Mastering the leader role : how individuals in leader roles increase leader role efficacy and trust in subordinates, (re)construct leader identities, and attempt to craft leader roles that fit

dc.contributor.advisor	Ladegård, Gro
dc.contributor.advisor	Abrahamsen, Frank
dc.contributor.author	Gjerde, Susann
dc.date.accessioned	2018-02-28T14:30:27Z
dc.date.available	2018-02-28T14:30:27Z
dc.date.issued	2018-02-28
dc.identifier.isbn	978-82-575-1282-8
dc.identifier.issn	1894-6402
dc.identifier.uri	http://hdl.handle.net/11250/2487827
dc.description.abstract	People have a psychological need to master their environment and the roles they enact (Ashforth, 2001). Individuals who take on leader roles are no exception. However, as the leader role is filled with complex, demanding, conflicting and ambiguous role expectations (Conger & Fishel, 2007; Denis, Langley, & Pineault, 2000; Levin, 2010) mastering the leader role may be particularly challenging. This thesis addresses three complementary approaches to mastering the leader role and deals with each approach in a separate paper.	nb_NO
dc.language.iso	eng	nb_NO
dc.relation.ispartofseries	PhD Thesis;2015:34
dc.title	Mastering the leader role : how individuals in leader roles increase leader role efficacy and trust in subordinates, (re)construct leader identities, and attempt to craft leader roles that fit	nb_NO
dc.title.alternative	Tre tilnærminger til mestring av lederrollen	nb_NO
dc.type	Doctoral thesis	nb_NO
dc.source.pagenumber	160	nb_NO

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