TH-P01-094 - The Influence of Perceived Constructive and Destructive Leadership on Employee Well-Being and Ill-Being: The Mediating Role of Self-Conscious Emotions

Track:
Management of emotions at work
What:
Poster Presentation
When:
3 hours 30 minutes
Where:
O'Brien Foyer
Discussion:
0
 
Emotion in the workplace
Management of emotions at work
TH-P01-094
The Influence of Perceived Constructive and Destructive Leadership on Employee Well-Being and Ill-Being: The Mediating Role of Self-Conscious Emotions
A. O'Donoghue 1,*, E. Conway 2, J. Bosak 2
1Dublin Institute of Technology, 2Dublin City University, Dublin, Ireland
 
Content: Purpose
This study investigates the influence of experienced leadership (i.e. transformational, abusive) on a taxonomy of employee well-being (i.e. job satisfaction, engagement, workaholism, burnout) and the mediating role of follower affect and the self-conscious emotions of shame, guilt, and pride.
Design/Methodology
Cross sectional data was collected from two diverse studies. Study 1 was conducted in a Japanese multi-national firm (n=183), and Study 2 in an Irish local government emergency response organisation (n=237).
Results
Both studies found that perceptions of transformational leadership positively predicted well-being (job satisfaction, engagement) and negatively predicted ill-being (burnout). In Study 2, perceived abusive supervision was negatively related to job satisfaction and engagement. Across both studies, abusive supervision was positively related to ill-being (workaholism and burnout). In addition, relationships between perceptions of constructive or destructive leadership styles and follower positive and negative emotions were broadly similar in both studies. In Study 1, the findings showed that follower pride and positive and negative affect (PANA) act as emotional pathways through which constructive and destructive leaders influence follower well-being (i.e. engagement) and ill-being (i.e. working compulsively and burnout).
Limitations
Future studies should use diary studies to avoid the limitations associated with cross-sectional data including the risk of common method variance.
Research/Practical Implications
The findings identify the important role of the leader in influencing follower emotions and well-being and ill-being.
Originality/Value           
We are not aware of any other study which has simultaneously tested the influence of perceived constructive and destructive leadership on the taxonomy of employee well-being.
 
 
 
 
 
 

 
 

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