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No leader is an island: contextual antecedents to line managers' constructive and destructive leadership during an organizational intervention

机译：没有领导者是一个岛屿：在组织干预期间，在管理人员的建设性和破坏性领导的环境中，没有领导者

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Purpose Line managers can make or break organizational interventions, yet little is known about what makes them turn in either direction. As leadership does not occur in a vacuum, it has been suggested that the organizational context plays an important role. Building on the intervention and leadership literature, we examine if span of control and employee readiness for change are related to line managers' leadership during an organizational intervention. Design/methodology/approach Leadership is studied in terms of intervention-specific constructive, as well as passive and active forms of destructive, leadership behaviors. As a sample, we use employees (N = 172) from 37 groups working at a process industry plant. Multilevel analyses over two time points, with both survey and organizational register data were used to analyze the data. Findings The results revealed that span of control was negatively related to constructive leadership and positively related to passive destructive leadership during the intervention. Employee readiness for change was positively related to constructive leadership, and negatively related to both passive and active destructive leadership. Originality/value The present study is the first to address line managers' making or breaking of organizational interventions by examining the influence of context on both their destructive and constructive leadership.
机译：目的线管理人员可以制造或破坏组织干预措施，但对它们转向任一方向的原因很少。随着领导力在真空中不会发生，有人建议组织背景发挥着重要作用。建立在干预和领导文学中，我们研究了控制和员工准备的跨度与改变的愿意有关，在组织干预期间与线管理人员的领导相关。设计/方法/方法领导是在干预特定的建设方面研究的，以及被动和积极的破坏性，领导行为。作为样本，我们使用从一个在工艺业工厂工作的37组中使用员工（n = 172）。多级分析在两个时间点上，使用调查和组织寄存器数据用于分析数据。结果表明，结果表明，与建设性领导层的跨度呈负相关，与干预期间与被动破坏性领导有关。改变的员工愿意与建设性领导相关，与被动和积极的破坏性领导造成负相关。本研究的原创性/价值是首先通过检查背景对其破坏性和建设性领导的影响而涉及界限管理人员的制定或打破组织干预措施。

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