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In the (Value-Laden) Eyes of the Beholder: Linking Follower Perceptions to Leadership Emergence and Effectiveness

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In the (Value-Laden) Eyes of the Beholder: Linking Follower Perceptions to Leadership Emergence and Effectiveness FUNDAÇÃO GETULIO VARGAS ESCOLA BRASILEIRA DE ADMINISTRAÇÃO PÚBLICA E DE EMPRESAS DOUTORADO EM ADMINISTRAÇÃO IN THE (VALUE-LADEN) EYES OF THE BEHOLDER: LINKING FOLLOWER PERCEPTIONS TO LEADERSHIP EMERGENCE AND EFFECTIVENESS TESE APRESENTADA À ESCOLA BRASILEIRA DE ADMINISTRAÇÃO PÚBLICA E DE EMPRESAS PARA OBTENÇÃO DO TÍTULO DE DOUTOR GUSTAVO MOREIRA TAVARES Rio de Janeiro - 2019 FUNDAÇÃO GETÚLIO VARGAS ESCOLA BRASILEIRA DE ADMINISTRAÇÃO PÚBLICA E DE EMPRESAS GUSTAVO MOREIRA TAVARES IN THE (VALUE-LADEN) EYES OF THE BEHOLDER: LINKING FOLLOWER PERCEPTIONS TO LEADERSHIP EMERGENCE AND EFFECTIVENESS Dissertação de Doutorado apresentada à Escola Brasileira de Administração Pública e de Empresas da Fundação Getulio Vargas como requisito parcial para a obtenção do título de Doutor em Administração. Orientador: Prof. Dr. Filipe João Bera de Azevedo Sobral RIO DE JANEIRO 2019 Dados Internacionais de Catalogação na Publicação (CIP) Ficha catalográfica elaborada pelo Sistema de Bibliotecas/FGV Tavares, Gustavo Moreira In the (value-laden) eyes of the beholder : linking follower perceptions to leadership emergence and effectiveness / Gustavo Moreira Tavares. – 2019. 124 f. Tese (doutorado) - Escola Brasileira de Administração Pública e de Empresas, Centro de Formação Acadêmica e Pesquisa. Orientador: Filipe Bera de Azevedo Sobral. Inclui bibliografia. 1. Liderança transformacional. 2. Motivação no trabalho. 3. Clima organiza- cional. 4. Administração pública. I. Sobral, Filipe. II. Escola Brasileira de Administração Pública e de Empresas. Centro de Formação Acadêmica e Pesquisa. III. Título. CDD – 352.39 Elaborada por Márcia Nunes Bacha – CRB-7/4403 Dedico este trabalho a meus pais Maria Rita e Geraldo, minha esposa Luana e meu filho Pedro. ACKNOWLEDGEMENTS I am sincerely and heartily grateful to my advisor, Filipe Sobral, for the support, patience, and guidance throughout my PhD journey. Filipe was extremely competent in helping me become a researcher (since my Masters). The doors he opened to me helped me reach places I never imagined would be possible. I am also immensely thankful to Bradley Wright, who generously welcomed and advised me during my stay at the University of Georgia. Bradley helped me improve my work and research skills tremendously. It is a great honor to have him as a member of my defense’s committee. I would also like to express my immeasurable gratitude to James Perry, who provided valuable feedback to my work at its early stages and who gently welcomed me at the University of Indiana. I am truly indebted to these gentlemen. I am also very thankful to Ishani Aggarwal, Sergio Fernandez, and Liliane Furtado for kindly accepting being members of my defense’s committee (and qualifying exam). Their constructive feedback was fundamental for the improvement of this work. I would like to thank EBAPE-FGV for providing me with the best professors, staff, and structure—and free expresso coffee! EBAPE was my second home for 5 years, wherein I could grow both as a human being and scholar. I also thank IFRJ, my employer, for giving me all the support I needed during my PhD program. I am also grateful to my colleagues who directly or indirectly contributed to my work (by providing advice, helping me design the studies and collect data, or just by being good friends). They are (in alphabetical order): Claudio, Duque, Fernanda C., Gustavo C., Juliana C., Juliana K., Kelly, Martins, Miguel, Rafael V., and Ula. I could not forget to thank the 1,842 anonymous participants who voluntarily gave me an amount of the most valuable thing they have: their time. Finally, I would like to thank my family. They were always by my side when I decided to quit my old job to start an academic career from scratch. My special thanks goes to Luana (my wife) and Pedro (my son). Luana is the strongest and most supportive person I have ever met. I would never have been able to make my career transition and succeed in my graduate studies without her love and help. Pedro is a lovely boy who could understand my absence and who made my life much happier during this process. I love you all very much. RESUMO Este trabalho compreende três artigos que exploram diferentes facetas da relação entre a percepção dos seguidores sobre seus (potenciais) líderes e a emergência e eficácia da liderança. Comum a esses artigos, é a ideia de que as percepções dos liderados sobre seus líderes (e as consequências dessas percepções) dependem dos valores articulados— ou sinalizados—pelos líderes e aqueles mantidos pelos seguidores. O primeiro artigo propõe que a autenticidade pessoal é um preditor-chave da emergência de líderes em grupos e que os efeitos da autenticidade são fortalecidos quando o indivíduo é percebido como alguém que incorpora e exemplifica os valores do grupo. O segundo artigo explora como o comprometimento dos líderes públicos com valores públicos afeta a emergência de formas carismáticas de liderança, o que, por sua vez, se traduz em níveis mais baixos de rotatividade de funcionários. Os efeitos moderadores de fatores contextuais, como o nível de violência e pobreza no entorno da organização, também são considerados. O terceiro artigo investiga como funcionários públicos respondem (em termos de satisfação no trabalho) à percepção de que suas organizações ignoram sistematicamente o desempenho insatisfatório de colegas de trabalho. Também analisamos se a motivação para o serviço público dos funcionários pode mudar a forma como eles reagem a essas percepções. Palavras-chave: Autenticidade; Emergência de Liderança; Valores Públicos; Liderança Carismática; Rotatividade de Pessoal; Medidas Disciplinares; Motivação para o Serviço Público; Satisfação no Trabalho. ABSTRACT This work comprises three research articles that explore different facets of the relationship between followers’ perceptions of their (potential) leaders and leadership emergence and effectiveness. Common to these articles, is the idea that followers’ perceptions of leaders (and the consequences of these perceptions) depend both on the values articulated—or signaled—by leaders and those held by followers. The first article proposes that personal authenticity is a key predictor of leader emergence in groups, and that authenticity’s effects are enhanced when the target individual is perceived to embody the group’s identity-defining values. The second article explores how leaders’ commitment to public values—as perceived by followers—affects the emergence of charismatic forms of leadership in public organizations, which, in turn, translates into lower levels of employee voluntary turnover. The moderating effects of contextual factors, such as the level of violence and poverty around the organization, are also considered. The third article investigates public employees’ responses (in terms of job satisfaction) to the perception that their organizations systematically ignore poor- performing coworkers. We also investigate if employees’ public service motivation can change how they react to these perceptions. Keywords: Authenticity; Leadership Emergence; Public Values; Charismatic Leadership; Employee Turnover; Workplace Discipline; Public Service Motivation; Job Satisfaction. SUMÁRIO ARTIGO 1: AUTHENTICITY AND LEADER EMERGENCE: EXPLORING THE SOCIAL POWER OF BEING YOURSELF Introduction ....................................................................................................... 1 Authenticity as a Psychological Construct ......................................................... 4 Authenticity in AL Research ............................................................................. 7 Hypotheses Development .................................................................................. 8 Overview of Studies ........................................................................................ 17 Study 1 ............................................................................................................ 18 Study 2 ............................................................................................................ 25 General Discussion .......................................................................................... 35 References ....................................................................................................... 44 ARTIGO 2: COMMITMENT TO PUBLIC VALUES AND CHARISMATIC LEADERSHIP IN STREET-LEVEL BUREAUCRACIES Introduction ..................................................................................................... 52 Public Values in Public Administration Research ............................................ 54 Charismatic Leadership in Public Organizations .............................................. 56 Hypotheses Development ................................................................................ 59 Methods .......................................................................................................... 66 Discussion ....................................................................................................... 80 Conclusion ...................................................................................................... 85 References ....................................................................................................... 86 ARTIGO 3: DISSATISFIED WHEN MY ORGANIZATION IGNORES POOR PERFORMERS: THE MODERATING ROLE OF PUBLIC SERVICE MOTIVATION Introduction ..................................................................................................... 94 Managing Poor Performance and its Social
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