Relationship with Immediate Superior, Leadership, and Career Success of Managers
Occupational Self Efficacy (OSE) reflects the
conviction of a person’s ability to fulfill his job related behavior at a
perfectly acceptable level to the employer. Transformational
leadership improves followers’ commitment by influencing their
needs, values, and self-esteem. Employees also develop a dyadic
relationship with their immediate superiors. Study was conducted
amongst one hundred and twenty two (122) bank managers in Sri
Lanka. They were selected based on multi-stage (seniority in the
hierarchy, gender, department-wise etc.) stratified random sampling.
Major objectives of this study were to analyze the impact of
Transformational leadership style, and OSE along with Sociodemographic
factors, and Career, Job and Organizational experience,
to the Career satisfaction of managers. SPSS software was used for
parametric and non-parametric statistical analyses. Career satisfaction
had positive impacts with their Transformational leadership style, and
their relationships with the immediate superior. Impact of sociodemographic
factors, and career exposure to career satisfaction was
assessed.
[1] Hall, D. T. (1996). Introduction: long live the career- a relational
approach’, In Hall, D.T. (Ed.), The Career Is Dead – Long Live the
Career, Jossey-Bass, San Francisco, CA, pp.1-14
[2] Clarke, M. (2008). Understanding and managing employability in
changing career contexts. Journal of European Industrial Training, 32, 4,
pp. 258-284
[3] Iles, P., Foster, A., &Tinline, G. (1996).The changing relationships
between work commitment, personal flexibility, and employability.
Journal of Managerial Psychology, 11, 08, pp.18-34
[4] Judge, T. A., Higgens, C. A., Thoresen, C. J. &Barrick, M. R. (1999).
The big five personality traits, general mental ability and career success
across the life span. Personnel Psychology, 52, 621–652.
[5] Seibert, S. E. &Kraimer, M. L. (2001). The Five-Factor Model of
Personality and Career Success. Journal of Vocational Behavior, 58, 01,
pp.1 - 21.
[6] Melamed, T. (1995). Career success: the moderating effect of gender.
Journal of Vocational Behavior, 47, 3, pp.5-60.
[7] Jaskolka, G. Beyer, J. M, & Trice, H. M. (1985). Measuring and
predicting managerial success, Journal of Vocational Behaviour, 26,
pp.189-205.
[8] Judge T. A. Cable, D. M. Boudreau, J. W., &Bretz, R. D. (1995). An
empirical investigation of the predictors of executive career success.
Personnel Psychology, 48, pp. 485–519.
[9] Dries, N. Pepermans, R., &Carlier, O. (2008). Career success:
Constructing a multidimensional model. Journal of Vocational Behavior,
73, 2, pp. 254–267.
[10] Dette, D. E. Abele, A. E., & Renner, O. (2004). Zur Definition und
Messung von Berufserfolg: TheoretischeÜberlegungen und
metaanalytischeBefundezumZusammenhang von externen und
internenLaufbahnerfolgsmaßen. ZeitschriftfürPersonalpsychologie, 3, 4,
pp.170–183.
[11] Abele, A.E. and Spurk, D. (2009) . The longitudinal impact of selfefficacy
and career goals on objective and subjective career success.
Journal of Vocational Behavior, 74, pp. 53-62.
[12] Burke, R. J. (2001). Managerial women’s career experiences,
satisfaction and well-being: A five country study, Cross Cultural
Management, 8, pp.117–133.
[13] Judge, T. A. and Bono, J. E. (2001). Relationship of core selfevaluations
traits – self-esteem, generalized self-efficacy, locus of
control, and emotional stability – with job satisfaction and job
performance: A meta-analysis. Journal of Applied Psychology, 86, 1, pp.80-92.
[14] Greenhaus, J. H. Parasuraman, S. &Wormley, W. M. (1990). Effects of
race on orgnizational experiences, job performance evaluations, and
career outcomes. Academy of Management Journal, 33, 1, pp. 64–86.
[15] Northouse, P.G. (2013). Leadership:Theory and Practice (6th ed.),
United States of America, Sage publications Inc.
[16] Graen, G.B. and, Uhl-Bien, M. (1995). Relationship-Based Approach to
Leadership: Development of Leader-Member Exchange (LMX) Theory
of Leadership over 25 Years: Applying a Multi-Level Multi-Domain
Perspective. Management Department Faculty Publication, Paper 57,
University of Nebraska - Lincoln.
[17] Lunenburg, F.C. (2010). Leader-Member Exchange Theory: Another
Perspective on the Leadership Process. International Journal of
Management, Business, and Administration, vol13, no1
[18] Murphy, S. E., &Ensher. (1999). The effects of leader and subordinate
characteristics in the development of leader-member exchange quality.
Journal of Applied Psychology, 29(7), 1371-1394.
[19] Yukl, G. A. (2010). Leadership in organizations (7th ed.). Upper Saddle
River, NJ: Prentice Hall.
[20] Bass, B. M. &Avolio, B. (1995). MLQ Multifactor Leadership
Questionnaire, (Form 5X- Short). Technical Report, pp.1-6, Redwood
City CA.: Mind Garden.
[21] Shamir, B. House, R. J., and Arthur, M. B. (1993) . The Motivational
Effects of Charismatic Leadership: A Self-Concept based Theory.
Organization Science, 4, pp. 577 - 594.
[22] Kirkpatrick, S. S. & Locke, E. A. (1996). Direct and indirect effects of
three core charismatic leadership components on performance and
attitudes. Journal of Applied Psychology, 81, pp. 36-51.
[1] Hall, D. T. (1996). Introduction: long live the career- a relational
approach’, In Hall, D.T. (Ed.), The Career Is Dead – Long Live the
Career, Jossey-Bass, San Francisco, CA, pp.1-14
[2] Clarke, M. (2008). Understanding and managing employability in
changing career contexts. Journal of European Industrial Training, 32, 4,
pp. 258-284
[3] Iles, P., Foster, A., &Tinline, G. (1996).The changing relationships
between work commitment, personal flexibility, and employability.
Journal of Managerial Psychology, 11, 08, pp.18-34
[4] Judge, T. A., Higgens, C. A., Thoresen, C. J. &Barrick, M. R. (1999).
The big five personality traits, general mental ability and career success
across the life span. Personnel Psychology, 52, 621–652.
[5] Seibert, S. E. &Kraimer, M. L. (2001). The Five-Factor Model of
Personality and Career Success. Journal of Vocational Behavior, 58, 01,
pp.1 - 21.
[6] Melamed, T. (1995). Career success: the moderating effect of gender.
Journal of Vocational Behavior, 47, 3, pp.5-60.
[7] Jaskolka, G. Beyer, J. M, & Trice, H. M. (1985). Measuring and
predicting managerial success, Journal of Vocational Behaviour, 26,
pp.189-205.
[8] Judge T. A. Cable, D. M. Boudreau, J. W., &Bretz, R. D. (1995). An
empirical investigation of the predictors of executive career success.
Personnel Psychology, 48, pp. 485–519.
[9] Dries, N. Pepermans, R., &Carlier, O. (2008). Career success:
Constructing a multidimensional model. Journal of Vocational Behavior,
73, 2, pp. 254–267.
[10] Dette, D. E. Abele, A. E., & Renner, O. (2004). Zur Definition und
Messung von Berufserfolg: TheoretischeÜberlegungen und
metaanalytischeBefundezumZusammenhang von externen und
internenLaufbahnerfolgsmaßen. ZeitschriftfürPersonalpsychologie, 3, 4,
pp.170–183.
[11] Abele, A.E. and Spurk, D. (2009) . The longitudinal impact of selfefficacy
and career goals on objective and subjective career success.
Journal of Vocational Behavior, 74, pp. 53-62.
[12] Burke, R. J. (2001). Managerial women’s career experiences,
satisfaction and well-being: A five country study, Cross Cultural
Management, 8, pp.117–133.
[13] Judge, T. A. and Bono, J. E. (2001). Relationship of core selfevaluations
traits – self-esteem, generalized self-efficacy, locus of
control, and emotional stability – with job satisfaction and job
performance: A meta-analysis. Journal of Applied Psychology, 86, 1, pp.80-92.
[14] Greenhaus, J. H. Parasuraman, S. &Wormley, W. M. (1990). Effects of
race on orgnizational experiences, job performance evaluations, and
career outcomes. Academy of Management Journal, 33, 1, pp. 64–86.
[15] Northouse, P.G. (2013). Leadership:Theory and Practice (6th ed.),
United States of America, Sage publications Inc.
[16] Graen, G.B. and, Uhl-Bien, M. (1995). Relationship-Based Approach to
Leadership: Development of Leader-Member Exchange (LMX) Theory
of Leadership over 25 Years: Applying a Multi-Level Multi-Domain
Perspective. Management Department Faculty Publication, Paper 57,
University of Nebraska - Lincoln.
[17] Lunenburg, F.C. (2010). Leader-Member Exchange Theory: Another
Perspective on the Leadership Process. International Journal of
Management, Business, and Administration, vol13, no1
[18] Murphy, S. E., &Ensher. (1999). The effects of leader and subordinate
characteristics in the development of leader-member exchange quality.
Journal of Applied Psychology, 29(7), 1371-1394.
[19] Yukl, G. A. (2010). Leadership in organizations (7th ed.). Upper Saddle
River, NJ: Prentice Hall.
[20] Bass, B. M. &Avolio, B. (1995). MLQ Multifactor Leadership
Questionnaire, (Form 5X- Short). Technical Report, pp.1-6, Redwood
City CA.: Mind Garden.
[21] Shamir, B. House, R. J., and Arthur, M. B. (1993) . The Motivational
Effects of Charismatic Leadership: A Self-Concept based Theory.
Organization Science, 4, pp. 577 - 594.
[22] Kirkpatrick, S. S. & Locke, E. A. (1996). Direct and indirect effects of
three core charismatic leadership components on performance and
attitudes. Journal of Applied Psychology, 81, pp. 36-51.
@article{"International Journal of Business, Human and Social Sciences:67039", author = "L. N. A. Chandana Jayawardena and Ales Gregar", title = "Relationship with Immediate Superior, Leadership, and Career Success of Managers", abstract = "Occupational Self Efficacy (OSE) reflects the
conviction of a person’s ability to fulfill his job related behavior at a
perfectly acceptable level to the employer. Transformational
leadership improves followers’ commitment by influencing their
needs, values, and self-esteem. Employees also develop a dyadic
relationship with their immediate superiors. Study was conducted
amongst one hundred and twenty two (122) bank managers in Sri
Lanka. They were selected based on multi-stage (seniority in the
hierarchy, gender, department-wise etc.) stratified random sampling.
Major objectives of this study were to analyze the impact of
Transformational leadership style, and OSE along with Sociodemographic
factors, and Career, Job and Organizational experience,
to the Career satisfaction of managers. SPSS software was used for
parametric and non-parametric statistical analyses. Career satisfaction
had positive impacts with their Transformational leadership style, and
their relationships with the immediate superior. Impact of sociodemographic
factors, and career exposure to career satisfaction was
assessed.
", keywords = "Career success, Relationship with immediate
superior, Transformational leadership.", volume = "8", number = "4", pages = "1168-6", }
