Leadership styles, mentoring functions received, and job-related stress
Leadership styles, mentoring functions received, and job-related stress Leadership styles, mentoring functions received, and job-related stress
384 J. J. SOSIK AND V. M. GODSHALK subsequent studies could examine how stages of professional careers (Dalton, Thompson and Price, 1977) may in¯uence this relationship. Despite these limitations, the present study o€ers some support for the proposed conceptual model and a preliminary empirical basis for comparison in future research. Given increased recognition of mentoring relationships as an antidote to stress (Kram and Hall, 1989), it is hoped that the present study has underscored the importance of appropriate mentor behavior in promoting e€ective mentoring relationships and reducing prote ge job-related stress. In addition, it is hoped the present study will arouse researchers to examine mechanisms which can facilitate mentoring e€ectiveness and outcomes. Subsequent research should examine and re®ne the proposed model to further our knowledge concerning relationships among mentor leadership styles/behaviors, prote ge receipt of mentoring functions, and outcomes of mentoring such as reduced prote ge job-related stress. Acknowledgements The authors gratefully acknowledge the helpful suggestions of Denise Potosky, Eric Stein, George Watson and three anonymous reviewers on earlier versions of this paper, and the data collection and analysis support received from Georgia Gordon-Martin. References Appelbaum, S. H., Ritchie, S. and Shapiro, B. T. (1994). `Mentoring revisited: an organizational behaviour construct', International Journal of Career Management, 6, 3±10. Aryee, S., Chay, Y. W. and Chew, J. (1996). `The motivation to mentor among managerial employees', Group & Organization Management, 21, 261±277. Avolio, B. J., Bass, B. M. and Jung, D. I. (1997). Replicated Con®rmatory Factor Analyses of the Multifactor Leadership Questionnaire, Center for Leadership Studies, Binghamton University, Binghamton, NY. Bahniuk, M. H., Dobos, J. and Hill, S. E. (1990). `The impact of mentoring, collegial support, and information adequacy on career success: a replication', Journal of Social Behavior and Personality, 5, 431±451. Bandura, A. (1986). Social Foundations of Action and Thought: A Social Cognitive View, Prentice Hall, Englewood Cli€s, NJ. Bass, B. M. (1985). Leadership and Performance Beyond Expectations, Free Press, New York. Bass, B. M. (1990). Bass and Stodgill's Handbook of Leadership, Free Press, New York. Bass, B. M. (1998). Transformational Leadership: Industry, Military, and Educational Impact, Lawrence Erlbaum Associates, Mahwah, NJ. Bass, B. M. and Avolio, B. J. (1989). `Potential biases in leadership measures: how prototypes, leniency, and general satisfaction relate to ratings and rankings of transformational and transactional leadership constructs', Educational and Psychological Measurement, 49, 509±527. Bass, B. M. and Avolio, B. J. (1994). Improving Organizational E€ectiveness Through Transformational Leadership, Sage, Thousand Oaks, CA. Bass, B. M. and Avolio, B. J. (1997). Full Range Leadership Development: Manual for the Multifactor Leadership Questionnaire, Mind Garden, Palo Alto, CA. Beehr, T. A. and Newman, J. E. (1978). `Job stress, employee health, and organizational e€ectiveness: a facet analysis, model and literature review', Personnel Psychology, 31, 665±699. Bennis, W. (1989). On Becoming a Leader, Simon & Schuster, New York. Copyright # 2000 John Wiley & Sons, Ltd. J. Organiz. Behav. 21, 365±390 (2000)
LEADERSHIP, MENTORING AND STRESS 385 Bookstein, F. (1986). `The elements of latent variable models: a cautionary lecture'. In: Lamb, M., Brown, A. and Rogo€, B. (Eds) Advances in Developmental Psychology, Lawrence Erlbaum Associates, Hillsdale, NJ, pp. 203±230. Brockner, J., Grover, S., Reed, T. F. and DeWitt, R. L. (1992). `Layo€s, job insecurity, and survivors' work e€ort: evidence of an inverted-U relationship', Academy of Management Journal, 35, 413±425. Bryman, A. (1992). Charisma and Leadership in Organizations, Sage Publications, London. Burke, R. J. (1984). `Mentors in organizations', Group & Organization Studies, 9, 353±372. Burke, R. J. and McKeen, C. A. (1990). `Mentoring in organizations: implications for women', Journal of Business Ethics, 9, 317±332. Burke, R. J., McKenna, C. S. and McKeen, C. A. (1991). `How do mentorships di€er from typical supervisory relationships?', Psychological Reports, 68, 459±466. Burns, J. M. (1978). Leadership, Harper & Row, New York. Bycio, P., Hackett, R. D. and Allen, J. S. (1995). `Further assessments of Bass's (1985) conceptualization of transactional and transformational leadership', Journal of Applied Psychology, 80, 468±478. Carmines, E. and Zeller, R. (1979). Reliability and Validity Assessment, Sage University Paper Series on Quantitative Applications in the Social Sciences, No. 07-017, Sage, Beverly Hills, CA. Champy, J. (1995). Reengineering Management, Harper Business, New York. Chao, G. T., Walz, P. M. and Gardner, P. (1992). `Formal and informal mentorships: a comparison on mentoring functions and contrast with nonmentored counterparts', Personnel Psychology, 45, 619±636. Colarelli, S. M. and Bishop, R. C. (1990). `Career commitment: functions, correlates and management', Group & Organization Studies, 15, 158±176. Conger, J. A. and Kanungo, R. N. (1987). `Toward a behavioral theory of charismatic leadership'. In: Conger, J. A. and Kanungo, R. N. (Eds) Charismatic Leadership: The Elusive Factor in Organizational E€ectiveness, Jossey-Bass, San Francisco, CA, pp. 78±97. Covey, S. R. (1997). `Modeling and mentoring', Executive Excellence, 14, 3±4. Cox, T. (1993). Cultural Diversity in Organizations: Theory, Research & Practice, Berrett-Koehler Publishers, San Francisco, CA. Curphy, G. J. (1992). `An empirical investigation of the e€ects of transformational and transactional leadership on organizational climate, attrition and performance'. In: Clark, K. E., Clark, M. B. and Campbell, D. R. (Eds) Impact of Leadership, The Center for Creative Leadership, Greensboro, NC. Dalton, G. W., Thompson, P. H. and Price, R. L. (1977). `The four stages of professional careers: A new look at performance by professionals', Organizational Dynamics, 6, 19±42. DiTomaso, N. (1993). `Weber's social history and Etzioni's structural theory of charisma in organizations: implications for thinking about charismatic leadership', Leadership Quarterly, 4, 257±275. Dreher, G. F. and Ash, R. A. (1990). `A comparative study of mentoring among men and women in managerial, professional, and technical positions', Journal of Applied Psychology, 75, 539±546. Dubinsky, A. J., Yammarino, F. J. and Jolson, M. A. (1995). `An examination of linkages between personality characteristics and dimensions of transformational leadership', Journal of Business and Psychology, 9, 315±335. Duxbury, R. M. and Higgins, C. A. (1991). `Gender di€erences in work±family con¯ict', Journal of Applied Psychology, 76, 60±74. Etzioni, A. (1961). A Comparative Analysis of Complex Organizations, The Free Press, New York. Fagenson, E. A. (1989). `The mentor advantage: perceived career/job experiences of prote ge s versus nonprote ge s', Journal of Organizational Behavior, 10, 309±320. Falk, R. F. and Miller, N. B. (1992). A Primer for Soft Modeling, The University of Akron Press, Akron, OH. Fiedler, F. E. (1967). A Theory of Leadership E€ectiveness, McGraw-Hill, New York. Fornell, C. and Larcker, D. (1981). `Evaluating structural equation models with unobservable variables and measurement error', Journal of Marketing Research, 18, 39±50. Gibson, V. M. (1993). `Stress in the workplace: a hidden cost factor', HR Focus, 70, 15±16. Gladstone, M. S. (1988). Mentoring: A Strategy for Learning in a Rapidly Changing Society, CEGEP John Abbot College, Research and Development Secretariat, Montreal. Graen, G. B. and Scandura, T. A. (1986). `A theory of dyadic career reality', Research in Personnel and Human Resource Management, 4, 147±181. House, J. S. (1981). Work Stress and Social Support, Addison-Wesley, Reading, MA. Copyright # 2000 John Wiley & Sons, Ltd. J. Organiz. Behav. 21, 365±390 (2000)
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384 J. J. SOSIK AND V. M. GODSHALK<br />
subsequent studies could examine how stages of professional careers (Dalton, Thompson <strong>and</strong><br />
Price, 1977) may in¯uence this relationship.<br />
Despite these limitations, the present study o€ers some support for the proposed conceptual<br />
model <strong>and</strong> a preliminary empirical basis for comparison in future research. Given increased<br />
recognition of <strong>mentoring</strong> relationships as an antidote to <strong>stress</strong> (Kram <strong>and</strong> Hall, 1989), it is hoped<br />
that the present study has underscored the importance of appropriate mentor behavior in promoting<br />
e€ective <strong>mentoring</strong> relationships <strong>and</strong> reducing prote ge <strong>job</strong>-<strong>related</strong> <strong>stress</strong>. In addition, it is<br />
hoped the present study will arouse researchers to examine mechanisms which can facilitate<br />
<strong>mentoring</strong> e€ectiveness <strong>and</strong> outcomes. Subsequent research should examine <strong>and</strong> re®ne the<br />
proposed model to further our knowledge concerning relationships among mentor leadership<br />
<strong>styles</strong>/behaviors, prote ge receipt of <strong>mentoring</strong> <strong>functions</strong>, <strong>and</strong> outcomes of <strong>mentoring</strong> such as<br />
reduced prote ge <strong>job</strong>-<strong>related</strong> <strong>stress</strong>.<br />
Acknowledgements<br />
The authors gratefully acknowledge the helpful suggestions of Denise Potosky, Eric Stein,<br />
George Watson <strong>and</strong> three anonymous reviewers on earlier versions of this paper, <strong>and</strong> the data<br />
collection <strong>and</strong> analysis support <strong>received</strong> from Georgia Gordon-Martin.<br />
References<br />
Appelbaum, S. H., Ritchie, S. <strong>and</strong> Shapiro, B. T. (1994). `Mentoring revisited: an organizational behaviour<br />
construct', International Journal of Career Management, 6, 3±10.<br />
Aryee, S., Chay, Y. W. <strong>and</strong> Chew, J. (1996). `The motivation to mentor among managerial employees',<br />
Group & Organization Management, 21, 261±277.<br />
Avolio, B. J., Bass, B. M. <strong>and</strong> Jung, D. I. (1997). Replicated Con®rmatory Factor Analyses of the Multifactor<br />
<strong>Leadership</strong> Questionnaire, Center for <strong>Leadership</strong> Studies, Binghamton University, Binghamton, NY.<br />
Bahniuk, M. H., Dobos, J. <strong>and</strong> Hill, S. E. (1990). `The impact of <strong>mentoring</strong>, collegial support, <strong>and</strong> information<br />
adequacy on career success: a replication', Journal of Social Behavior <strong>and</strong> Personality, 5, 431±451.<br />
B<strong>and</strong>ura, A. (1986). Social Foundations of Action <strong>and</strong> Thought: A Social Cognitive View, Prentice Hall,<br />
Englewood Cli€s, NJ.<br />
Bass, B. M. (1985). <strong>Leadership</strong> <strong>and</strong> Performance Beyond Expectations, Free Press, New York.<br />
Bass, B. M. (1990). Bass <strong>and</strong> Stodgill's H<strong>and</strong>book of <strong>Leadership</strong>, Free Press, New York.<br />
Bass, B. M. (1998). Transformational <strong>Leadership</strong>: Industry, Military, <strong>and</strong> Educational Impact, Lawrence<br />
Erlbaum Associates, Mahwah, NJ.<br />
Bass, B. M. <strong>and</strong> Avolio, B. J. (1989). `Potential biases in leadership measures: how prototypes, leniency, <strong>and</strong><br />
general satisfaction relate to ratings <strong>and</strong> rankings of transformational <strong>and</strong> transactional leadership<br />
constructs', Educational <strong>and</strong> Psychological Measurement, 49, 509±527.<br />
Bass, B. M. <strong>and</strong> Avolio, B. J. (1994). Improving Organizational E€ectiveness Through Transformational<br />
<strong>Leadership</strong>, Sage, Thous<strong>and</strong> Oaks, CA.<br />
Bass, B. M. <strong>and</strong> Avolio, B. J. (1997). Full Range <strong>Leadership</strong> Development: Manual for the Multifactor<br />
<strong>Leadership</strong> Questionnaire, Mind Garden, Palo Alto, CA.<br />
Beehr, T. A. <strong>and</strong> Newman, J. E. (1978). `Job <strong>stress</strong>, employee health, <strong>and</strong> organizational e€ectiveness: a<br />
facet analysis, model <strong>and</strong> literature review', Personnel Psychology, 31, 665±699.<br />
Bennis, W. (1989). On Becoming a Leader, Simon & Schuster, New York.<br />
Copyright # 2000 John Wiley & Sons, Ltd. J. Organiz. Behav. 21, 365±390 (2000)
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