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dc.contributor.authorAuvinen, Elina
dc.contributor.authorHuhtala, Mari
dc.contributor.authorRantanen, Johanna
dc.contributor.authorFeldt, Taru
dc.date.accessioned2021-03-08T11:46:41Z
dc.date.available2021-03-08T11:46:41Z
dc.date.issued2021
dc.identifier.citationAuvinen, E., Huhtala, M., Rantanen, J., & Feldt, T. (2021). Drivers or Drifters? The “Who” and “Why” of Leader Role Occupancy : A Mixed-Method Study. <i>Frontiers in Psychology</i>, <i>12</i>, Article 573924. <a href="https://doi.org/10.3389/fpsyg.2021.573924" target="_blank">https://doi.org/10.3389/fpsyg.2021.573924</a>
dc.identifier.otherCONVID_51814753
dc.identifier.urihttps://jyx.jyu.fi/handle/123456789/74525
dc.description.abstractThis study investigated the reasons that leaders have given for their leader role occupancy. By using a mixed-method approach and large leader data, we aimed to provide a more nuanced picture of how leader positions are occupied in real life. We examined how individual leadership motivation may associate with other reasons for leader role occupancy. In addition, we aimed to integrate the different reasons behind leader role occupancy into the framework of sustainable leader careers and its two indicators: leader’s health (occupational well-being) and performance (measured indirectly as followers’ occupational well-being). The survey data consisted of 1,031 leaders from various sectors of working life. Qualitative analysis revealed that leaders mention various factors behind their leader role occupancy, resulting 26 themes. After inductive investigation of the data, theory-driven analysis focused on the sustainable career components (person, context, time) and agency vs. non-agency. Qualitative data was quantitized based on the theory-driven categories for statistical analysis. Based on the these analysis, we found out that only Affective-Identity MTL predicted all of the studied reasons behind leader role occupancy, whereas the other motivation types (Non-calculative MTL and Social-Normative MTL) did not. All of the reasons for leader role occupancy except non-agentic ones were related to both leaders’ own and their followers’ occupational well-being. Leaders with more person-related and agentic reasons for leader role occupancy experienced better occupational well-being. Person- and context-related and agentic reasons behind leader role occupancy associated also with followers’ occupational well-being, but the associations differed from those of leaders’ well-being: person-related and agentic reasons associated with followers’ exhaustion, but this association was not found among leaders. Our study provided important information for practitioners in the field of human resources and development, as it has shown that if the reasons for leader role occupancy mainly reflect circumstances or other non-person-related reasons, the experienced occupational well-being and person-career fit may remain weak. It is necessary to try to support the leadership motivation for those leaders, or to shape the job description in such a way that it can also offer the experiences of meaningfulness from aspects other than self-realization through a managerial role.en
dc.format.mimetypeapplication/pdf
dc.languageeng
dc.language.isoeng
dc.publisherFrontiers Media SA
dc.relation.ispartofseriesFrontiers in Psychology
dc.rightsCC BY 4.0
dc.titleDrivers or Drifters? The “Who” and “Why” of Leader Role Occupancy : A Mixed-Method Study
dc.typearticle
dc.identifier.urnURN:NBN:fi:jyu-202103081880
dc.contributor.laitosPsykologian laitosfi
dc.contributor.laitosDepartment of Psychologyen
dc.contributor.oppiainePsykologiafi
dc.contributor.oppiainePsychologyen
dc.type.urihttp://purl.org/eprint/type/JournalArticle
dc.description.reviewstatuspeerReviewed
dc.relation.issn1664-1078
dc.relation.volume12
dc.type.versionpublishedVersion
dc.rights.copyright© 2021 the Authors
dc.rights.accesslevelopenAccessfi
dc.relation.grantnumber200320
dc.relation.grantnumber116163
dc.subject.ysomielekkyys
dc.subject.ysotyöura
dc.subject.ysoosaaminen
dc.subject.ysohenkinen hyvinvointi
dc.subject.ysojohtaminen
dc.subject.ysotyöhyvinvointi
dc.subject.ysomotivaatio
dc.subject.ysoitsensä johtaminen
dc.subject.ysojohtajat
dc.subject.ysoroolit
dc.subject.ysoesihenkilötyö
dc.format.contentfulltext
jyx.subject.urihttp://www.yso.fi/onto/yso/p14869
jyx.subject.urihttp://www.yso.fi/onto/yso/p20671
jyx.subject.urihttp://www.yso.fi/onto/yso/p8343
jyx.subject.urihttp://www.yso.fi/onto/yso/p1946
jyx.subject.urihttp://www.yso.fi/onto/yso/p554
jyx.subject.urihttp://www.yso.fi/onto/yso/p1835
jyx.subject.urihttp://www.yso.fi/onto/yso/p4734
jyx.subject.urihttp://www.yso.fi/onto/yso/p27940
jyx.subject.urihttp://www.yso.fi/onto/yso/p23894
jyx.subject.urihttp://www.yso.fi/onto/yso/p14418
jyx.subject.urihttp://www.yso.fi/onto/yso/p24182
dc.rights.urlhttps://creativecommons.org/licenses/by/4.0/
dc.relation.doi10.3389/fpsyg.2021.573924
dc.relation.funderTyösuojelurahastofi
dc.relation.funderTyösuojelurahastofi
dc.relation.funderFinnish Work Environment Funden
dc.relation.funderFinnish Work Environment Funden
jyx.fundingprogramMuutfi
jyx.fundingprogramMuutfi
jyx.fundingprogramOthersen
jyx.fundingprogramOthersen
jyx.fundinginformationThe study was part of two research projects funded by the Finnish Work Environment Fund (project numbers 116163 and 200320, project leader TF).


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