Lucas Monzani

• van Dick, R.; Kerschreiter, R.; Steffens, N.; Arslan Akfirat, S.; Avanzi, L.; Dumont, K.; Epitropaki, O.; Fransen, K.; Gießner, S.; Gonzales, R., et al., (Forthcoming), "Identity leadership going global: Results from an international validation study of the Identity Leadership Inventory", Journal of Occupational and Organizational Psychology.

  Abstract: Recent theorizing applying the social identity approach to leadership proposes a four-dimensional model of identity leadership that centers on leaders’ management of a shared sense of “we” and “us”. The present research validates a scale assessing this model — the Identity Leadership Inventory (ILI). We present results from an international project with data from all six continents and from more than 20 countries/regions with 5,290 participants. The ILI was translated (using back-translation methods) into 13 different languages (available in the Appendix) and used along with measures of other leadership constructs (i.e. LMX, transformational, and authentic leadership) as well as employee attitudes and (self-reported) behaviors — namely identification, trust in the leader, job satisfaction, innovative work behavior, organizational citizenship behavior, and burnout. Results provide consistent support for the construct, discriminant, and criterion validity of the ILI across countries. We show that the four dimensions of identity leadership are distinguishable and that they relate to important work-related attitudes and behaviors above and beyond other leadership constructs. Finally, we also validate a short form of the ILI, noting that is likely to have particular utility in applied contexts

• Crossan, M. M.; Byrne, A.; Seijts, G. H.; Reno, M.; Monzani, L.; Gandz, J., 2017, "Toward a Framework of Leader Character in Organizations", Journal of Management Studies, November 54(7): 986 - 1018.

  Abstract: While the construct of character is well grounded in philosophy, ethics, and more recently psychology, it lags in acceptance and legitimacy within management research and mainstream practice. Our research seeks to remedy this through four contributions. First, we offer a framework of leader character that provides rigor through a three-phase, multi-method approach involving 1,817 leaders, and relevance by using an engaged scholarship epistemology to validate the framework with practicing leaders. This framework highlights the theoretical underpinnings of the leader character model and articulates the character dimensions and elements that operate in concert to promote effective leadership. Second, we bring leader character into mainstream management research, extending the traditional competency and interpersonal focus on leadership to embrace the foundational component of leader character. In doing this, we articulate how leader character complements and strengthens several existing theories of leadership. Third, we extend the virtues-based approach to ethical decision making to the broader domain of judgment and decision making in support of pursuing individual and organization effectiveness. Finally, we offer promising directions for future research on leader character that will also serve the larger domain of leadership research.

  Link(s) to publication:

  http://dx.doi.org/10.1111/joms.12254

• Espi-Lopez, G. V.; Lopez Bueno, L.; Vincente Herrero, M. T.; Martinez Arnau, F. M.; Monzani, L., 2016, "Efficacy of manual therapy treatment for tension-type headache in anxiety and depressive disorders. A randomized controlled clinical trial", International Journal of Osteopathic Medicine, December 22: 11 - 20.

  Abstract: Introductionbr Tension-type headache (TTH) is a highly prevalent disorder with a significant socio-economic impact. The purpose of this study was to test the efficacy of three manual therapy treatments for reducing TTH-related anxiety and depression.brbr Subjects and methodsbr A clinical trial was conducted on 84 participants diagnosed with tension-type headache forming 4 groups: the first group received suboccipital soft tissue treatment (ST) the second group was treated with articulatory techniques (AT) the third group underwent a combination of both techniques (ST and AT), while the fourth group was the control group. Treatment sessions were administered over four weeks, with post-treatment assessment, and follow-up at one month. We conducted repeated measures analysis of covariance (RM-MANCOVA) to evaluate the effect of treatment on between and within-subject conditions and their interaction on reported depression and anxiety.brbr Resultsbr All treatments resulted in a moderate’ reduction of psychological symptoms associated with TTH (Cohen's f .31 for anxiety trait f .35 for anxiety state and f .35 for depression). However, their efficacy varied across treatments, TTH types and the elapsed time between measurements.brbr Conclusionbr Treatments including an articulatory technique showed a greater efficacy than a soft tissue technique, or a combination of both, for the reduction of TTH-related anxiety and depression levels in these participants.

  Link(s) to publication:

  http://dx.doi.org/10.1016/j.ijosm.2016.05.003

• Espi-Lopez, G. V.; Zurriaga, R.; Monzani, L., 2016, "The effect of manipulation plus massage therapy versus massage therapy alone in people with tension-type headache. A randomized controlled clinical trial", European Journal of Physical and Rehabilitation Medicine, October 52(5): 606 - 617.

  Abstract: BACKGROUND:br Manipulative techniques have shown promising results for relief of tension-type headache (TTH), however prior studies either lacked a control group, or suffered from poor methodological quality. The aim of this study was to compare the effect of spinal manipulation combined with massage versus massage alone on range of motion of the cervical spine, headache frequency, intensity and disability in patients with TTH.brbr DESIGN:br Randomized, single-blinded, controlled clinical trial.brbr SETTING:br University clinic.brbr POPULATION:br We enrolled 105 subjects with TTH.brbr METHODS:br Participants were divided into two groups: 1) manipulation and massage 2) massage only (control). Four treatment sessions were applied over four weeks. The Headache Disability Inventory (HDI) and range of upper cervical and cervical motion were evaluated at baseline, immediately after the intervention and at a follow-up, 8 weeks after completing the intervention.brbr RESULTS:br Both groups demonstrated a large (ƒ1.22) improvement on their HDI scores. Those that received manipulation reported a medium-sized reduction (ƒ0.33) in headache frequency across all data points (P<0.05) compared to the control group. Both groups showed a large within-subject effect for upper cervical extension (ƒ0.62), a medium-sized effect for cervical extension (ƒ0.39), and large effects for upper cervical (ƒ1.00) and cervical (ƒ0.27) flexion. The addition of manipulation resulted in larger gains of upper cervical flexion range of motion, and this difference remained stable at the follow-up.brbr CONCLUSIONS:br These findings support the benefit of treating TTH with either massage or massage combined with a manipulative technique. However, the addition of manipulative technique was more effective for increasing range of motion of the upper cervical spine and for reducing the impact of headache.brbr CLINICAL REHABILITATION IMPACT:br Although massage provided relief of headache in TTH sufferers, when combined with cervical manipulation, there was a stronger effect on range of upper cervical spine motion.

• Monzani, L.; Braun, S.; Van Dick, R., 2016, "The moderator role of organizational identification in the relation between authentic leadership and followers’ silence intentions", German Journal of Human Resource Management: Zeitschrift fuer Personalforschung, August 30: 3 - 4.

  Abstract: Organizational silence is a state of affairs in which employees refrain from voicing problematic issues at work. It often results from the dilemma between considering the short-term interests of the leader, who might perceive voicing problems as disloyal, and the long-term interests of the organization, which might suffer severe costs because of silence. In this article we propose a theoretical model that bridges authentic leadership and organizational identification to test their joint effect on organizational silence responses (exit, loyalty and neglect). Based on previous work, we hypothesized that authentic leadership is positively related to employees’ loyalty (a passive yet constructive response). However, in dilemmatic situations this effect should be buffered by a high organizational identification (as a result of conflicting loyalties). Similarly, in such situations, we predicted that the influence of authentic leadership on employees’ destructive responses may be counter-productive if not matched with a high organizational identification. We tested our proposed model with an online vignette study that involved 458 employees from German-speaking countries from diverse work sectors. We used a realistic scenario comprising a dilemmatic situation, in which a decision between voice and silence had to be made. Our results partially support the hypotheses. Implications for management and future research directions are discussed.

  Link(s) to publication:

  http://dx.doi.org/10.1177/2397002216649896

• Monzani, L.; Zurriaga, R.; Espi-Lopez, G. V.; Andersen, L. L., 2016, "Manual Therapy for Tension-type Headache related to Quality of Work Life and Work Presenteeism: A secondary analysis of a randomized controlled trial", Complementary Therapies in Medicine, April 25: 86 - 91.

  Abstract: OBJECTIVE:br The objective of this research is to evaluate the efficacy of manual therapy for tension-type headache (TTH) in restoring workers quality of work life, and how work presenteeism affects this relation. brbr DESIGN:br This study is a secondary analysis of a factorial, randomized clinical trial on manual therapy interventions. Altogether, 80 patients (85% women) with TTH and without current symptoms of any other concomitant disease participated.brbr INTERVENTIONS:br An experienced therapist delivered the treatment: myofascial inhibitory technique (IT), articulatory technique (AT), combined technique (IT and AT), and control group (no treatment).brbr RESULTS:br In general, all treatments as compared to our control group had a large effect (f.69) in the improvement of participants' quality of work life. Work presenteeism interacted with TTH treatment type's efficacy on participant's quality of work life. The inhibitory technique lead to higher reports of quality of work life than other treatment options only for participants with very low frequency of work presenteeism. In turn, TTH articulatory treatment techniques resulted in higher reports of quality of work life for a high to very high work presenteeism frequency.brbr CONCLUSION:br Articulatory manipulation technique is the more efficient treatment to improve quality of work life when the frequency of work presenteeism is high. Implications for future research and practice are discussed.

• Buunk, A. P.; Zurriaga, R.; Gonzales-Navarro, P.; Monzani, L., 2016, "Attractive Rivals May Undermine Career Advancement Expectations and Enhance Jealousy. An Experimental Study", European Journal of Work and Organizational Psychology, March 25(6): 790 - 803.

  Abstract: This experiment with 119 adult females examined the effect of a rival’s attractiveness on jealousy and career advancement expectations in a simulated work setting where individuals had to compete for a job promotion. We hypothesized that an attractive rival would evoke relatively more jealousy and lower career advancement expectations, especially in individuals high in Intrasexual Competitiveness. In addition, we examined the moderating effects of characteristics attributed to the rival in terms of popularity, professionalism, and unfriendliness. The results showed that, overall, an attractive rival induced more jealousy and lower career advancement expectations than an unattractive rival. Especially among women who attributed unfriendliness to their rival, the attractiveness of the rival induced higher levels of jealousy and lower career advancement expectations. Among women high in Intrasexual Competitiveness, the rival’s attractiveness induced lower career advancement expectations. It is recommended that managers and human resource officials pay particular attention to how physical attractiveness may interfere with female employees’ professional development, and to the important role of emotions in the workplace.

  Link(s) to publication:

  http://dx.doi.org/10.1080/1359432X.2016.1156085

• Monzani, L.; Ripoll, P.; Peiro, J. M., 2014, "The moderator role of followers’ personality traits in the relation between leadership styles, two types of task performance and work result satisfaction", European Journal of Work and Organizational Psychology, September 24(3): 444 - 461.

  Abstract: Authentic leadership is changing our understanding of what makes good leadership. However, few studies have explored how followers’ individual differences and the nature of the task they perform affect its relation to followers’ work outcomes. We examine the moderator role of two core task types (intellective vs. generative) and two personality traits (conscientiousness and emotional stability) in the relationship between two leadership feedback styles (authentic vs. transactional) and task performance or work result satisfaction in a two-wave experiment. The sample consisted of 228 participants enrolled in an organizational psychology course, 34% of whom had work experience. Our results show that over time the effect of an authentic feedback style on task performance became stronger for those participants who previously scored very low on intellective tasks or very high on generative tasks. Furthermore, a significant three-way interaction between these two traits and our leadership feedback styles indicates that the effect of authentic feedback conforms different patterns depending on the followers’ personality traits and the type of task they perform. Moreover, authentic feedback had a stronger effect on participants’ work result satisfaction. Participants with low levels of either conscientiousness or emotional stability displayed higher levels of satisfaction in the authentic feedback condition.

  Link(s) to publication:

  http://dx.doi.org/10.1080/1359432X.2014.911173

• Monzani, L.; Hernandez Bark, A. S. H. B.; Van Dick, R.; Peiro, J. M., 2014, "The synergistic effect of prototypicality and authenticity in the relation between leaders' gender and their organizational Identification", Journal of Business Ethics, August 132(4): 737 - 752.

  Abstract: Role congruity theory affirms that female managers face more difficulties at work because of the incongruity between female gender and leadership role expectations. Furthermore, due to this incongruity, it is harder for female managers to perceive themselves as authentic leaders. However, followers’ attributions of prototypicality could attenuate this role incongruity and have implications on a managers’ organizational identification (OID). Hence, we expect male managers to be more authentic and to identify more with their organizations, when compared to female managers who are low in prototypicality. We hypothesized that authentic leadership dimensions mediate the relation between managers’ biological gender and their OID. However, this indirect effect is conditional of these managers' team prototypicality. For testing these hypotheses, we conducted an online experiment with 149 participants (Mage 43.42 years SD 11.41 43 % female) from different work sectors using a 2 (participants’ biological gender) 2 (team prototypicality: low vs. high) between-subject design. As predicted, men scored higher on authentic leadership, and three dimensions partially mediated the effect of participants’ biological gender on OID. In the low team prototypicality condition female managers scored lower in authentic leadership and identified less with the organization, whereas in the high team prototypicality condition, no gender differences were found.

  Link(s) to publication:

  http://dx.doi.org/10.1007/s10551-014-2335-0

• Monzani, L.; Ripoll, P.; Peiro, J. M.; Van Dick, R., 2014, "Loafing in the digital age: The role of computermediated communication in the relation between perceived loafing and group affective outcomes", Computers in Human Behavior, April 33: 279 - 285.

  Abstract: Virtual work has become an increasingly central practice for the organization of the 21st century. While effective virtual workgroups can create synergies that boost innovation and performance, ineffective workgroups become a great burden for organizations. Empirical research has shown that some negative behaviors, such as social loafing, negatively influence a group’s affective outcomes, in both collocated (face-to-face) and virtual workgroups. In this study, we explore if working through low fidelity computer mediated communication (CMC) increases the negative impact of perceived loafing over cohesion and work satisfaction. On this rationale, we conducted a laboratory study with 44 groups of four members each, who worked on a project in four sessions over a one-month period, in either face-to-face or low fidelity CMC conditions. Results show that the communication media condition moderates the effect of perceived loafing in the expected direction, meaning that, in the low fidelity CMC condition perceived loafing had an increased negative effect on group cohesion and satisfaction with the work process and its results.

• Monzani, L.; Ripoll, P.; Peiro, J. M., 2014, "Followers’ agreeableness and extraversion and their loyalty towards authentic leadership", Psicothema, January 26(1): 69 - 75.

  Abstract: Effective leaders understand that loyal followers are the key for success. To win their loyalty, leaders usually build social exchange relationships with them, through a wide range of behaviours, such as honouring agreements or using open and transparent communication. However, the effect of these behaviours on their followers’ loyalty can differ depending on followers’ individual differences, especially in relational traits such as agreeableness and extraversion. Method: We explored the moderating role of followers’ agreeableness and extraversion in the relationship between authentic leadership (using transactional leadership as reference group) and followers’ loyalty. A two-wave experiment, where 224 participants with and without work experience were randomly assigned to either a transactional or authentic leadership style condition was conducted. Results: Our results show that followers in the authentic leadership condition had higher levels of loyalty toward their leader. Moreover, followers’ agreeableness played a negative moderating role in this relationship whereas extraversion played a positive moderating role in it. Conclusions: Our results indicate that followers’ characteristics influence the effect of situational factors on their attitudes, such as loyalty, providing support for the need of a more integrative approach to leadership, where followers need to be considered as active elements of this process of influence. brbr La afabilidad y extroversión de los seguidores y su lealtad hacia el liderazgo auténtico. Antecedentes: los líderes efectivos entienden que la lealtad de sus seguidores es clave para el éxito. Para conseguirla, establecen intercambios sociales, a través de conductas tales como recompensar con justicia o utilizar una comunicación transparente. Sin embargo, el efecto de estas conductas sobre la lealtad de sus seguidores puede variar en función de las diferencias individuales de esos seguidores, en especial en aquellos aspectos que influyen en la forma en que se relacionan las personas, como por ejemplo su extroversión o afabilidad. Método: se realizó un experimento de diseño longitudinal donde 224 participantes, con o sin experiencia laboral, fueron asignados al azar a un líder con estilo auténtico o estilo transaccional. Resultados: nuestros resultados muestran que los seguidores bajo un líder auténtico reportan mayores niveles de lealtad que aquellos bajo un líder transaccional. La afabilidad y la extroversión de los seguidores modulan la relación entre el estilo de liderazgo y la lealtad hacia el líder. Conclusión: las características de los seguidores modulan el efecto del estilo de liderazgo sobre las actitudes de los seguidores, apoyando la necesidad de un enfoque más integrador del estudio del liderazgo, donde los seguidores han de ser considerados como elementos activos de este proceso.

  Link(s) to publication:

  http://dx.doi.org/10.7334/psicothema2013.67

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