : Third edition manual and sampler set ), Job-related Affective Well-being Scale (JAWS; Van Katwyk, Fox, Spector & Kelloway, 2000. Journal of Occupational Health Psychology, 5 [2] , 219–230) and Collective Efficacy scale (Karrasch, 2003. Lessons learnt on collective efficacy in multinational teams . Alexandria, VA: United States Army Research Institute for the Behavioral and Social Sciences). Mediation regression analysis was used to test the hypotheses. The results revealed that transactional style has influenced both the outcome variables directly as well as indirectly more than the other two leadership styles. The study contributes to the scantly explored indirect linkages of collective efficacy on leadership styles, effectiveness and well-being. Keywords: Leadership styles; MLQ; Leader’s effectiveness; Well-being; Collective efficacy and Mediation analysis (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:sae:vision:v:20:y:2016:i:2:p:111-120 Access Statistics for this article More articles in Vision |
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