Som sagt så gjort? Betydningen af lederens personlige troværdighed for medarbejdermotivation, når der bedrives transformationsledelse
DOI:
https://doi.org/10.7146/politica.v53i4.130513Nøgleord:
personlig ledertroværdighed, motivation, transformationsledelse, survey-eksperimentResumé
Ledere er troværdige, når deres medarbejdere vurderer, at de vil handle i overensstemmelse med deres udtrykte intentioner. Spørgsmålet er, om medarbejdernes oplevelse af lederens personlige troværdighed har betydning for deres motivation? Vi undersøger dette med et survey-eksperiment, hvor vi eksponerer 817 Mturk-respondenter for forskellige videovignetter, der manipulerer en fiktiv leders troværdighed, når lederen udøver transformationsledelse. Resultaterne viser signifikante forskelle på den oplevede ledertroværdighed. Disse forskelle i personlig ledertroværdighed viser sig at påvirke respondenternes selvangivne motivation samt den tid, de bruger på at løse opgaver for lederen. Artiklens vigtigste bidrag er påvisningen af, at det er muligt at påvirke oplevelsen af personlig ledertroværdighed eksperimentelt, og at det kan påvirke motivationen hos respondenterne. Artiklen viser, at det er relevant at udbygge forskningen i ledertroværdighed.
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