Leadership Styles and Leader Well-Being: A Mediation Study
Year: 2019
Type: dissertation
Study design: Observational Study
Abstract: Studies examining the effects of leadership styles on leader well-being have, in the past decade,\nincreased in number. However, up until now, mechanisms mediating these relationships have been\nlargely ignored. Thus, the main objective of the present study was to investigate whether subordinate\nfunctioning, in the form of follower OCB, performance, and bullying, would act as either a job demand\nor a resource for leaders, depending on the positive or negative valence of the follower behaviour, and\nthus influence the effects of leadership styles on leader well-being related outcomes. A total of 346\nparticipants in supervisory roles, primarily recruited through the crowdsourcing platform MTurk, filled\nout an online questionnaire containing 146 questions related to leadership styles, subordinate\nfunctioning, and well-being at work. The data was analysed using the logistic regression PROCESS\nmacro for SPSS. Results indicated that subordinate functioning did, in fact, demonstrate mediation in\nmany of the relationships between leadership styles and leader well-being, and that the JD-R model\ncould serve as a useful tool in explaining these mediations. Although further studies are needed to fully\nunderstand the relationships between leadership styles and leader well-being, the present study not\nonly provides a springboard for identifying mediating mechanisms in future studies, but also provides\nsome promising findings. Thus, future studies should focus on replicating the present findings as well\nas identifying other mediating mechanisms in the relationship between leadership styles and leader\nwell-being to form a more holistic understanding of the consequences of leadership – for the benefit\nof organisational interventions and leadership training.
Author: M. Hovden
Language: English
Domain: Social Sciences
Open Access status: green
OpenAlex ID: W2977102428