Goal-Focused Leadership, Leader-Member Exchange, and Task Performance: The Moderating Effects of Goal Orientations and Emotional Exhaustion

Abstract An important role of leaders is to foster followers’ performance through goal setting processes, which involve reciprocal interactions between leaders and followers (Locke & Latham in American Psychologist, 57, 705–717, 2002). Drawing upon the theory of role-making processes and a resou...
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Autor*in:	Kim, Dongkyu [verfasserIn] Choi, Dongwon [verfasserIn] Vandenberghe, Christian [verfasserIn]

Format:	E-Artikel
Sprache:	Englisch

Erschienen:	2017

Schlagwörter:	Goal-focused leadership Leader-member exchange Goal orientations Emotional exhaustion Task performance

Übergeordnetes Werk:	Enthalten in: Journal of business and psychology - Dordrecht [u.a.] : Springer Science + Business Media B.V, 1986, 33(2017), 5 vom: 21. Sept., Seite 645-660
Übergeordnetes Werk:	volume:33 ; year:2017 ; number:5 ; day:21 ; month:09 ; pages:645-660

Links:	Volltext

DOI / URN:	10.1007/s10869-017-9516-7

Katalog-ID:	SPR014199947

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520			\|a Abstract An important role of leaders is to foster followers’ performance through goal setting processes, which involve reciprocal interactions between leaders and followers (Locke & Latham in American Psychologist, 57, 705–717, 2002). Drawing upon the theory of role-making processes and a resource allocation framework, this study examined (a) how leaders’ goal setting activities interact with employees’ goal orientations and emotional exhaustion in predicting leader-member exchange (LMX), and (b) how LMX intervenes between goal-focused leadership and followers’ task performance. Hypotheses were tested using data collected from a sample of 187 leader-subordinate dyads from South Korea. Follower learning goal orientation (LGO) weakened the positive relationship between goal-focused leadership and LMX and, indirectly, task performance, contributing to the literature on goal orientations by revealing a “backfire effect” of LGO. Additionally, employee emotional exhaustion also reduced the positive relationship of goal-focused leadership to LMX and, ultimately, task performance. Integrating the theory of role-making processes from the LMX literature and a resource allocation perspective on self-regulation behavior, the present findings indicate that LMX is a key process through which goal-focused leadership relates to follower task performance. Furthermore, this study contributes to the goal-focused leadership literature by pointing out the importance of adopting an interactional perspective on leaders’ influence. Specifically, findings suggest that followers with divergent characteristics in terms of goal orientations and resourcefulness respond differently to leaders’ goal setting activities. This is one of the few studies that have examined the mechanisms and boundary conditions by which leaders’ goal-focused behaviors relate to followers’ task performance.
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650		4	\|a Task performance \|7 (dpeaa)DE-He213
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700	1		\|a Vandenberghe, Christian \|e verfasserin \|4 aut
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Indexfelder

author_variant	d k dk d c dc c v cv
matchkey_str	article:1573353X:2017----::olouelaesilaemmeecagadakefracteoeaigfetogao
hierarchy_sort_str	2017
bklnumber	85.05
publishDate	2017
allfields	10.1007/s10869-017-9516-7 doi (DE-627)SPR014199947 (SPR)s10869-017-9516-7-e DE-627 ger DE-627 rakwb eng 150 ASE 85.05 bkl Kim, Dongkyu verfasserin aut Goal-Focused Leadership, Leader-Member Exchange, and Task Performance: The Moderating Effects of Goal Orientations and Emotional Exhaustion 2017 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Abstract An important role of leaders is to foster followers’ performance through goal setting processes, which involve reciprocal interactions between leaders and followers (Locke & Latham in American Psychologist, 57, 705–717, 2002). Drawing upon the theory of role-making processes and a resource allocation framework, this study examined (a) how leaders’ goal setting activities interact with employees’ goal orientations and emotional exhaustion in predicting leader-member exchange (LMX), and (b) how LMX intervenes between goal-focused leadership and followers’ task performance. Hypotheses were tested using data collected from a sample of 187 leader-subordinate dyads from South Korea. Follower learning goal orientation (LGO) weakened the positive relationship between goal-focused leadership and LMX and, indirectly, task performance, contributing to the literature on goal orientations by revealing a “backfire effect” of LGO. Additionally, employee emotional exhaustion also reduced the positive relationship of goal-focused leadership to LMX and, ultimately, task performance. Integrating the theory of role-making processes from the LMX literature and a resource allocation perspective on self-regulation behavior, the present findings indicate that LMX is a key process through which goal-focused leadership relates to follower task performance. Furthermore, this study contributes to the goal-focused leadership literature by pointing out the importance of adopting an interactional perspective on leaders’ influence. Specifically, findings suggest that followers with divergent characteristics in terms of goal orientations and resourcefulness respond differently to leaders’ goal setting activities. This is one of the few studies that have examined the mechanisms and boundary conditions by which leaders’ goal-focused behaviors relate to followers’ task performance. Goal-focused leadership (dpeaa)DE-He213 Leader-member exchange (dpeaa)DE-He213 Goal orientations (dpeaa)DE-He213 Emotional exhaustion (dpeaa)DE-He213 Task performance (dpeaa)DE-He213 Choi, Dongwon verfasserin aut Vandenberghe, Christian verfasserin aut Enthalten in Journal of business and psychology Dordrecht [u.a.] : Springer Science + Business Media B.V, 1986 33(2017), 5 vom: 21. Sept., Seite 645-660 (DE-627)320573206 (DE-600)2016738-6 1573-353X nnns volume:33 year:2017 number:5 day:21 month:09 pages:645-660 https://dx.doi.org/10.1007/s10869-017-9516-7 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2018 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2070 GBV_ILN_2086 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_2936 GBV_ILN_2941 GBV_ILN_2949 GBV_ILN_2950 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4393 GBV_ILN_4700 85.05 ASE AR 33 2017 5 21 09 645-660
spelling	10.1007/s10869-017-9516-7 doi (DE-627)SPR014199947 (SPR)s10869-017-9516-7-e DE-627 ger DE-627 rakwb eng 150 ASE 85.05 bkl Kim, Dongkyu verfasserin aut Goal-Focused Leadership, Leader-Member Exchange, and Task Performance: The Moderating Effects of Goal Orientations and Emotional Exhaustion 2017 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Abstract An important role of leaders is to foster followers’ performance through goal setting processes, which involve reciprocal interactions between leaders and followers (Locke & Latham in American Psychologist, 57, 705–717, 2002). Drawing upon the theory of role-making processes and a resource allocation framework, this study examined (a) how leaders’ goal setting activities interact with employees’ goal orientations and emotional exhaustion in predicting leader-member exchange (LMX), and (b) how LMX intervenes between goal-focused leadership and followers’ task performance. Hypotheses were tested using data collected from a sample of 187 leader-subordinate dyads from South Korea. Follower learning goal orientation (LGO) weakened the positive relationship between goal-focused leadership and LMX and, indirectly, task performance, contributing to the literature on goal orientations by revealing a “backfire effect” of LGO. Additionally, employee emotional exhaustion also reduced the positive relationship of goal-focused leadership to LMX and, ultimately, task performance. Integrating the theory of role-making processes from the LMX literature and a resource allocation perspective on self-regulation behavior, the present findings indicate that LMX is a key process through which goal-focused leadership relates to follower task performance. Furthermore, this study contributes to the goal-focused leadership literature by pointing out the importance of adopting an interactional perspective on leaders’ influence. Specifically, findings suggest that followers with divergent characteristics in terms of goal orientations and resourcefulness respond differently to leaders’ goal setting activities. This is one of the few studies that have examined the mechanisms and boundary conditions by which leaders’ goal-focused behaviors relate to followers’ task performance. Goal-focused leadership (dpeaa)DE-He213 Leader-member exchange (dpeaa)DE-He213 Goal orientations (dpeaa)DE-He213 Emotional exhaustion (dpeaa)DE-He213 Task performance (dpeaa)DE-He213 Choi, Dongwon verfasserin aut Vandenberghe, Christian verfasserin aut Enthalten in Journal of business and psychology Dordrecht [u.a.] : Springer Science + Business Media B.V, 1986 33(2017), 5 vom: 21. Sept., Seite 645-660 (DE-627)320573206 (DE-600)2016738-6 1573-353X nnns volume:33 year:2017 number:5 day:21 month:09 pages:645-660 https://dx.doi.org/10.1007/s10869-017-9516-7 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2018 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2070 GBV_ILN_2086 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_2936 GBV_ILN_2941 GBV_ILN_2949 GBV_ILN_2950 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4393 GBV_ILN_4700 85.05 ASE AR 33 2017 5 21 09 645-660
allfields_unstemmed	10.1007/s10869-017-9516-7 doi (DE-627)SPR014199947 (SPR)s10869-017-9516-7-e DE-627 ger DE-627 rakwb eng 150 ASE 85.05 bkl Kim, Dongkyu verfasserin aut Goal-Focused Leadership, Leader-Member Exchange, and Task Performance: The Moderating Effects of Goal Orientations and Emotional Exhaustion 2017 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Abstract An important role of leaders is to foster followers’ performance through goal setting processes, which involve reciprocal interactions between leaders and followers (Locke & Latham in American Psychologist, 57, 705–717, 2002). Drawing upon the theory of role-making processes and a resource allocation framework, this study examined (a) how leaders’ goal setting activities interact with employees’ goal orientations and emotional exhaustion in predicting leader-member exchange (LMX), and (b) how LMX intervenes between goal-focused leadership and followers’ task performance. Hypotheses were tested using data collected from a sample of 187 leader-subordinate dyads from South Korea. Follower learning goal orientation (LGO) weakened the positive relationship between goal-focused leadership and LMX and, indirectly, task performance, contributing to the literature on goal orientations by revealing a “backfire effect” of LGO. Additionally, employee emotional exhaustion also reduced the positive relationship of goal-focused leadership to LMX and, ultimately, task performance. Integrating the theory of role-making processes from the LMX literature and a resource allocation perspective on self-regulation behavior, the present findings indicate that LMX is a key process through which goal-focused leadership relates to follower task performance. Furthermore, this study contributes to the goal-focused leadership literature by pointing out the importance of adopting an interactional perspective on leaders’ influence. Specifically, findings suggest that followers with divergent characteristics in terms of goal orientations and resourcefulness respond differently to leaders’ goal setting activities. This is one of the few studies that have examined the mechanisms and boundary conditions by which leaders’ goal-focused behaviors relate to followers’ task performance. Goal-focused leadership (dpeaa)DE-He213 Leader-member exchange (dpeaa)DE-He213 Goal orientations (dpeaa)DE-He213 Emotional exhaustion (dpeaa)DE-He213 Task performance (dpeaa)DE-He213 Choi, Dongwon verfasserin aut Vandenberghe, Christian verfasserin aut Enthalten in Journal of business and psychology Dordrecht [u.a.] : Springer Science + Business Media B.V, 1986 33(2017), 5 vom: 21. Sept., Seite 645-660 (DE-627)320573206 (DE-600)2016738-6 1573-353X nnns volume:33 year:2017 number:5 day:21 month:09 pages:645-660 https://dx.doi.org/10.1007/s10869-017-9516-7 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2018 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2070 GBV_ILN_2086 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_2936 GBV_ILN_2941 GBV_ILN_2949 GBV_ILN_2950 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4393 GBV_ILN_4700 85.05 ASE AR 33 2017 5 21 09 645-660
allfieldsGer	10.1007/s10869-017-9516-7 doi (DE-627)SPR014199947 (SPR)s10869-017-9516-7-e DE-627 ger DE-627 rakwb eng 150 ASE 85.05 bkl Kim, Dongkyu verfasserin aut Goal-Focused Leadership, Leader-Member Exchange, and Task Performance: The Moderating Effects of Goal Orientations and Emotional Exhaustion 2017 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Abstract An important role of leaders is to foster followers’ performance through goal setting processes, which involve reciprocal interactions between leaders and followers (Locke & Latham in American Psychologist, 57, 705–717, 2002). Drawing upon the theory of role-making processes and a resource allocation framework, this study examined (a) how leaders’ goal setting activities interact with employees’ goal orientations and emotional exhaustion in predicting leader-member exchange (LMX), and (b) how LMX intervenes between goal-focused leadership and followers’ task performance. Hypotheses were tested using data collected from a sample of 187 leader-subordinate dyads from South Korea. Follower learning goal orientation (LGO) weakened the positive relationship between goal-focused leadership and LMX and, indirectly, task performance, contributing to the literature on goal orientations by revealing a “backfire effect” of LGO. Additionally, employee emotional exhaustion also reduced the positive relationship of goal-focused leadership to LMX and, ultimately, task performance. Integrating the theory of role-making processes from the LMX literature and a resource allocation perspective on self-regulation behavior, the present findings indicate that LMX is a key process through which goal-focused leadership relates to follower task performance. Furthermore, this study contributes to the goal-focused leadership literature by pointing out the importance of adopting an interactional perspective on leaders’ influence. Specifically, findings suggest that followers with divergent characteristics in terms of goal orientations and resourcefulness respond differently to leaders’ goal setting activities. This is one of the few studies that have examined the mechanisms and boundary conditions by which leaders’ goal-focused behaviors relate to followers’ task performance. Goal-focused leadership (dpeaa)DE-He213 Leader-member exchange (dpeaa)DE-He213 Goal orientations (dpeaa)DE-He213 Emotional exhaustion (dpeaa)DE-He213 Task performance (dpeaa)DE-He213 Choi, Dongwon verfasserin aut Vandenberghe, Christian verfasserin aut Enthalten in Journal of business and psychology Dordrecht [u.a.] : Springer Science + Business Media B.V, 1986 33(2017), 5 vom: 21. Sept., Seite 645-660 (DE-627)320573206 (DE-600)2016738-6 1573-353X nnns volume:33 year:2017 number:5 day:21 month:09 pages:645-660 https://dx.doi.org/10.1007/s10869-017-9516-7 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2018 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2070 GBV_ILN_2086 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_2936 GBV_ILN_2941 GBV_ILN_2949 GBV_ILN_2950 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4393 GBV_ILN_4700 85.05 ASE AR 33 2017 5 21 09 645-660
allfieldsSound	10.1007/s10869-017-9516-7 doi (DE-627)SPR014199947 (SPR)s10869-017-9516-7-e DE-627 ger DE-627 rakwb eng 150 ASE 85.05 bkl Kim, Dongkyu verfasserin aut Goal-Focused Leadership, Leader-Member Exchange, and Task Performance: The Moderating Effects of Goal Orientations and Emotional Exhaustion 2017 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Abstract An important role of leaders is to foster followers’ performance through goal setting processes, which involve reciprocal interactions between leaders and followers (Locke & Latham in American Psychologist, 57, 705–717, 2002). Drawing upon the theory of role-making processes and a resource allocation framework, this study examined (a) how leaders’ goal setting activities interact with employees’ goal orientations and emotional exhaustion in predicting leader-member exchange (LMX), and (b) how LMX intervenes between goal-focused leadership and followers’ task performance. Hypotheses were tested using data collected from a sample of 187 leader-subordinate dyads from South Korea. Follower learning goal orientation (LGO) weakened the positive relationship between goal-focused leadership and LMX and, indirectly, task performance, contributing to the literature on goal orientations by revealing a “backfire effect” of LGO. Additionally, employee emotional exhaustion also reduced the positive relationship of goal-focused leadership to LMX and, ultimately, task performance. Integrating the theory of role-making processes from the LMX literature and a resource allocation perspective on self-regulation behavior, the present findings indicate that LMX is a key process through which goal-focused leadership relates to follower task performance. Furthermore, this study contributes to the goal-focused leadership literature by pointing out the importance of adopting an interactional perspective on leaders’ influence. Specifically, findings suggest that followers with divergent characteristics in terms of goal orientations and resourcefulness respond differently to leaders’ goal setting activities. This is one of the few studies that have examined the mechanisms and boundary conditions by which leaders’ goal-focused behaviors relate to followers’ task performance. Goal-focused leadership (dpeaa)DE-He213 Leader-member exchange (dpeaa)DE-He213 Goal orientations (dpeaa)DE-He213 Emotional exhaustion (dpeaa)DE-He213 Task performance (dpeaa)DE-He213 Choi, Dongwon verfasserin aut Vandenberghe, Christian verfasserin aut Enthalten in Journal of business and psychology Dordrecht [u.a.] : Springer Science + Business Media B.V, 1986 33(2017), 5 vom: 21. Sept., Seite 645-660 (DE-627)320573206 (DE-600)2016738-6 1573-353X nnns volume:33 year:2017 number:5 day:21 month:09 pages:645-660 https://dx.doi.org/10.1007/s10869-017-9516-7 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2018 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2070 GBV_ILN_2086 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_2936 GBV_ILN_2941 GBV_ILN_2949 GBV_ILN_2950 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4393 GBV_ILN_4700 85.05 ASE AR 33 2017 5 21 09 645-660
language	English
source	Enthalten in Journal of business and psychology 33(2017), 5 vom: 21. Sept., Seite 645-660 volume:33 year:2017 number:5 day:21 month:09 pages:645-660
sourceStr	Enthalten in Journal of business and psychology 33(2017), 5 vom: 21. Sept., Seite 645-660 volume:33 year:2017 number:5 day:21 month:09 pages:645-660
format_phy_str_mv	Article
institution	findex.gbv.de
topic_facet	Goal-focused leadership Leader-member exchange Goal orientations Emotional exhaustion Task performance
dewey-raw	150
isfreeaccess_bool	false
container_title	Journal of business and psychology
authorswithroles_txt_mv	Kim, Dongkyu @@aut@@ Choi, Dongwon @@aut@@ Vandenberghe, Christian @@aut@@
publishDateDaySort_date	2017-09-21T00:00:00Z
hierarchy_top_id	320573206
dewey-sort	3150
id	SPR014199947
language_de	englisch
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author	Kim, Dongkyu
spellingShingle	Kim, Dongkyu ddc 150 bkl 85.05 misc Goal-focused leadership misc Leader-member exchange misc Goal orientations misc Emotional exhaustion misc Task performance Goal-Focused Leadership, Leader-Member Exchange, and Task Performance: The Moderating Effects of Goal Orientations and Emotional Exhaustion
authorStr	Kim, Dongkyu
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topic_title	150 ASE 85.05 bkl Goal-Focused Leadership, Leader-Member Exchange, and Task Performance: The Moderating Effects of Goal Orientations and Emotional Exhaustion Goal-focused leadership (dpeaa)DE-He213 Leader-member exchange (dpeaa)DE-He213 Goal orientations (dpeaa)DE-He213 Emotional exhaustion (dpeaa)DE-He213 Task performance (dpeaa)DE-He213
topic	ddc 150 bkl 85.05 misc Goal-focused leadership misc Leader-member exchange misc Goal orientations misc Emotional exhaustion misc Task performance
topic_unstemmed	ddc 150 bkl 85.05 misc Goal-focused leadership misc Leader-member exchange misc Goal orientations misc Emotional exhaustion misc Task performance
topic_browse	ddc 150 bkl 85.05 misc Goal-focused leadership misc Leader-member exchange misc Goal orientations misc Emotional exhaustion misc Task performance
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title	Goal-Focused Leadership, Leader-Member Exchange, and Task Performance: The Moderating Effects of Goal Orientations and Emotional Exhaustion
ctrlnum	(DE-627)SPR014199947 (SPR)s10869-017-9516-7-e
title_full	Goal-Focused Leadership, Leader-Member Exchange, and Task Performance: The Moderating Effects of Goal Orientations and Emotional Exhaustion
author_sort	Kim, Dongkyu
journal	Journal of business and psychology
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author_browse	Kim, Dongkyu Choi, Dongwon Vandenberghe, Christian
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author-letter	Kim, Dongkyu
doi_str_mv	10.1007/s10869-017-9516-7
dewey-full	150
author2-role	verfasserin
title_sort	goal-focused leadership, leader-member exchange, and task performance: the moderating effects of goal orientations and emotional exhaustion
title_auth	Goal-Focused Leadership, Leader-Member Exchange, and Task Performance: The Moderating Effects of Goal Orientations and Emotional Exhaustion
abstract	Abstract An important role of leaders is to foster followers’ performance through goal setting processes, which involve reciprocal interactions between leaders and followers (Locke & Latham in American Psychologist, 57, 705–717, 2002). Drawing upon the theory of role-making processes and a resource allocation framework, this study examined (a) how leaders’ goal setting activities interact with employees’ goal orientations and emotional exhaustion in predicting leader-member exchange (LMX), and (b) how LMX intervenes between goal-focused leadership and followers’ task performance. Hypotheses were tested using data collected from a sample of 187 leader-subordinate dyads from South Korea. Follower learning goal orientation (LGO) weakened the positive relationship between goal-focused leadership and LMX and, indirectly, task performance, contributing to the literature on goal orientations by revealing a “backfire effect” of LGO. Additionally, employee emotional exhaustion also reduced the positive relationship of goal-focused leadership to LMX and, ultimately, task performance. Integrating the theory of role-making processes from the LMX literature and a resource allocation perspective on self-regulation behavior, the present findings indicate that LMX is a key process through which goal-focused leadership relates to follower task performance. Furthermore, this study contributes to the goal-focused leadership literature by pointing out the importance of adopting an interactional perspective on leaders’ influence. Specifically, findings suggest that followers with divergent characteristics in terms of goal orientations and resourcefulness respond differently to leaders’ goal setting activities. This is one of the few studies that have examined the mechanisms and boundary conditions by which leaders’ goal-focused behaviors relate to followers’ task performance.
abstractGer	Abstract An important role of leaders is to foster followers’ performance through goal setting processes, which involve reciprocal interactions between leaders and followers (Locke & Latham in American Psychologist, 57, 705–717, 2002). Drawing upon the theory of role-making processes and a resource allocation framework, this study examined (a) how leaders’ goal setting activities interact with employees’ goal orientations and emotional exhaustion in predicting leader-member exchange (LMX), and (b) how LMX intervenes between goal-focused leadership and followers’ task performance. Hypotheses were tested using data collected from a sample of 187 leader-subordinate dyads from South Korea. Follower learning goal orientation (LGO) weakened the positive relationship between goal-focused leadership and LMX and, indirectly, task performance, contributing to the literature on goal orientations by revealing a “backfire effect” of LGO. Additionally, employee emotional exhaustion also reduced the positive relationship of goal-focused leadership to LMX and, ultimately, task performance. Integrating the theory of role-making processes from the LMX literature and a resource allocation perspective on self-regulation behavior, the present findings indicate that LMX is a key process through which goal-focused leadership relates to follower task performance. Furthermore, this study contributes to the goal-focused leadership literature by pointing out the importance of adopting an interactional perspective on leaders’ influence. Specifically, findings suggest that followers with divergent characteristics in terms of goal orientations and resourcefulness respond differently to leaders’ goal setting activities. This is one of the few studies that have examined the mechanisms and boundary conditions by which leaders’ goal-focused behaviors relate to followers’ task performance.
abstract_unstemmed	Abstract An important role of leaders is to foster followers’ performance through goal setting processes, which involve reciprocal interactions between leaders and followers (Locke & Latham in American Psychologist, 57, 705–717, 2002). Drawing upon the theory of role-making processes and a resource allocation framework, this study examined (a) how leaders’ goal setting activities interact with employees’ goal orientations and emotional exhaustion in predicting leader-member exchange (LMX), and (b) how LMX intervenes between goal-focused leadership and followers’ task performance. Hypotheses were tested using data collected from a sample of 187 leader-subordinate dyads from South Korea. Follower learning goal orientation (LGO) weakened the positive relationship between goal-focused leadership and LMX and, indirectly, task performance, contributing to the literature on goal orientations by revealing a “backfire effect” of LGO. Additionally, employee emotional exhaustion also reduced the positive relationship of goal-focused leadership to LMX and, ultimately, task performance. Integrating the theory of role-making processes from the LMX literature and a resource allocation perspective on self-regulation behavior, the present findings indicate that LMX is a key process through which goal-focused leadership relates to follower task performance. Furthermore, this study contributes to the goal-focused leadership literature by pointing out the importance of adopting an interactional perspective on leaders’ influence. Specifically, findings suggest that followers with divergent characteristics in terms of goal orientations and resourcefulness respond differently to leaders’ goal setting activities. This is one of the few studies that have examined the mechanisms and boundary conditions by which leaders’ goal-focused behaviors relate to followers’ task performance.
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title_short	Goal-Focused Leadership, Leader-Member Exchange, and Task Performance: The Moderating Effects of Goal Orientations and Emotional Exhaustion
url	https://dx.doi.org/10.1007/s10869-017-9516-7
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author2	Choi, Dongwon Vandenberghe, Christian
author2Str	Choi, Dongwon Vandenberghe, Christian
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doi_str	10.1007/s10869-017-9516-7
up_date	2024-07-04T00:35:40.549Z
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Goal-Focused Leadership, Leader-Member Exchange, and Task Performance: The Moderating Effects of Goal Orientations and Emotional Exhaustion

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