Content area
Abstrak
Leader-driven interactional transparency is defined as a leader sharing relevant information, being open to giving and receiving feedback, being forthcoming regarding motives and the reasoning behind decisions, and displaying alignment between words and actions to his or her followers. This study examines how leaders can develop interactional transparency with their followers, garnering in return increased follower role engagement and participation in decision-making. I found that through the mediating construct of psychological safety, followers were be more likely to become engaged with respect to their role within the organization, have greater trust in their leader, and have higher job satisfaction. Further, I found that leader positive affect moderated the relationship between leader-driven interactional transparency and psychological safety, a condition within which followers feel secure when sharing ideas, criticisms, questions, and opinions. These relationships existed both within the same time periods, and grew stronger when examined across-time. This dissertation includes an introductory chapter, literature review chapter and accompanying hypotheses, a methods chapter describing the means by which we tested the hypotheses, presentation of results, and a discussion chapter.
