TH-P01-083 - The Effect of Constructive Leadership on Employee Behaviors within the Affective Events Theory Framework

Track:
Emotions and organizational contexts
What:
Poster Presentation
When:
3 hours 30 minutes
Where:
O'Brien Foyer
Discussion:
0
Emotion in the workplace
Emotions and organizational contexts
TH-P01-083
The Effect of Constructive Leadership on Employee Behaviors within the Affective Events Theory Framework
E. Page*, L. Johnson 1
1The University of Cincinnati, ,
 
Content: Research investigating the impact of emotions in the workplace began in the 1930’s. In the 1990s, Weiss and Cropanzano’s Affective Events theory (AET) extended this research to include antecedents and consequences of affective events at work. The present study utilized AET framework to examine the impact of constructive leadership on employees’ emotional appraisals, job satisfaction, adaptive performance and OCBs. Previous tests of AET used global job satisfaction measures to predict behaviors (e.g., Grandey, Tam & Brauburger, 2002) with inconsistent results. Since research suggests specific attitude measures better predict behaviors rather than broad constructs due to the matched level of specificity (Harrison, Newman & Roth, 2006), the present study used a multifaceted satisfaction measure to predict behaviors. Regression analyses were performed on a sample (N = 47) of largely social services employees. Several assumptions of AET were supported, and constructive leadership led to increased supervision satisfaction. Adaptive performance was predicted by total job satisfaction, but more variance was explained by the nature of work satisfaction facet, a previously unidentified predictor. This result also supports the notion of matched specificity. Because negative emotional appraisals also predicted adaptive performance it is unclear whether adaptive performance is an affect- or judgment-driven behavior. Several limitations may have affected results including low internal consistency scores, and sample size. Practical implications suggest adopting more constructive behaviors can increase employee satisfaction. Also, to facilitate change organizations should use targeted position-matching for employees and limit events likely to elicit negative emotional appraisals in employees to further encourage adaptive performance.                
 
 
 
 
 

 
 
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