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Subordinate regulatory mode and leader power: Interpersonal regulatory complementarity predicts task performance

Authors

  • Melvyn R. W. Hamstra,

    Corresponding author
    1. Work and Organizational Psychology, University of Amsterdam, Amsterdam, The Netherlands
    • Correspondence to: Melvyn R. W. Hamstra, Work and Organizational Psychology, University of Amsterdam, Weesperplein 4 1018 XA, Amsterdam, The Netherlands.

      E-mail: M.R.W.Hamstra@uva.nl

      Edward Orehek, University of Pittsburgh, Department of Psychology, 210 S. Bouquet Street, Pittsburgh, PA, 15260.

      E-mail: Orehek@pitt.edu

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  • Edward Orehek,

    Corresponding author
    1. Department of Psychology, University of Pittsburgh, Pittsburgh, USA
    • Correspondence to: Melvyn R. W. Hamstra, Work and Organizational Psychology, University of Amsterdam, Weesperplein 4 1018 XA, Amsterdam, The Netherlands.

      E-mail: M.R.W.Hamstra@uva.nl

      Edward Orehek, University of Pittsburgh, Department of Psychology, 210 S. Bouquet Street, Pittsburgh, PA, 15260.

      E-mail: Orehek@pitt.edu

    Search for more papers by this author
  • Mark Holleman

    1. Department of Psychology, University of Groningen, Groningen, The Netherlands
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Abstract

This research examines the implications of locomotion regulatory mode (orientation toward making progress on goals) and assessment regulatory mode (orientation toward critically evaluating alternatives) for employees' performance. Regulatory mode theory suggests that, although these are both integral to self-regulation, they may also function independently of one another and affect distinct, but equally important, performance aspects. We propose and find that performance of locomotion-oriented employees is complemented by their leader's expert power (ability to provide superior knowledge and information), whereas performance of assessment-oriented employees is complemented by their leader's coercive power (ability to administer negative consequences). These findings support the regulatory mode interpersonal complementarity hypothesis and show that complementarity plays a role in self-regulation of objective performance. Copyright © 2013 John Wiley & Sons, Ltd.

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