title: Adaptive self-regulation: meeting others' expectations of leadership and performance.
abstract: The authors used longitudinal multisource field data to examine core aspects of the adaptive self-regulation model (A. S. Tsui & S. J. Ashford, 1994) in terms of linkages between self-monitoring, discrepancy in manager match-to-position, 5 measures of leadership, and manager performance. At Time 1, 64 superiors of focal managers rated the managers' matches to their positions within the organization; at Time 3, they rated the managers' performance. At Time 2, the 64 focal managers completed a measure of self-monitoring, and 192 subordinates rated the focal managers' leadership behaviors. Results of partial least squares analysis revealed that discrepancy in manager match-to-position was associated with reductions in laissez faire and passive management-by-exception behaviors and increases in transformational leadership behavior. Self-monitoring was positively associated with all 5 leadership behaviors. Performance was related positively to transformational leadership behavior and negatively to passive management-by-exception and contingent-reward behaviors
authors: Great Valley School of Graduate Professional Studies, The Pennsylvania State University, Malvern 19355, USA. JJS20@psu.edu
authors: John J
authors: JJ
authors: Sosik
authors: Denise
authors: D
authors: Potosky
authors: Dong I
authors: DI
authors: Jung
mesh_terms: D000223:Adaptation, Psychological; D000328:Adult; D004650:Employee Performance Appraisal; D005260:Female; D006801:Humans; D007389:Internal-External Control; D007398:Interpersonal Relations; D007857:Leadership; D008297:Male; D008875:Middle Aged; D026684:Personal Autonomy; D012649:Self Concept