The Development and Validation of the Leader as Security Provider Scale

  1. Fernando Molero
  2. Mario Mikulincer
  3. Phillip R. Shaver
  4. Ana Laguía
  5. Juan. A. Moriano
Revista:
Revista de psicología del trabajo y de las organizaciones = Journal of work and organizational psychology

ISSN: 1576-5962

Año de publicación: 2019

Volumen: 35

Número: 3

Páginas: 183-193

Tipo: Artículo

DOI: 10.5093/JWOP2019A20 DIALNET GOOGLE SCHOLAR lock_openAcceso abierto editor

Otras publicaciones en: Revista de psicología del trabajo y de las organizaciones = Journal of work and organizational psychology

Resumen

A través de tres estudios examinamos desde una perspectiva basada en la teoría del apego la utilidad y la validez de una escala que mide la percepción que los seguidores tienen de sus líderes como proveedores de seguridad LSPS. Con base en estudios previos, se diseñó una escala de 15 elementos que cubrían las cinco funciones de la figura de apego que aumenta la seguridad (base segura, puerto seguro, búsqueda de proximidad, lazos emocionales y malestar por la separación) en contextos organizativos. En todos los estudios la escala mostraba una fiabilidad aceptable y una estructura unifactorial. En el estudio 1 (N = 237), se encontró que las puntuaciones en la escala LSPS estaban positivamente relacionadas con el liderazgo transformacional y negativamente con el liderazgo pasivo-evitador. En el estudio 2 (N = 263), se encontró que la escala LSPS estaba positivamente relacionada con el liderazgo auténtico y con la identificación organizacional, la implicación en el trabajo y la satisfacción en el trabajo de los empleados. Finalmente, en el estudio 3 (N = 263) se encontró que las percepciones de los empleados de su líder como proveedor de seguridad tenían un efecto protector sobre el burnout. Estos hallazgos en su conjunto indican que la investigación de las relaciones entre líderes y seguidores puede beneficiarse si se adopta una perspectiva basada en el apego.

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Fuente de los datos: Dialnet