Four studies (a vignette-based experiment conducted in Portugal and Brazil; a two-wave multi-source field study in Portugal; a three-wave field study in the US; a multi-source field study in Portugal, in which conscientiousness, a “rival” of grit, was controlled for) provide theoretical and empirical evidence for a model testing what (e.g., grit in leaders), why (e.g., employee self-attributed grit), and when (e.g., leader support) grit supports thriving at work. First, gritty employees are more likely to thrive. Second, conveyed leader grit (i.e., grit as perceived by employees) predicts employee grit. Third, conveyed leader grit and leader self-attributed grit are conceptually different, and although the two relate positively with employee self-attributed grit, the former being is a better predictor of employee self-attributed grit. Fourth, leader support operates as a boundary condition, in that the indirect association of conveyed leader grit with employee thriving is stronger when the leader is perceived as supportive. Our research also indicates that the concept of grit is more textured than habitually considered, and that more attention must be paid to the boundary conditions of its development and impact.

Gritty Leaders Promoting Employees’ Thriving at Work / Rego, Arménio; Cavazotte, Flávia; e Cunha, Miguel Pina; Meyer, Marcel; Giustiniano, Luca. - In: JOURNAL OF MANAGEMENT. - ISSN 0149-2063. - 47:5(2021), pp. 1155-1184. [10.1177/0149206320904765]

Gritty Leaders Promoting Employees’ Thriving at Work

Luca Giustiniano
2021

Abstract

Four studies (a vignette-based experiment conducted in Portugal and Brazil; a two-wave multi-source field study in Portugal; a three-wave field study in the US; a multi-source field study in Portugal, in which conscientiousness, a “rival” of grit, was controlled for) provide theoretical and empirical evidence for a model testing what (e.g., grit in leaders), why (e.g., employee self-attributed grit), and when (e.g., leader support) grit supports thriving at work. First, gritty employees are more likely to thrive. Second, conveyed leader grit (i.e., grit as perceived by employees) predicts employee grit. Third, conveyed leader grit and leader self-attributed grit are conceptually different, and although the two relate positively with employee self-attributed grit, the former being is a better predictor of employee self-attributed grit. Fourth, leader support operates as a boundary condition, in that the indirect association of conveyed leader grit with employee thriving is stronger when the leader is perceived as supportive. Our research also indicates that the concept of grit is more textured than habitually considered, and that more attention must be paid to the boundary conditions of its development and impact.
Conveyed leader grit, Leadership, Perceived leader support, Self-attributed grit, thriving at work
Gritty Leaders Promoting Employees’ Thriving at Work / Rego, Arménio; Cavazotte, Flávia; e Cunha, Miguel Pina; Meyer, Marcel; Giustiniano, Luca. - In: JOURNAL OF MANAGEMENT. - ISSN 0149-2063. - 47:5(2021), pp. 1155-1184. [10.1177/0149206320904765]
File in questo prodotto:
File Dimensione Formato  
Gritty_leaders_Final.pdf

Solo gestori archivio

Descrizione: Versione finale
Tipologia: Versione dell'editore
Licenza: DRM non definito
Dimensione 764.15 kB
Formato Adobe PDF
764.15 kB Adobe PDF   Visualizza/Apri
Pubblicazioni consigliate

Caricamento pubblicazioni consigliate

I documenti in IRIS sono protetti da copyright e tutti i diritti sono riservati, salvo diversa indicazione.

Utilizza questo identificativo per citare o creare un link a questo documento: http://hdl.handle.net/11385/191915
Citazioni
  • Scopus 16
  • ???jsp.display-item.citation.isi??? 16
social impact