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- W2286064796 abstract "The study examines the relationship between a leader’s warmth,dominance and three different indicators of leadereffectiveness in the environment of a four-month longManagerial Simulation Game. Data about 184 CEOs were gained viaself-reports, from the results of the simulation game, and from3,340 of their followers. Each CEO completed an InterpersonalChecklist (ICL) and was evaluated, on average, by 18 followersin terms of her leadership emergence and perceived leadereffectiveness. Group performance was assessed based on theresults of game companies. Neither leader warmth nor leaderdominance correlated with any of the three indicators ofleader’s effectiveness. The analysis of moderation effecthowever revealed a significant effect of interaction of leaderwarmth and dominance on group performance, perceived leadereffectiveness, and leadership emergence. CEOs with greaterwarmth are less effective when possessing a low degree ofdominance. On the contrary, the relationship between warmth andleader effectiveness is positive when the degree of dominanceis high. An effective leader therefore has to be both warm anddominant. A low degree of dominance combined with excessivewarmth might yield a counterproductive effect. The results ofthe study elucidate an underexplored relationship betweenleader warmth and effectiveness and illustrate the importanceof examining various antecedents of leadership simultaneously." @default.
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- W2286064796 date "2014-01-01" @default.
- W2286064796 modified "2023-09-25" @default.
- W2286064796 title "Dominance as a moderator in the relationship between leader'swarmth and effectiveness" @default.
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