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Effects of Secure Base Leadership vs. Avoidant Leadership on Job Performance

Author

Listed:
  • Ana Laguia

    (Department of Social and Organizational Psychology, Universidad Nacional de Educación a Distancia (UNED), 28040 Madrid, Spain)

  • María C. Navas-Jiménez

    (Department of Social and Organizational Psychology, Universidad Nacional de Educación a Distancia (UNED), 28040 Madrid, Spain)

  • Rocio Schettini

    (Fundación de la Universidad Autónoma de Madrid, 28049 Madrid, Spain)

  • Fidel Rodríguez-Batalla

    (Fundación de la Universidad Autónoma de Madrid, 28049 Madrid, Spain)

  • David Guillén

    (Centro Asociado Madrid, Universidad Nacional de Educación a Distancia (UNED), 28012 Madrid, Spain)

  • Juan A. Moriano

    (Department of Social and Organizational Psychology, Universidad Nacional de Educación a Distancia (UNED), 28040 Madrid, Spain)

Abstract
Organizations need high performance from their employees to achieve their goals, provide specialized services and products, and ultimately secure a competitive edge. Performance is also a source of satisfaction for employees, as it creates feelings of mastery and pride. Different leadership styles positively influence both employee performance and organizational excellence; thus, the present study aimed to analyze the relationship between a novel leadership style based on attachment theory, secure base leadership, and job performance (i.e., task and conceptual performance and counterproductive work behaviors). Additionally, a passive-avoidant leadership relationship with performance dimensions is analyzed. Using partial least squares structural equation modeling with self-reported data from 422 Spanish employees, the results show that secure base leadership is positively related to task and contextual performance, while it is negatively related to counterproductive work behaviors. The opposite pattern is found for passive-avoidant leadership (except for the link between passive-avoidant leadership and contextual performance, which is not significant). The promotion of secure base leadership within organizations allows for the cultivation of a supportive environment that favors work behaviors that are aligned with organizational objectives, and since leadership can be trained, these results are relevant for practitioners in organizations.

Suggested Citation

  • Ana Laguia & María C. Navas-Jiménez & Rocio Schettini & Fidel Rodríguez-Batalla & David Guillén & Juan A. Moriano, 2024. "Effects of Secure Base Leadership vs. Avoidant Leadership on Job Performance," Businesses, MDPI, vol. 4(3), pages 1-15, September.
    • Handle: RePEc:gam:jbusin:v:4:y:2024:i:3:p:27-452:d:1474364
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    References listed on IDEAS

    as
    1. Sana Mumtaz & Chris Rowley, 2020. "The relationship between leader–member exchange and employee outcomes: review of past themes and future potential," Management Review Quarterly, Springer, vol. 70(1), pages 165-189, February.
    2. Juan A. Moriano & Fernando Molero & Ana Laguía & Mario Mikulincer & Phillip R. Shaver, 2021. "Security Providing Leadership: A Job Resource to Prevent Employees’ Burnout," IJERPH, MDPI, vol. 18(23), pages 1-12, November.
    Full references (including those not matched with items on IDEAS)

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