| Article ID | Journal | Published Year | Pages | File Type |
|---|---|---|---|---|
| 887972 | The Leadership Quarterly | 2012 | 9 Pages |
Abstract
Using a sample of 137 leader–follower dyads, this study investigated how leaders' relational self-concept relates to the mentoring (career support and psychosocial support) they provide to their followers, and whether followers' task performance moderates this relationship. As expected, leaders with a stronger relational self-concept provided more career support to followers who displayed higher (vs. lower) task performance. However, leaders' relational self-concept was unrelated to their provision of psychosocial support, irrespective of followers' task performance.
Keywords
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Authors
Laurent M. Lapierre, Loren J. Naidoo, Silvia Bonaccio,