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
Citation
KANG, Josephine Poh Tin.
Transformational leadership and follower risk-taking: Examining the effects of psychological safety and power distance orientation. (2019).
Available at: https://ink.library.smu.edu.sg/etd_coll/246
Copyright Owner and License
Author
Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial-No Derivative Works 4.0 International License.