Persona:
Laguía González, Ana

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0000-0002-4634-3127
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Laguía González
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2024 - 20254
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Autor: Navas Jiménez, María del Carmen × Tiene archivos: true ×

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Mostrando 1 - 4 de 4
  • Miniatura
    Publicación
    Effects of Secure Base Leadership vs. Avoidant Leadership on Job Performance
    (MDPI, 2024) Laguía González, Ana; Navas Jiménez, María del Carmen; Schettini, Rocío; Rodríguez Batalla, Fidel; Guillén Corchado, David; Moriano León, Juan Antonio; https://orcid.org/0009-0007-2954-4182; https://orcid.org/0009-0003-6033-6702
    Organizations need high performance from their employees to achieve their goals, provide specialized services and products, and ultimately secure a competitive edge. Performance is also a source of satisfaction for employees, as it creates feelings of mastery and pride. Different leadership styles positively influence both employee performance and organizational excellence; thus, the present study aimed to analyze the relationship between a novel leadership style based on attachment theory, secure base leadership, and job performance (i.e., task and conceptual performance and counterproductive work behaviors). Additionally, a passive-avoidant leadership relationship with performance dimensions is analyzed. Using partial least squares structural equation modeling with self-reported data from 422 Spanish employees, the results show that secure base leadership is positively related to task and contextual performance, while it is negatively related to counterproductive work behaviors. The opposite pattern is found for passive-avoidant leadership (except for the link between passive-avoidant leadership and contextual performance, which is not significant). The promotion of secure base leadership within organizations allows for the cultivation of a supportive environment that favors work behaviors that are aligned with organizational objectives, and since leadership can be trained, these results are relevant for practitioners in organizations.
  • Miniatura
    Publicación
    The buffering effect of secure base leadership on the relationship between emotional demands and burnout: A multilevel study among military officer cadets
    (Elsevier, 2025-05-01) Navas Jiménez, María del Carmen; Laguía González, Ana; Recio Saboya, Patricia; García Guiu, Carlos; Pastor Álvarez, Alberto; Edú Valsania, Sergio; Molero Alonso, Fernando Jorge; Mikulincer, Mario; Moriano León, Juan Antonio; Agencia Estatal de Investigación (España)
    This study examined the association between Secure Base Leadership (SBL) and burnout among 398 officer cadets at the Spanish Army's General Military Academy in Zaragoza. Grounded in the Job Demands-Resources (JD-R) theory, this research examines both the direct and moderating effects of SBL on the relationship between emotional demands and burnout within a high-stress military training environment. Cadets were organized into 14 sections, each led by a designated supervisor. Using multilevel modeling, the findings reveal that at the individual level (Level 1), higher emotional demands are significantly associated with increased burnout. At the team level (Level 2), cadets who perceive their leaders as a secure base report lower levels of burnout, indicating that SBL functions as a key job resource that mitigates stress-related outcomes. Furthermore, results demonstrate a significant cross-level interaction, whereby SBL moderates the relationship between emotional demands and burnout, attenuating the negative impact of high emotional demands on cadet well-being. These findings extend the JD-R framework by providing empirical evidence of the buffering role of secure base leadership in high-strain educational and occupational settings. The study underscores the critical role of leadership in fostering psychological resilience and suggests practical implications for the development of leadership training programs in military academies aimed at enhancing cadets' capacity to cope with occupational stressors.
  • Miniatura
    Publicación
    Secure Base Leadership in military training: enhancing organizational identification and resilience through work engagement
    (Frontiers Media, 2024-12-24) Navas Jiménez, María del Carmen; Laguía González, Ana; Recio Saboya, Patricia; García Guiu, Carlos; Edú Valsania, Sergio; Molero Alonso, Fernando Jorge; Mikulincer, Mario; Moriano León, Juan Antonio; Agencia Estatal de Investigación (España)
    Introduction: This study examines the relationships between secure base leadership, organizational identification, and resilience among military cadets, utilizing the Job Demands-Resources (JD-R) model as a theoretical framework. Specifically, it explores the mediating role of work engagement in these associations within the context of military training. Methods: A cross-sectional study was conducted with 363 cadets from the General Military Academy of the Army in Zaragoza, Spain. The sample comprised second-year cadets (n = 170; 46.8%) and third-year cadets (n = 193; 53.2%), with a gender distribution of 84% male and 16% female. Participants evaluated their section chief captains using the Leader as Security Provider Scale and completed validated questionnaires measuring work engagement, organizational identification, and resilience. Data were analyzed using partial least squares structural equation modeling (PLS-SEM) to test the hypothesized relationships and mediation effects. Results: The findings revealed that secure base leadership is positively associated with work engagement among cadets. Work engagement significantly mediated the relationships between secure base leadership and both organizational identification and resilience. The structural model explained a substantial proportion of variance in the outcome variables, supporting the applicability of the JD-R model in this context. Discussion: These results underscore the importance of secure base leadership in promoting work engagement, which in turn enhances organizational identification and resilience among military cadets. The study highlights the role of leaders as secure bases in fostering personal and organizational well-being. Implications suggest that incorporating secure base leadership principles in military training programs could contribute to the professional development and overall well-being of military personnel.
  • Miniatura
    Publicación
    Liderazgo de base segura: teoría e investigación
    (Universitat de Barcelona, 2025-07-22) Laguía González, Ana; Edú Valsania, Sergio; Navas Jiménez, María del Carmen; Molero Alonso, Fernando Jorge; Moriano León, Juan Antonio
    El liderazgo de base segura, fundamentado en la teoría del apego, emerge como un nuevo enfoque para comprender y mejorar las interacciones líder-subordinado, estableciendo vínculos significativos con otros constructos psicosociales en el ámbito de las organizaciones. Específicamente, este estudio explora empíricamente la relación positiva entre el estilo de liderazgo de base segura y el work engagement de los seguidores, así como la relación negativa entre este estilo de liderazgo y la intención de abandono organizacional, tanto de forma directa como mediada por la identificación con el equipo de trabajo. Un total de 483 empleados (59,4% mujeres; M = 36,9 años, DT = 11,5) cumplimentaron un cuestionario online. Se realizó un modelado de ecuaciones estructurales empleando la técnica de mínimos cuadrados parciales análisis. Los resultados indicaron que la identificación con el equipo media parcialmente las relaciones entre el liderazgo de base segura y el engagement y la intención de abandono. El liderazgo como base segura constituye un tipo de recurso laboral que puede potenciar los resultados positivos en el trabajo, como el engagement, a la vez que prevenir los resultados negativos, como el abandono. Por tanto, el liderazgo de base segura juega un papel crucial en el bienestar de los empleados.