Publication Type

PhD Dissertation

Version

publishedVersion

Publication Date

11-2019

Abstract

Risk-taking is a necessary part of business, yet little is known about how leaders might impact follower risk-taking. A theoretical model is developed in which transformational leaders are hypothesized to indirectly affect follower risk-taking through follower psychological safety. Additionally, this partially mediated effect is theorised to be moderated by follower power distance orientation. Data were collected over two time periods from followers (N = 331) to test the hypothesized model. Results provided limited support for the hypothesized model. Specifically, results indicated that transformational leadership positively affected psychological safety, but psychological safety did not predict follower risk-taking. Power distance orientation did not moderate either stage of the hypothesized partially mediated model although power distance orientation did directly and negatively predict follower risk-taking. Contrary to expectations, transformational leadership was negatively related to follower risk-taking.

Keywords

Transformational Leadership, Risk-taking, Power Distance, Psychological Safety

Degree Awarded

PhD in Business (General Management)

Discipline

Business Administration, Management, and Operations | Leadership Studies

Supervisor(s)

GREGURAS, Gary John

Publisher

Singapore Management University

City or Country

Singapore

Copyright Owner and License

Author

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