Leaders’ relational self-concept and followers’ task performance: implications for mentoring provided to followers

Citation

(2013), "Leaders’ relational self-concept and followers’ task performance: implications for mentoring provided to followers", Development and Learning in Organizations, Vol. 27 No. 1. https://doi.org/10.1108/dlo.2013.08127aaa.005

Leaders’ relational self-concept and followers’ task performance: implications for mentoring provided to followers

Article Type: Abstracts From: Development and Learning in Organizations, Volume 27, Issue 1

Lapierre L.M., , Naidoo L.J. and , Bonaccio S.Leadership Quarterly, October 2012, Vol. 23 No. 5, Start page: 766, No. of pages: 9

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. ISSN: 1048-9843 Article type: Research paper Reference: 41AT335

Keywords: Mentoring, Performance, Relational self-concept