TY  - JOUR
A1  - Buss, Martin
A1  - Kearney, Eric
T1  - Navigating the unknown
BT  - uncertainty moderates the link between visionary leadership, perceived meaningfulness, and turnover intentions
JF  - Journal of occupational and organizational psychology
N2  - Visionary leadership is considered to be one of the most important elements of effective leadership. Among other things, it is related to followers' perceived meaningfulness of their work. However, little is known about whether uncertainty in the workplace affects visionary leadership's effects. Given that uncertainty is rising in many, if not most, workplaces, it is vital to understand whether this development influences the extent to which visionary leadership is associated with followers' perceived meaningfulness. In a two-source, lagged design field study of 258 leader-follower dyads from different settings, we show that uncertainty moderates the relation between visionary leadership and followers' perceived meaningfulness such that this relation is more strongly positive when uncertainty is high, rather than low. Moreover, we show that with increasing uncertainty, visionary leadership is more negatively related to followers' turnover intentions via perceived meaningfulness. This research broadens our understanding of how visionary leadership may be a particularly potent tool in times of increasing uncertainty.
KW  - follower turnover intentions
KW  - perceived meaningfulness
KW  - uncertainty
KW  - visionary leadership
Y1  - 2024
U6  - https://doi.org/10.1111/joop.12500
SN  - 0963-1798
SN  - 2044-8325
PB  - Wiley
CY  - Hoboken, NJ
ER  - 
TY  - JOUR
A1  - Buss, Martin
A1  - Kearney, Eric
A1  - Noureen, Riffat
A1  - Gandhi, Nilima
T1  - Antecedents and effects of visionary leadership
BT  - when and how leader work centrality is linked to visionary leadership and follower turnover intentions
JF  - Journal of leadership & organizational studies
N2  - Scholars have argued that visionary leadership is an effective tool to motivate followers because it provides them with meaning and purpose. However, previous research tells us little about which leaders and under which circumstances leaders engage in visionary leadership. We draw on theories of human and social capital to argue that leader work centrality is an important antecedent of visionary leadership, and especially so for leaders with low organizational tenure. Moreover, we propose that visionary leadership then provides followers with meaningfulness and thereby decreases their turnover intentions. Our predictions were confirmed by data from a two-wave, lagged-design field study with 101 leader-follower dyads. Overall, our research identifies an important antecedent of visionary leadership, a specific situation in which this antecedent is particularly important, and provides empirical evidence for why visionary leadership can bind followers to an organization.
KW  - visionary leadership
KW  - leader work centrality
KW  - leader organizational tenure
KW  - follower meaningfulness
KW  - follower turnover intentions
Y1  - 2023
U6  - https://doi.org/10.1177/15480518231203637
SN  - 1548-0518
SN  - 1939-7089
VL  - 30
IS  - 4
SP  - 413
EP  - 427
PB  - Sage
CY  - Thousand Oaks, Calif.
ER  - 
TY  - JOUR
A1  - Ghosh, Debjani
A1  - Buss, Martin
A1  - Shivhare, Amita
T1  - Does contingent reward leadership enhance or diminish team creativity?
BT  - it depends on leader (un-) predictability
JF  - Journal of leadership & organizational studies
N2  - Although prior research has shown that reward provision might sometimes increase creativity, little is known about how leadership that clarifies effort-reward contingencies (i.e., contingent reward leadership) is related to team creativity. Drawing on the theory of learned industriousness, we argue that contingent reward leadership can enhance team knowledge exchange and, in turn, team creative performance. However, we propose that this relationship is moderated by leader unpredictability, which can create uncertainty about resource allocation, thereby undermining the otherwise positive effect of contingent reward leadership. In a two-source, lagged design (three-wave) field study with data from 60 organizational teams, we found a conditional indirect (moderated mediation) effect of contingent reward leadership on team creative performance through team knowledge exchange. This conditional indirect effect was positive when leader unpredictability was low, and negative when leader unpredictability was high. Our research provides leaders with clear and actionable advice by showing that contingent reward leadership promotes team creative performance only when leaders act in predictable and consistent ways.
KW  - contingent reward leadership
KW  - leader unpredictability
KW  - team knowledge exchange
KW  - team creative performance
Y1  - 2023
U6  - https://doi.org/10.1177/15480518231216868
SN  - 1548-0518
SN  - 1939-7089
PB  - Sage
CY  - Thousand Oaks, Calif.
ER  - 
TY  - THES
A1  - Buss, Martin
T1  - The dark side of visionary leadership
Y1  - 2021
ER  -