Lars Glasø

Journal of General Management (JGM) 44(2) p. 87-95 Doi: https://doi.org/10.1177/0306307018810584

The purpose of the current study was to investigate the moderating role of span of supervision in the association between servant leadership and multiple outcomes such as job satisfaction and follower performance in a municipality context in Norway. Cross-sectional research design was applied, where data was collected from 237 respondents where leaders and their followers participated. Results showed how the positive relationship between servant leadership and job satisfaction is attenuated by a larger span of supervision, resulting in poorer follower performance. The present study contributes to the servant leadership literature by showing that servant leaders do not operate in the same manner across different degrees of span of supervision. Evidence suggests that span of supervision creates distance between leaders and followers and moderates the types of leader behaviors that may emerge or are viable, such that serving every follower’s highest priority needs becomes difficult to execute.

Leadership & Organization Development Journal 39(5) p. 574-591 Doi: https://doi.org/10.1108/LODJ-01-2018-0050

Purpose: Empirical tests of Hersey and Blanchard’s situational leadership theory (SLT) have demonstrated that the assessment of follower competence and commitment, critical contextual features dictating optimal leadership style, poses several problems in testing the validity of this theory. As well, most previous studies have used leader rating as the only information source in making these assessments. The purpose of this paper is to use the degree of agreement between leader rating and follower self-rating to determine follower competence and commitment, and consequently an optimal leadership style. Design/methodology/approach: Survey data collected from both supervisors and employees in business organizations in Norway were analyzed to test the predictions put forward in SLT. Findings: The results show that SLT principles are supported when leader rating and follower self-rating are congruent. However, no support was obtained for Blanchard’s suggestion to apply followers’ self-ratings of competence and commitment in the case of discrepant ratings of follower development level. But data do support the contention that leader assessment would be a better basis for providing followers with appropriate direction and support. Originality/value: So far SLT has been a very popular but as yet under-researched theory. An important contribution of the present study is by making SLT an evidence-based theory, as opposed to just being intuitively sound. As such, the authors think SLT in an updated “convergent” version should be applied in organizations and taught in leadership development programs.

Journal of General Management (JGM) 44(1) p. 17-26 Doi: https://doi.org/10.1177/0306307018788808

The present study focus on the quality of the leader-member exchange relationship as a potential antecedent of workplace incivility. Furthermore, affective and behavioral responses of those exposed to incivility by their superiors are examined. The sample is drawn from full-time employees in various industries located in eastern Norway where both leaders and their direct reports contributed with data. The results show that out-group members are at increased risk of workplace supervisory incivility. Furthermore, in accordance with Andersson and Pearson’s (1999) framework, those who are exposed to incivility, will respond with negative emotional affect, which may progress to overwhelm the individual involved and manifest in social loafing. Finally, our results also show a direct association between incivility and both outcome variables. In line with social exchange theory, which conceptualizes the exchanges as a relatively rational calculative process, followers choose to reciprocate by limiting their personal effort and contribution to the organization. Taken together, unveiling two separate processes of supervisor incivility may imply that the relationships between the cognitive, emotional and behavioral aspects of incivility are more complex than previously assumed.

The Psychologist-Manager Journal 21(2) p. 85-105 Doi: https://doi.org/10.1037/mgr0000069

Building on Bowlby’s (1969/1982) attachment theory, the present study examines the relationship between leaders’ attachment style, mirroring their relational experiences with significant others, and implicit followership theories (IFTs). Drawing on the principle of schema transference, it was hypothesized that both anxious and avoidant attachment styles were related to negative IFTs. Furthermore, investigating the phenomenon of defensive projection, it was proposed that leaders’ perception of own competence level would moderate the relationship between avoidant style and the IFT facet “incompetence,” so that avoidant leaders feeling less competent at work would view followers as more incompetent than other avoidant leaders. Survey data were collected from 258 leaders in a variety of work settings. Hierarchical regression analyses supported both hypotheses. Implications for theory and practice are discussed

Journal of Psychology 152(1) p. 60-74 Doi: https://doi.org/10.1080/00223980.2017.1407740

The present study tests the validity of Robert P. Vecchio's seminal work on antecedents and consequences of jealousy. Specifically, we examine whether antecedents such as in-group status, supervisory considerateness, and supervisory differentiation of subordinates are associated with jealousy. In addition, we examine whether jealousy is associated with the outcome variable of social loafing. Leaders (n = 73) and their followers (n = 303) working in business organizations in Norway contributed data. Multilevel analyses showed that a high-quality working relationship with one's supervisor was inversely related to reports of jealousy. In addition, supervisors who displayed high levels of considerateness, for example, by providing followers with positive emotional support, were better able to reduce subordinate jealousy. This is a novel observation since previous research failed to demonstrate such a relationship. Finally, jealousy was positively associated with social loafing, suggesting that jealous followers engaged in an active counterproductive resistance response. The present study contributes to the extant literature by identifying unexamined antecedents of jealousy and a dysfunctional behavioral response to jealousy in the form of social loafing in the workplace.

Personality and Individual Differences 104 p. 195-206 Doi: https://doi.org/10.1016/j.paid.2016.08.015

Although a growing body of studies has investigated the role of personality traits as correlates of exposure to workplace harassment, the true magnitude of the relationships between harassment and targets' personality characteristics remains unknown. To address this issue, relationships between traits in the Five-Factor Model of personality and exposure to harassment were examined by means of meta-analysis. Including studies published up until January 2015, 101 cross-sectional effect sizes from 36 independent samples, totaling 13,896 respondents, showed that exposure to harassment was positively associated with neuroticism (r = 0.25; p < 0.01; K = 32), and negatively associated with extraversion (r = − 0.10; p < 0.05; K = 17), agreeableness (r = − 0.17**; p < 0.01; K = 19), and conscientiousness (r = − 0.10* p < 0.05; K = 22). Harassment was not related to openness (r = 0.04 p > 0.05; K = 11). Moderator analyses showed that the associations between harassment and neuroticism, agreeableness and conscientiousness, respectively, were conditioned by measurement method for harassment, type of harassment investigated, and geographical origin of study. Summarized, the findings provide evidence for personality traits as correlates of exposure to workplace harassment.

Journal of International Doctoral Research 6(1) p. 27-49

The present study investigates the impact of social support on mental health among Norwegian counsellors. Data were collected by means of anonymous self-report questionnaires addressing central aspects of the counsellors’ job, health and well-being. The results show that leader support act as a strong predictor of counsellors’ mental health compared to other sources of social support, such as co-worker support, family support and friend support. Furthermore, the results indicate that leader support moderates and has a stress-preventing effect on the relationship between perceived stress and mental health. Thus, the findings suggest that leader support is an important factor likely to influence the health of counsellors.

Leadership & Organization Development Journal 39(1) p. 51-65 Doi: https://doi.org/10.1108/LODJ-08-2016-0194

Purpose The purpose of this paper is to examine the extent to which emotional experiences mediate the relationships between employees’ perception of considerate and/or tyrannical leadership behaviors and their work engagement and intention to leave the organization. The notion of symmetric and asymmetric relationships between specific kinds of leadership behavior, emotional reactions, and followers’ attitudinal outcomes is also examined. Design/methodology/approach Employing a survey design, the variables were assessed in a cross-sectional sample of 312 employees. Findings The study confirmed the notion of symmetric relationships between specific kinds of leadership behavior, emotional reactions, and followers’ attitudinal outcomes. Contrary to the general notion that “bad is stronger than good,” the results indicated that positive emotions were equal or stronger mediators than the negative ones regarding the two outcomes measured in the present study. Originality/value The paper is, to the authors’ knowledge, the first paper which examines simultaneously how constructive and destructive leadership styles, and positive and negative affects, are related to employee attitudes outcomes, and evokes a discussion when bad is stronger than good or vice versa regarding leadership outcomes.

Scandinavian Psychologist 3(e18) p. 1-28 Doi: https://doi.org/10.15714/scandpsychol.3.e18

In principle, leadership development may have positive effects, negative effects, or no effects at all. The present study aims to explore the potential negative effects of leadership development. We approach this issue with three studies. The first study develops theoretical reasons to expect negative effects and provides a qualitative description of such instances based on 14 semi-structured interviews with people witnessing negative effects. The second study is a quantitative assessment of the prevalence of negative effects. While 97.4% of 189 managers responding to an anonymous survey have experienced positive effects from developmental activities, 63% of them have also experienced instances they deemed wasted or ineffective, and 37% have witnessed actual negative effects. A small but distinct group (13% of the entire sample and 36% of those witnessing negative effects) reported detrimental effects on mental health and private life. The third study explores the evaluation practices of 143 companies to examine why negative leadership development interventions may persist. The data indicates that negative effects co-exist with a lack of systematic evaluation practices. Our findings suggest that a combination of insufficient evaluation with outsourcing of leadership development activities may render organizations susceptible to fads. In turn, the chance of exposing participants to ineffective and even harmful experiences increases.

Journal of Social Psychology 156(2) p. 139-153 Doi: https://doi.org/10.1080/00224545.2015.1047439

Produktiv motivasjon i arbeidslivet p. 111-137

Academy of Management Annual Meeting Proceedings Doi: https://doi.org/10.5465/AMBPP.2016.13685abstract

Academy of Management Annual Meeting Proceedings Doi: https://doi.org/10.5465/AMBPP.2016.248

Academy of Management Annual Meeting Proceedings Doi: https://doi.org/10.5465/AMBPP.2016.10864abstract

Scandinavian Journal of Organizational Psychology 7(1) p. 5-18

Nordic Journal of Working Life Studies 5(2) p. 71-87 Doi: https://doi.org/10.19154/njwls.v5i2.4794

Ledelse på godt og vondt: Effektivitet og trivsel. 2. utg. p. 231-258

Leadership & Organization Development Journal 36(5) p. 527-544 Doi: https://doi.org/10.1108/LODJ-10-2013-0130

Perspectives on bullying. Research on Childhood, Workplace, and Cyber bullying p. 155-172 Doi: https://doi.org/10.1891/0886-6708.27.3.360

Work & Stress - An International Journal of Work, Health & Organisations 28(4) p. 323-341 Doi: https://doi.org/10.1080/02678373.2014.957362

Magma forskning og viten 17(5) p. 26-34

Psychology of emotions, motivations and actions p. 57-82

Fagbokforlaget

Livet som leder : Lederundersøkelsen 3.0 p. 451-460

Livet som leder : Lederundersøkelsen 3.0 p. 151-175

Journal of Managerial Psychology 28(4) p. 367-383 Doi: https://doi.org/10.1108/JMP-12-2012-0395

Purpose: The purpose of this paper is to investigate the relative impact of workplace bullying and risk perception on the mental health among employees in safety critical organisations. The paper also aims to examine whether self‐esteem moderates the relationship between bullying and risk perception as stressors and mental health as an outcome variable. Design/methodology/approach: Employing a survey design, the variables were assessed in a cross‐sectional sample of 1,017 employees in the Norwegian offshore oil and gas industry. Findings: The results show that workplace bullying is a stronger predictor of mental health problems than is risk perception. Self‐esteem had a buffering effect on the relationship between risk perception and mental health problems, whereas no protective effect of self‐esteem was found with regard to the association between bullying and mental health. Originality/value: The findings have implications for how organisations may promote employee well‐being and health. It is suggested that organisations develop interventions that are aimed at reducing the occurrence of both.

Journal of International Doctoral Research 2(1) p. 55-77

Livet som leder : Lederundersøkelsen 3.0 p. 15-24

Livet som leder : Lederundersøkelsen 3.0 p. 337-360

Livet som leder : Lederundersøkelsen 3.0 p. 47-72

Livet som leder : Lederundersøkelsen 3.0 p. 397-416

The Wiley-Blackwell Handbook of the Psychology of Leadership, Change and Organizational Development p. 129-153 Doi: https://doi.org/10.1002/9781118326404.ch7

Scandinavian Journal of Psychology 53(2) p. 165-173 Doi: https://doi.org/10.1111/j.1467-9450.2011.00932.x

BI Leadership Magazine p. 16-17

Violence and Victims 27(3) p. 360-377 Doi: https://doi.org/10.1891/0886-6708.27.3.360

Scandinavian Journal of Psychology 52(5) p. 484-493 Doi: https://doi.org/10.1111/j.1467-9450.2011.00895.x

Scandinavian Journal of Organizational Psychology 3(2) p. 17-31

Journal of Psychosomatic Research 70(1) p. 37-43 Doi: https://doi.org/10.1016/j.jpsychores.2010.06.007

Tidsskrift for Norsk psykologforening (Psykologtidsskriftet) 48 p. 732-732

European Psychologist 16(3) p. 198-208 Doi: https://doi.org/10.1027/1016-9040/a000026

Risky Business. Psychological, Physical,and Financial costs of High Risk Behavior in Organizations p. 351-374

Magma forskning og viten 13(6) p. 36-40

Magma forskning og viten 13(2) p. 27-34

Scandinavian Journal of Organizational Psychology 2(2) p. 3-14

Nordic Psychology 62(3) p. 67-79 Doi: https://doi.org/10.1027/1901-2276/a000017

British Journal of Management 21(2) p. 453-468 Doi: https://doi.org/10.1111/j.1467-8551.2009.00664.x

European Psychologist 14(3) p. 231-237 Doi: https://doi.org/10.1027/1016-9040.14.3.231

Klinisk organisasjonspsykologi p. 87-121

Scandinavian Journal of Organizational Psychology 1(2) p. 3-12

Klinisk organisasjonspsykologi p. 159-186

Tidsskrift for Norsk psykologforening (Psykologtidsskriftet) 46(2) p. 153-160

Scandinavian Journal of Organizational Psychology 1(2) p. 13-18

European Journal of Work and Organizational Psychology 18(1) p. 81-101 Doi: https://doi.org/10.1080/13594320801969707

This study investigates the prevalence of exposure to workplace bullying in a representative sample of 2539 Norwegian employees utilizing different measurement and estimation methods. The prevalence of workplace bullying varied from 2 to 14.3% depending on method of measurement and estimation. Latent class cluster analysis is concluded to give the most reliable estimate (6.8%). Compared to a similar Norwegian study published in 1996, the prevalence of self-reported victimization from bullying is considerably reduced; from 8.6% in the early 1990s to 4.6% in 2005. In the 1996 study, 4.6% labelled themselves as victims of severe bullying, the corresponding number being 2% in 2005.

Kulturelt mangfold på arbeidsplassen. Utfordringer og virkemidler p. 79-99

Klinisk organisasjonspsykologi p. 365-378

Journal of Applied Social Psychology 39(6) p. 1316-1333 Doi: https://doi.org/10.1111/j.1559-1816.2009.00483.x

Tidsskrift for Norsk psykologforening (Psykologtidsskriftet) 45(3) p. 240-248

European Journal of Work and Organizational Psychology 17(4) p. 482-500 Doi: https://doi.org/10.1080/13594320801994960

Psykologisk tidsskrift p. 26-30

Magma forskning og viten 11(6) p. 93-100

Søkelys på arbeidslivet 25(1) p. 119-142

Tidsskrift for Norsk psykologforening (Psykologtidsskriftet) 45(3) p. 308-317

Magma forskning og viten 10(1) p. 92-98

Scandinavian Journal of Psychology 48(4) p. 313-319 Doi: https://doi.org/10.1111/j.1467-9450.2007.00554.x

Søkelys på arbeidslivet 24(1) p. 83-94

Scandinavian Journal of Management 22(1) p. 49-73 Doi: https://doi.org/10.1016/j.scaman.2005.09.003

International Journal of Work Organisation and Emotion 1(3) p. 255-276