Leader Development or Leader Distress? Examining the Interactive Effects of Leadership Self-Efficacy and Situational Strength on Perceptions of Stress, Performance, and Physiological Responses

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dc.contributor.authorBurns, Dereken
dc.contributor.committeechairFoti, Roseanne J.en
dc.contributor.committeememberHauenstein, Neil M. A.en
dc.contributor.committeememberFriedman, Bruce H.en
dc.contributor.departmentPsychologyen
dc.date.accessioned2018-07-17T20:29:54Zen
dc.date.available2018-07-17T20:29:54Zen
dc.date.issued2018en
dc.description.abstractStress is a concept that can be studied using a variety of theoretical approaches, with a focus on the individual’s perceptions, the external stressor, or the physiological reactions of stress responding. However these approaches are often used independently, when they can be used complementarily to understand the nuanced relationship between the individual and the situation when appraising stressors as challenges or threats. The current study examined the relationship between individual differences in perceptions, situational strength (both as a categorical and a continuous predictor), and physiological reactions in a leadership task. Situational strength and leadership self-efficacy were found to interact, such that those high is LSE reported more appraisals of challenge as situational strength increased.en
dc.description.abstractgeneralStress is a widely known concept that has been studied in various ways (individual perceptions, situational characteristics, physiology, etc.). However these approaches are often used independently, when they can be used together to more fully understand the process of how individuals appraise stressors. The current study examined the relationship between the previously mentioned approaches within a leadership task. Situational strength and leadership self-efficacy (LSE), or one’s perceived capabilities to perform leadership duties, were found to interact, such that those high is LSE reported more appraisals of challenge as situational strength increased.en
dc.description.degreeMaster of Scienceen
dc.format.mediumETDen
dc.identifier.urihttp://hdl.handle.net/10919/84103en
dc.language.isoen_USen
dc.publisherVirginia Techen
dc.rightsCreative Commons Attribution-NonCommercial 4.0 Internationalen
dc.rights.urihttp://creativecommons.org/licenses/by-nc/4.0/en
dc.subjectLeadershipen
dc.subjectstressen
dc.subjectphysiological reactivityen
dc.subjectsituational strengthen
dc.titleLeader Development or Leader Distress? Examining the Interactive Effects of Leadership Self-Efficacy and Situational Strength on Perceptions of Stress, Performance, and Physiological Responsesen
dc.typeThesisen
thesis.degree.disciplineIndustrial/Organizational Psychologyen
thesis.degree.grantorVirginia Polytechnic Institute and State Universityen
thesis.degree.levelmastersen
thesis.degree.nameMaster of Scienceen

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