2026-09-23T07:21:53Z https://www.ideals.illinois.edu/oai-pmh

oai:www.ideals.illinois.edu:2142/115900 2023-07-11 col_2142_5131 col_2142_47034 com_2142_5130 com_2142_47033 com_2142_397

Newman, Daniel A. Rounds, James Restubog, Simon L. D. Kramer, Amit Gajendran, Ravi S. 2022-08 application/pdf Newman, Daniel A. en text Submission published under a 24 month embargo labeled 'Closed Access', the embargo will last until 2024-08-01 The student, Anoop Javalagi, accepted the attached license on 2022-07-07 at 17:54. The student, Anoop Javalagi, submitted this Dissertation for approval on 2022-07-07 at 18:06. This Dissertation was approved for publication on 2022-07-08 at 16:44. DSpace SAF Submission Ingestion Package generated from Vireo submission #18178 on 2022-11-16 at 10:18:01 The agreeableness leadership advantage Javalagi, Anoop A 2022-07-08 Personality Agreeableness Leadership Culture Collectivism Remote Work Telecommuting Gender Past research on the trait approach to leadership has offered ambiguous findings regarding the relationship of trait Agreeableness with leader effectiveness, suggesting the link is inconsistent and/or not fully conceptually understood (Judge et al., 2002; Judge et al., 2009). The current dissertation proposes four theoretically-relevant moderators expected to enhance the Agreeableness leadership advantage: (a) collectivism, (b) in-person (vs. remote) work, (c) leader gender, and (d) follower agreeableness. The Agreeableness leadership advantage is theoretically considered by leveraging insights from Trait Activation Theory, Media Richness Theory, Role Congruity Theory, and the Interpersonal Complementarity Hypothesis. In general, this dissertation examines the question “when does Agreeableness positively predict leadership effectiveness?” (hypothesizing a stronger relationship under high collectivism, in-person work, a female leader, and an agreeable follower). Initial evidence from the current study offers some support for the first three moderators (all except follower Agreeableness), although the plotted interaction effects suggest that these factors affect disagreeableness leadership disadvantage (i.e., pinpointing circumstances where disagreeableness is more costly), rather than Agreeableness leadership advantage per se. Implications for theory and practice are discussed. Thesis eng https://hdl.handle.net/2142/115900 Copyright 2022 Anoop A. Javalagi Ph.D. Dissertation Human Res & Industrial Rels University of Illinois at Urbana-Champaign School of Labor & Empl. Rel.