Subordinate regulatory mode and leader power: Interpersonal regulatory complementarity predicts task performance

Abstract

Abstract This research examines the implications of locomotion regulatory mode (orientation toward making progress on goals) and assessment regulatory mode (orientation toward critically evaluating alternatives) for employees' performance. Regulatory mode theory suggests that, although these are both integral to self‐regulation, they may also function independently of one another and affect distinct, but equally important, performance aspects. We propose and find that performance of locomotion‐oriented employees is complemented by their leader's expert power (ability to provide superior knowledge and information), whereas performance of assessment‐oriented employees is complemented by their leader's coercive power (ability to administer negative consequences). These findings support the regulatory mode interpersonal complementarity hypothesis and show that complementarity plays a role in self‐regulation of objective performance. Copyright © 2013 John Wiley & Sons, Ltd.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 11 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.