Proposing initiating structure as leadership style to reduce psychological distress
| dc.contributor.advisor | Pajic, S. | |
| dc.contributor.author | Rutten, Anne | |
| dc.date.issued | 2022-06-21 | |
| dc.description.abstract | Proposing initiating structure as leadership style to reduce psychological distress: An analysis about the relationship between initiating structure and psychological distress, while allowing for effects of leader trust and organizational change This study investigates the relationship between initiating structure and psychological distress, both directly and through leader trust, while taking into consideration that different levels of perceived organizational change might influence these relationships. Based on theory, it was expected that initiating structure would reduce psychological distress directly, and through leader trust. Furthermore, it was expected that organizational change would strengthen the effects in these relationships. This was mainly based on the job demands-resources-support model and the social exchange theory. A cross-sectional dyadic study was conducted using online surveys to gather data. The sample was retrieved through non-probability sampling (self-selection, volunteer sampling and snowball sampling), which resulted in 125 dyads in total, of which 78 were unique. Contrary to expectations, initiating structure was not directly related to psychological distress. However, initiating structure is shown to reduce distress through leader trust, which confirms theory. Furthermore, this study did not provide significant effects of organizational change on these relationships. This study contributed to the literature by providing insight in the mechanism through which initiating structure influences psychological distress, in the behavior of leader trust in a new context, and in how task-oriented leadership influences negative well-being. In addition, this study is of practical use for Dutch organizations, since it indicates the relevance of initiating structure and building leader trust in lowering psychological distress among employees. Future research is needed to uncover the moderating role of organizational change, and other possible mediators in the relationship between initiating structure and psychological distress. | en_US |
| dc.identifier.uri | https://theses.ubn.ru.nl/handle/123456789/14080 | |
| dc.language.iso | en | en_US |
| dc.thesis.faculty | Faculteit der Managementwetenschappen | en_US |
| dc.thesis.specialisation | Strategic Human Resources Leadership | en_US |
| dc.thesis.studyprogramme | Master Business Administration | en_US |
| dc.thesis.type | Master | en_US |
| dc.title | Proposing initiating structure as leadership style to reduce psychological distress | en_US |
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