Vicky Butcher

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Publications (2)6.68 Total impact

  • Article: Older people's well-being as a function of employment, retirement, environmental characteristics and role preference.
    Peter Warr, Vicky Butcher, Ivan Robertson, Militza Callinan
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    ABSTRACT: The life satisfaction and affective well-being of employed, unemployed and retired men and women aged between 50 and 74 were examined as a function of characteristics of their environment and the degree to which their current role was personally preferred. Early-retired and late-employed individuals had particularly high affective well-being. Role preference (e.g. to be in a job) was significantly associated with both indicators, with better well-being in those individuals who wanted to be in their current role. Both forms of well-being were a function of the features experienced in a role (opportunity for control, clarity, etc.), over and above the identification of role membership on its own, with the relationship between older people's role occupancy (employed, unemployed or retired) and well-being being mediated by perceived environmental characteristics.
    British Journal of Psychology 09/2004; 95(Pt 3):297-324. · 2.37 Impact Factor
  • Article: Transformational leadership and moral reasoning.
    Nick Turner, Julian Barling, Olga Epitropaki, Vicky Butcher, Caroline Milner
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    ABSTRACT: Terms such as moral and ethical leadership are used widely in theory, yet little systematic research has related a sociomoral dimension to leadership in organizations. This study investigated whether managers' moral reasoning (n = 132) was associated with the transformational and transactional leadership behaviors they exhibited as perceived by their subordinates (n = 407). Managers completed the Defining Issues Test (J. R. Rest, 1990), whereas their subordinates completed the Multifactor Leadership Questionnaire (B. M. Bass & B. J. Avolio, 1995). Analysis of covariance indicated that managers scoring in the highest group of the moral-reasoning distribution exhibited more transformational leadership behaviors than leaders scoring in the lowest group. As expected, there was no relationship between moral-reasoning group and transactional leadership behaviors. Implications for leadership development are discussed.
    Journal of Applied Psychology 05/2002; 87(2):304-11. · 4.31 Impact Factor
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